Management Concept Style: September 2012

Record Management

Record Management is the practice of identifying, classifying, archiving, preserving, and sometimes destroying records. There is an International Standard on records management, ISO 15489: 2001. This defines record management as, "The field of management responsible for the efficient and systematic control of the creation, receipt, maintenance, use and disposition of records, including the processes for capturing and maintaining evidence of and information about business activities and transactions in the form of records".

The ISO defines a record as "information created, received, and maintained as evidence and information by an organization or person, in pursuance of legal obligations or in the transaction of business". It is a distinct piece of recorded information derived, accumulated or received in the preliminary, execution or completion of an activity and that constitutes sufficient composition, significance and structure to provide an attestation of that activity. While the definition of a record is often identified strongly with a document, a record can be either a tangible object or digital information which has value to an organization.

Management

Often, a record management system helps to aid in the capture, classification, and ongoing management of records throughout their life cycle. Such a system may be paper based (such as index cards as used in a library), or may be a computer system, such as an electronic records management application.

Record Management

A record management system is a computer program (or set of programs) used to track and store records. The term is distinguished from imaging and document management systems that specialize in paper capture and document management respectively. Record management systems commonly provide specialized security and auditing functionalities tailored to the needs of record managers.

As processed, record management starts with creating, approving, and enforcing records policies, including a classification system and a records retention policy. The next activity would be developing a records storage plan, which includes the short and long-term housing of physical records and digital information.

In putting this plan into action, it is necessary to identify existing and newly created records, classify them, and then store them according to standard operating procedures. Next step is to coordinate the access and circulation of records within and even outside of an organization. And finally, to execute a retention policy to archive and destroy records according to operational needs, operating procedures, statutes, and regulations.

It is apparent that record management is an essential activity to ensure and certify the authenticity of many business transactions and government activities. The propagation and advancement of electronic documents and their probable litigation exposure have led to issues regarding privacy, data protection, and identity theft, posing some problems in record management.

Managing records involves a variety of diverse disciplines. At the simplest, records must be organized and indexed. In more complex settings, record management demands expertise in forensics, history, engineering, and law. In a business environment, this is usually a matter of filing business documents and making them available for retrieval. However, in many domains, records must be identified and handled much more carefully. Record management then needs a coordination of many experts to build and maintain the system.

Record Management

Unlock the secrets of successful executives and professionals. http://www.BestManagementArticles.com -- the article directory with thousands of free articles in business and management--tips, advices, strategies and solutions for your success. Specialized articles in the field of Record Management may also be accessed at: http://records-management.bestmanagementarticles.com/

Management, Change and... Stakeholders

Stakeholders are those groups of people or institutions that have a stake in your company (where you are not always aware of). There are many general theories about stakeholder management and methods to implement. When dealing with change, a simple stakeholder "view" could help you in controlling the change.

Such a view will look like a spider. It shows the contexts of your organization (the core) and the legs of the spider are pointing to the stakeholders. In the view below, the spider lost one leg:

Management

Clients (Business Clients or Consumers)
Competitors
Employees (Management)
Third parties (Suppliers and Business partners)
Capital suppliers, Investors, Shareholders
Government (local, national, International)
Communities (environmental, professionals)

Management, Change and... Stakeholders

The Employee-category is different in the sense that this relation is internal, where the others communicate with the world outside.

For planning a change, it is important to know what you must do regarding these relations. You could see this as a complicated version of Client Relationship Management, where different clients groups have different roles. Each relation must be managed in a different way.

Managing this stakeholder context is managing the important network your company 'got' entangled in during its business cycle. This context provides valuable information that supports the change management process.

The stakeholder view can be used for both small businesses as for large caps. To manage each relation you must be well prepared, but you do not have to know everything in advance. In a way you need to manage expectations. You also need to listen very well to the stake that is in the game. You cannot negotiate with relations if you do not know how you value the relation.

To give one example:

A bank is changing its strategy. Many of the local branches will be closed due to the fact that internet is a growing channel. Yet there are a group (community) of elderly people than - although not belonging to the main focus group (80%) will resist in this new approach.

If you have not included them in the stakeholders view, you will have to do a lot of rework once you think you go live. They, representing maybe only less than 20%, will give you a lot of exceptions to handle.

Management, Change and... Stakeholders

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days. You can apply for a free demo account

Management - 6 Steps to More Effective Decision Making

Managers and leaders have to take many decisions. Some of these will be routine and easy while others will be more challenging. So what 6 steps you can take to be a more effective decision maker?

Step 1: Clearly define your objective

Management

Every time that you have a decision to make, think about the objective or outcome that you want to achieve as a result of taking the decision. Once you have clarity on the objective or outcome it becomes much easier to complete the rest of the decision process. As the saying goes, start with the end in mind.

Management - 6 Steps to More Effective Decision Making

Step 2: Collect the necessary information

There will be times when there is an abundance of information and times when it will be scarce. Each time that you are faced with a decision, think about the type of information that will help you take the decision. From this point, get clear on the essential information and go and find it.

Step 3: Create options

With any decision, there will be a number of options available. Brainstorm these options without any form of evaluation initially. For example, imagine one of your objectives is to improve your decision making skills. In your initial brainstorm of options you might come up with things like reading a book, attending a teleclass, reading blogs on the internet, going to a workshop or training course.

Step 4: Evaluate options and decide

Every option you generate will have benefits and drawbacks. Take time to evaluate each of your options and decide on balance what appears to be the best option in this instance.

Step 5: Implement your decision

Implementation is when you move from analysis to action. When you get into action you start to get results, so make sure that you take action.

Step 6: Monitor and adapt

The final step is to monitor the outcomes that you are getting compared to what you are expecting. Things might go as you expected and they may not but you can adapt and make changes if necessary.

At the end of the day, there is no magic formula that it guarantees success in decision making. On the other hand, by adopting a systematic approach and acting you lay the foundations for more successful decision making.

Management - 6 Steps to More Effective Decision Making

Duncan Brodie of Goals and Achievements (G&A) works with individuals, teams and organisations to develop their management and leadership capability.

With 25 years business experience in a range of sectors, he understands first hand the real challenges of managing and leading in the demanding business world.

Why Study Management

You may be wondering why you need to study management. If you are an accounting major, a marketing major, or an major other than management, you may not understand how studying management may help you in your career. We can explain the value of studying management by looking at the universality of the management, the reality of work, and the rewards and challenges of being a manager.

The Universality of Management:

Management

Just how universal is the need of management in organizations? We can say with certainty that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they are located in. This is known as the universality of management. Managers in all these settings will plan, organize, lead, and control. However this is not to say that management is done the same way. The differences in what a supervisor in a software applications testing facility at Microsoft does versus what the CEO of Microsoft does are a matter of degree and emphasis, not of function. Because both are managers, both will plan, organize, lead, and control, but how they do so will differ.

Why Study Management

Since management is universally needed in all organizations, we have a vested interest in improving the way organizations are managed. Why? we interact with organizations every single day of our lives. Does it frustrate you when you have to spend three hours in department of motor vehicles office to get your driver's license renewed? Are you irritated when non of the sales persons in a department store seems interested to help you? Do you get annoyed when you call an airline three times and their sales representatives quote you three different prices for the same trip? Theses are all examples of problems created by poor management. Organizations that are well managed develop a loyal customer base, grow, and prosper. Those that are poorly managed find themselves with a declining customer base and reduced revenues. By studying management, you shall be able to recognize poor management and work to get it corrected. In addition, you shall be able to recognize good management and encourage it, whether it is in an organization with which you are simply interacting or whether it is in an organization in which you are employed.

The Reality of Work:

Another reason for studying management is the reality that for most of you, once you graduate from college and being you career, you will either manage or be managed. For those who plan on management careers, an understanding of the management process forms the foundation upon which to build your management skills. For those of you who don't see your self in a management position, you are still likely to have work with managers. Assuming that you will have to work for a living and recognizing that you are very likely to work in an organization, you shall probably have some managerial responsibilities even if you are not a manager. Our experience tells us that you can gain a great deal of insight into the way your boss behaves and the internal workings of organizations by studying management. Our point is that you don't have to aspire to be a manager to gain something valuable from a course in management.

Rewards and Challenges of Being a Manger:

We cannot leave our discussion of the value of studying management without looking at the rewards and challenges of being a manager. What does it mean to be a manager? Being a manager in today's dynamic work place provides many challenge. It can be a tough and often thankless job. You may have to deal with a variety of personalities and many times have to make do with limited resources. It can be a challenge to motivate works in the face of uncertainty and chaos. And managers may find it difficult to effectively blend the knowledge, skills, ambitions, and experience of a divers group of employees. Finally, as a manager, you are not in full control of your destiny. Your success typically is dependent upon others, work performance.

Despite these challenges, being a manager can be very rewarding. You are responsible for creating a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals. In addition, as a manager, you often have the opportunity to think creatively and use your imagination. You help gather find meaning and fulfillment in their work. You get to support, coach, and nurture others and help them make good decisions. You shall get to meet and work with a variety of people-both inside and outside the organizations. Other rewards of being a manger may include receiving recognition and status in the organization and in the community. Playing a role in influencing organizational out comes, and receiving attractive compensation in the form of salaries, bonus, and stock options. Finally, organizations need good managers. Nothing greater ever happens by it self! its through the combined efforts of motivated and passionate people that organizations accomplish their goals. As a manager, you can get satisfaction from knowing that your efforts, skills and abilities are needed. Author of this article also writes articles about cost and management accounting.

Why Study Management

Rashid Javed is an Asian author. He writes about contribution margin and Operating Leverage.

Management - How to Be a Brilliant Budget Manager

If you are manager in an organisation, chances are that one of your key responsibilities is to manage a budget. Non-financial managers often believe that managing a budget is difficult. The reality is that just about any manager in any discipline can become a brilliant budget manager. So how do you do it?

1. Be actively involved in the budget setting process

Management

When I worked in accounting, it never ceased to amaze me when managers, whose performance was being assessed on a number of areas, including budget management, were reluctant to get involved in the budget setting process.

Management - How to Be a Brilliant Budget Manager

Cancelling meetings with the accountants was all too common and some were even more reluctant to re-schedule. If you don't get involved, assumptions have to be made, probably by people who know a lot less about your function than you do. What would you rather be measured on. Something that you were involved in or something imposed?

2. Know your income and expenditure drivers

If you are managing a budget it is vital that you understand those things that you do operationally that contribute most to the levels of:

o Income generated
o Costs or expenditure incurred

On the cost side, a decision to hire someone or give someone a pay rise will impact on expenditure. What are the big drivers of income generation and costs incurred in your function?

3. Think about how your decisions impact on your budget

Every time you take a decision it impacts on your budget. It might be replacing furniture or getting some temporary resource or even a major purchase of equipment. If you are someone who looks at decision in terms of both the operational and financial impact, you will be in the top tier of budget managers.

4. Monitor performance and act at the earliest opportunity

Most businesses have some form of monthly budget report (more frequently in some organisations). You need to be carefully tracking your actual performance against the planned performance. In those cases when actual performance is not at the planned level, take action to do something about it at the earliest opportunity. It is much easier to deal with challenges when they are small.

5. Work with your accountant

Contrary to what most people think, the majority of accountants love to be involved in the business rather than just crunching numbers. Your accountant or finance manager is in effect a business partner or advisor who can help you with the financial challenges. Make a point of meeting with them on a regular basis and keep them up to date what is going on in your area of the business. It is even better if you invite them to management meetings.

Bottom Line- All managers have the potential to be brilliant budget managers. Those who can show that they are strong in this area will have greater opportunity to progress in their career. So what steps will you take to become a brilliant budget manager?

Management - How to Be a Brilliant Budget Manager

Duncan Brodie of Goals and Achievements (G&A) works with individuals, teams and organisations to develop their management and leadership capability.

With 25 years business experience in a range of sectors, he understands first hand the real challenges of managing and leading in the demanding business world.

He invites you to sign up for his free audio e-course and newsletter at http://www.goalsandachievements.co.uk/

Organizational Management - Management Structure

In this installment of our guide to organizational management we look at management structure...

The process of planning, organizing, and controlling human and other resources in order to meet an organizations goals, is known as management.

Management

Typically, a company will be set up to include different types of managers, which can include managers with responsibility for a specific department or division of the entity, as well as regional managers who supervise activities in a particular geographic region. The types of management positions will vary in accordance with the size of the business.

Organizational Management - Management Structure

Management structure (also known as organizational structure) is the method by which staff, departments, divisions and regions work and interact with one another. There are two main types of such structures, known as flat and hierarchal.

Whats known as a flat management structure promotes a decentralized decision-making process, which increases staff involvement and is achieved by very few or no management layers between front-line workers and the company's leadership.

By elevating the level of responsibility of baseline employees, and by eliminating layers of middle management, comments and feedback reach all personnel involved in decisions more quickly. Since the interaction between workers is more frequent, this management structure generally depends upon a much more personal relationship between workers and managers.

The hierarchal management structure has a set chain-of-command - that is each unit in the organization (except that at the very top) is subordinate to another unit or division. That means that each individual communicates directly with an immediate supervisor or subordinate and does not jump over layers of management to get to the top leader.

The benefit of a hierarchal structure is also its primary limitation in that it will reduce the level of communication that goes directly to the top. The hierarchal configuration, however, is the most prevalent for large corporations, governments, and even organized religions.

Flat management structures will typically only work well in smaller companies, or within smaller defined units of a large organization. Once an entity reaches a certain size, this type of structure will not work as well and could end up having a negative impact on productivity. An organizations complexity can be related to its size and how widely distributed it is geographically, and it is this complexity that governs which management structure is most beneficial to the company.

Organizational Management - Management Structure

Want to know more? Click here to continue reading our guide to organizational management: Organizational Management

Management - 8 Key Competencies of Successful Managers

Management is a diverse role with a range of responsibilities and challenges that need to be addressed. Competency as a manager is an important part of achieving. So what 8 key competencies do successful managers have?

Competency 1: Results Focus

Management

Successful managers know that at the end of the day it is not what you do but what you deliver that matters. Having a results focus is about knowing what outcomes are required and focusing yourself and those that you manage on delivering the results. This results focus keeps you on track and reduces the scope for distractions.

Management - 8 Key Competencies of Successful Managers

Competency 2: Making Change

Leaders regularly set out requirements for change. It might be in terms of process, people, service, ways of doing things to name just a few. While leaders will set out the overall direction, managers are the people who need to make the change happen on the ground. This requires them to overcome the obstacles that without doubt will appear as they try to make change.

Competency 3: Planning

Managers do not have the luxury of just having one thing to do. They have to manage money, people, processes, projects, customer relationships and themselves. This requires them to be able to plan effectively so that they get the best results possible.

Competency 4: Team Development

Managers cannot do everything on their own. They need a team around them that can help them to deliver results. Successful managers recognise that team development is an ongoing activity. People come and go from teams and the dynamics that this creates need to be managed. Many team members want to progress and so creating opportunities for growth and development is important.

Competency 5: Risk Management

All areas of business face threats and managers need to become competent at identifying and responding to risk. These risks can range from losing key staff to health and safety issues. Successful managers recognise the importance of identifying and proactively responding to risk.

Competency 6: Decision Making

Until a decision is taken, nothing happens. Managers who procrastinate are a source of frustration to staff. The staff might not always like or agree with the decision that you have made but they will prefer you to take a decision rather than procrastinate.

Competency 7: Communication

Successful managers are effective communicators in 3 areas. They are effective speakers and can put their points forward clearly. They are also effective at getting their message across in writhing whether it is an e-mail or report. Finally, they are effective listeners.

Competency 8: Customer Service Focus

Successful managers recognise that they have customers, even if they are not working directly with the end consumer or user of the product or service. Successful IT Managers see the users of the systems as customers. Accounts Department Managers see budget holders, employees whose salaries they process and suppliers they pay as customers.

Successful management requires you to have a range of competencies. So where are you highly successful and where do you need to develop to be an even more successful manager?

Management - 8 Key Competencies of Successful Managers

Duncan Brodie of Goals and Achievements (G&A) works with individuals, teams and organisations to develop their management and leadership capability.

With 25 years business experience in a range of sectors, he understands first hand the real challenges of managing and leading in the demanding business world.

You can learn more about Duncan, Goals and Achievements services and products and sign up for his free e-course and newsletter at http://www.goalsandachievements.co.uk/

Management Accounting

What is management accounting?

According to the Chartered Institute of management accountants (CIMA), Management Accounting is "the process of recognition, measurement, gathering, study, research, analysis and communication of information used by management to plan, assess and control within a body and to assure appropriate use of and accountability for its Resources. Management accounting also comprises the preparation of financial reports for non management groups such as shareholder's, creditor's, regulatory agencies and tax authorities" (CIMA Official Terminology) The American Institute of Certified Public Accountants(AICPA) states that management accounting as practice extends to the following three areas:

Management

- Strategic Management-advancing the role of the management accountant as a strategic partner in the organization.
- Performance Management-developing the practice of business decision-making and managing the performance of the organization.
- Risk Management-contributing to frameworks and practices for identifying, measuring, managing and reporting risks to the achievement of the objectives of the organization.

Management Accounting

The Role of Management Accounting

Management accountants have a double reporting relationship. As a strategic partner and provider of decision based financial and operational information, management accountants are responsible for managing the business team and at the same time having to report relationships and responsibilities to the corporation's finance organization.

Breaking down of cost or outflow into functions and processes to smooth the progress of cost control at each prepared level in the business environment, also to suggest alternatives to improve the productivity of the business to accumulate the maximum profit/success of the business.

The management accountants must develop a standard for all working areas and to evaluate the actual standards within the business sector, ensuring the best operation of available resources in the business sector and to Identify areas of wastages, leakages, inefficiencies and invisible losses that the business has dealt within the last view years.

The accountant must deploy informatic tools for a well-organized management information system to keep the business up to date with the latest whereabouts in the business sector, contributing to a Total Quality Management (TQM) assisting in decision-making process at all levels of management of the specific enterprise.

What management accountants Do?

Also known as corporate accountants, management accountants work within one specific company. They perform a series of tasks to ensure their company's financial security, handling essentially all financial matters and thus helping to drive the business's overall management and strategy skills to the best they can.

A management accountant's responsibilities can be a variety of things, depending on the company you work for, the management accountant's level of experience, the time of year and the type of industry the management accountant is at, you could find yourself doing anything from budgeting, handling taxes, managing assets to help determine compensation, the benefits packages and aiding in strategic planning.

The aims of management accounting

1. Formulating strategies to reach their goals as fast as possible but thorough.
2. Planning and constructing business activities to keep the business up and running for it to make a profit.
3. Helps in making the financial decisions of the firm, by using strategies to reach their aim.
4. Optimal use of Resources (making use of all resources that one can find like the internet, books and own knowledge)
5. Supporting financial reports. preparation (you can also give your meaning about the subject that is discussed by giving your view point).
6. Safeguarding asset.

Management Accounting

Surround sound receivers

What is Management?

Management is different from leadership but just as important. To understand the nature of management, we need to be clear how it differs from leadership. The first step in answering the question: "What is management?" is to understand the basic tasks of all organizations. Like any other species, an organization needs to take care of its immediate business of survival but it also has to evolve to ensure its fitness to cope with changes in the environment and the actions of competing species.

Management is the function that organizes the execution of today's business. Leadership is the evolutionary mechanism that changes organizations to prosper in tomorrow's world. Whenever a species or individual animal runs into obstacles, variations occur and new forms are selected from those variations. Leadership is a risk taking type of action that explores new frontiers and promotes new ways of behaving. It follows that, in a stable environment, good management is all that is needed to prosper; leadership in this context isn't required.

Management

This portrayal is not the popular one where leadership means being the top dog in a group regardless of what's going on in the environment. Also, management has been cast on the rubbish heap since the late 1970's following the initial wave of Japanese commercial success in the West. We wanted a scapegoat for our failure to compete with the Japanese, and management was fingered for this role. Jack Welsh, Tom Peters and other gurus called for more leadership and an end to management, which they saw as stifling innovation. The reality was that a lack of competition created a complacent attitude AND lackluster management. It was the way management was practiced that was the problem, not anything to do with management as a function. We simply needed to upgrade management for a new reality.

What is Management?

Being hierarchical by nature and inclined to worship heroes, we tend to regard the person in charge of our group as a leader. But complexity demands specialization and executives need to perform multiple roles that depend on the unique demands of their situation. If their main function is to maintain quality, low cost and good customer service while motivating employees to perform to their potential, then they are performing the management function, not showing leadership.

Management is like investment. Managers have resources to invest - their own time and talent as well as human and financial resources. The goal or function of management is to get the best return on those resources by getting things done efficiently. This doesn't entail being mechanical. The manager's style is a contextual issue. With highly skilled and self-motivated knowledge workers, the manager can be very empowering. Where the workforce is less skilled or motivated, the manager may need to monitor output more closely. By saying that management is a function, not a type of person or role, we better account for self-managed work teams where no one is in charge. Managemenet simply makes the best use of all resources even when we manage ourselves. Hence management does not necessarily entail a dictatorial, controlling overseer. Skilled managers know how to coach and motivate diverse employees. Getting things done through people is what they do.

The aim of management is to deliver results cost effectively in line with customer expectations and profitably, in the case of commercial organizations. It is not only leaders who can be inspiring. Inspiring leaders move us to change direction while inspiring managers motivate us to work harder.

Management is a vital function thanks to the complexity of modern organizational life. The need to coordinate the input of so many diverse stakeholders, experts and customers requires enormous patience and highly developed facilitative skills. Excellent managers know how to bring the right people together and, by asking the right questions, draw the best solutions out of them. To facilitate well requires managers to work very closely with all relevant stakeholders.

By contrast, the leader can be a bit of an outsider. Like Martin Luther King, Jr. promoting desegregation on buses to the U.S. government from the sidelines, the leader can induce people to change even with no direct involvement or authority over the people who are needed to take the hoped for action.

Managers don't just keep ongoing operations ticking over. They also manage complex projects like making a modern movie or putting the first man on the moon. Leadership is only required to sell the tickets for the journey or to resell it periodically if resistance develops, but management drives the bus to the destination.

What is Management?

See http://www.lead2xl.com for more articles like this one. Mitch McCrimmon has over 30 years experience in executive assessment and coaching. His latest book, Burn! 7 Leadership Myths in Ashes, 2006, challenges conventional thinking on leadership.

Functions Of Management

Performance of management is necessarily a subject to its functions. Earlier management was segregated into five functions which were-

o Planning

Management

o Organizing

Functions Of Management

o Staffing

o Directing and

o Controlling.

With changing times and increasing business complexities, the functions of management also increased and functions like reporting, co-ordinating, budgeting etc. was identified. Primarily, this step was taken to ensure departmentalization of management functions so that effectiveness and efficiency could be enhanced. However, different management thinkers differ on the numbers of functions. Essentially a creative problem solving methodology, the purpose of management is achieved through these functions. The basic objective of these functions is maximum utilization of resources available at company's disposal so that organization's mission and policies could be achieved in the best possible way.

As we delve deeper in every function, planning is the first function which is basically a logical thinking process that decides what needs to be done in order to achieve organization's goals and objectives. It focuses on the broader perspective of the business as well as taking into consideration, the tactical methods to get the desired results.

Organizing is about setting up and maintaining the internal organizational structure in accordance with objectives mentioned in planning stage. It also involves assigning tasks to various individuals for the larger goal of organization's missions and objectives.

Staffing is the process of choosing right people for organization. It can be associated with human resource management and involves recruitment, hiring, training and compensating the workforce.

Directing is guiding people in the organization through the means of counselling, instructing, motivating and various other modes of communication. It helps in channelizing the activities and conduct of employees so that organizational goals can be accomplished.

Controlling is the sum total of process which ensures all the plans are executed and implemented in the desired way. It also decides about whether some corrective and preventive methods need to be taken. It is meant to ascertain problem areas and remedial measures.
Apart from these, minor functions include reporting, budgeting and co-ordinating which are designed to perform specific functions.

Functions Of Management

MBA in India [http://www.mbainindia.in] and across the world is divided into different categories based on the functional aspect. Some motivational short sayings or inspirational speeches can inspire you to learn the progressive functions of management.

Management by Example

From time to time we all look back on our careers and do an assessment. Today as I look back, I have to admit, I've been very fortunate. I say this because of the people who have helped me to grow and to be who I am today. I reflect on the retail store managers that taught me so much while I worked my way through high school, college and beyond. At that time these men and women were at the top of their game and many of them still are. The things that I learned were not pre-planned lessons, but rather a form of on the job training. It was their knowledge, personality and experience that they shared with me that taught me so much.

Last month, while on a retail consulting project, I was reminded of how important it is for every company to have solid management. On this particular project the general manager of the store never left his office except to go to lunch or leave for the day. During an interview he was demeaning and very critical of his staff. As a result, this store had major motivational issues. Now, I am not suggesting that every retail store manager must be a world-class motivational icon. However, I do believe that in order to be qualified to be in retail management, or any other form of management, you should possess some of the best qualities of a ships captain, coach and sometimes a parent. While in college I worked part-time for a large retail lumberyard chain. The stores general manager was a man named Larry. Larry was passionate about his store, his employees and customer service.

Management

Larry was among the top 10 highest producing store managers in the entire operation. Impressive on it's own, but what impressed me the most, and what was most likely the reason for much of his success, was Larry's management style. Larry did spend time in the office, but he roamed the store constantly. He had all the qualities of a championship coach. He would look out over the "retail field" and make note of what was not being executed properly. He wasn't the type to rake anyone over the coals. If he saw that our service counter was buried knee deep in customers, he would jump in and help out. Afterward he would help us realize that it wasn't about us....it was about the customer and their perceived wait time. In the best of ways a little situation like this was used to teach me to be proactive and keep the customer front and center. Larry made sure we all saw the people in our store as "our customers" and their shopping experience was paramount. He taught us the importance of good customer service. After all, happy customers come back. Through teaching and managing by example, Larry taught us all that the relationship between our coworkers and our customers was imperative to our success. Larry managed by example. His employees would follow him anywhere because of his demonstrated work ethic and respect for the people who worked for him.

Management by Example

I find the lack of a solid management quite often. Will it be lost forever? No, I don't think so. But I do strongly believe that retail store managers and owners alike need to review their management styles. In times of great change, your employees are looking to you for stability and strength. Teach them that good enough is not good enough, and show them how to become better employees and most of all better people. Be that example that they will remember.

Management by Example

Gary Petz - At Discovery-Based Retail we help retailers make more money. Visit our website and find out how

http://www.discoverdbr.com

[http://www.discoverybasedretail.com]

Management - How to Become an Effective Manager

Management is defined in business world as the process of getting people to work together to accomplish the goals of the organizations.

Here's how you can become an effective manager:

Management

1. Know your people. As a manager you need to understand the strengths and the weaknesses of your people. You need to know what they are good at and how they can possibly contribute to the success of your organization. Through this, you can easily delegate tasks to the right people to increase efficiency and productivity.

Management - How to Become an Effective Manager

2. Improve your workforce. After identifying the areas of opportunities of your people, you should go ahead and recommend training programs and seminars to help them convert these weaknesses to strengths. If they are not really communicating well with one another for example, you can offer them training programs to enhance their communication skills.

3. Goal setting. Make sure that you involve your people when setting the goals for your organization. These people are most likely to feel accountable and they'll most likely to push themselves to do better if they know that they are part of the entire process.

4. Meetings. Set up regular meetings where you can discuss not only the goals but also your expectations from your work force. You can also use this time to address concerns and to answer burning questions.

5. People skills. As a manager, it's very important that you know how to work effectively with your people. You must be friendly and warm all throughout. Employees must not think twice in approaching you and they must feel confident in sharing their ideas with you.

Management - How to Become an Effective Manager

By the way, do you want to learn more about using articles like this to drive traffic to your website and increase online conversions?

If so, I suggest you check this out: article marketing traffic.

Management - 7 Key Management Qualities

Management might not on the face of it appear to be that difficult compared to the technical aspects of the role. Yet succeeding as a manager is as much about who you are and how you behave as it is about what you do. So what are some of the key management qualities?

Quality 1: Honesty

Management

You will have to deal with many problems and challenges. From time to time you will have to make some tough choices. Those that you manage will look to you for re-assurance that everything will be okay. It is not always going to be possible to do that so learn to be honest with people.

Management - 7 Key Management Qualities

Quality 2: Act with integrity

Acting with integrity is about behaving in a way that demonstrates professionalism. There will be times, especially when under pressure where you might be tempted to breach your own standards. Notice when this is happening and catch yourself before you say or do something that conflicts with your values.

Quality 3: Reliability

Your team will look to you for support and help when things are difficult for them. Be there for them and show them that they can rely on you through good and not so good times.

Quality 4: Being accountable

Part of the deal of being a manager is being accountable for what is and what is not delivered. If you are happy taking the rewards that comes with a management role, it is important to make sure that you are willing to take responsibility for results.

Quality 5: Resilience

Good managers have a knack of bouncing back from setbacks and disappointments. In other words they are resilient. They believe in themselves and what they can achieve and see setbacks as an obstacle to overcome.

Quality 6: Determination

Getting results requires both inspiration and determination. Determination is a willingness to keep looking for ways to get the result you want, even when the odds appear to be stacked against you.

Quality 7: Common sense

The final quality that good managers have in abundance and is often overlooked is common sense. When faced with a host of challenges, it is all too easy to lose sight of the obvious solutions.

Bottom line - All managers face challenges. What sets apart those that excel from those that flounder are their qualities. So what qualities are you going to develop?

Management - 7 Key Management Qualities

Duncan Brodie of Goals and Achievements (G&A) works with individuals, teams and organisations to develop their management and leadership capability.

With 25 years business experience in a range of sectors, he understands first hand the real challenges of managing and leading in the demanding business world.

You sign up for his free e-course and newsletter at http://www.goalsandachievements.co.uk/

Employee Turnover: Seven Reasons Why People Quit Their Jobs

There are many reasons why good employees quit and go to another company, perhaps even your competitor. Most of the reasons start with management and most are preventable. Good people don't leave good companies, they leave poor managers. Here are seven reasons. Are they prevalent in your organization?
Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work. This turns into a morale killer not only for the person but for the team.

Management doesn't allow the rank and file to make decisions about their work. Therefore, employees see their job as only a job rather than developing enthusiasm and pride of ownership.

Management constantly reorganizes, shuffles people around and changes direction constantly. Therefore, employees don't know what's going on, what the priorities are and what they should be doing.

Management doesn't take the time to clarify their decisions. For example, it rejects work after it was completed, damaging the morale and esteem of those who prepared it.
<li>Management alienates staff by promoting someone who lacks training and /or the necessary experience to supervise. This leads to employees to feel management shows favoritism and so why do a good job?
Management promotes departments to compete against each other while at the same time preaching teamwork and cooperation. Therefore, employees become cynical and only put effort in what they see management wants not what they say.

Management throws a temper tantrum, points fingers and assigns blame when things go wrong. Therefore, employees don't want to be at the other end of the barrage of negativity.

\"it Management\"

Employee Turnover: Seven Reasons Why People Quit Their Jobs

Marcia Zidle, a business and leadership development expert, works with entrepreneurial organizations who want to be a dominant player in competing for customers, clients, funding or community awareness.

In the Wizard of Oz, Dorothy say, “Toto, I have a feeling we’re not in Kansas anymore”. Well business, government and community leaders, Marcia says, “It’s no longer business as usual anymore; its business that has to better than usual.”

Do you want to be better than usual? Then subscribe to Making Waves! a free monthly e-newsletter with quick lessons on better, faster, smarter ways to lead. Sign up now at http://www.LeadersAtAllLevels.com and get a 35 page bonus e-book: Make Bold Change! 101 Ways to Stomp Out Business As Usual. Or contact Marcia directly at 800-971-7619.

Recommend : The Global Marketing Motivational Techniques

Project Management - Risk Management

There are some factors to consider when identifying risk in a project. A risk is known as some future happening that results in a change in the environment. It has associated with it a loss that can be estimated, a probability that the event will occur, which can be estimated, and a choice on the projects manager's part as to what to do, if anything, to mitigate the risk and reduce the loss that will occur.

During the project planning process, the risk assessment which is normally completed during the development of the Business Case is reviewed and updated by the project team. Risk assessment is formalized subjective assessment of the probability of project success. Risk assessment has an obvious impact on the management style, team structure, use of methodology, strategies for system development, and, most importantly, the business decision to approve the project.

\"project Management\"

Simply, the greater the risk of the project, the higher the probability that estimates, schedules, and planning will be incorrect and that the project will move "out of control". The risk of a project can be established by considering the following criteria;

What are the risks?
What is the probability of loss that results from them?
How much are the losses likely to cost?
What might the losses be if the worst happens?
What are the alternatives?
How can the losses be reduced or eliminated?
Will the alternatives produce other risks?

The business decision is to assess how the expected loss compares to the cost of defraying all or some of the loss and then taking the appropriate action.

It is mandatory that, throughout the system development process and especially during project planning, the project manager consider these project risk criteria using a formal questionnaire and develop a risk mitigation list. If the project manager considers the combination of any of these factors is significant and contributes to the degree of risk of the project, he or she is encouraged to consider the following actions;

Take steps to limit the scope of the project to reduce its complexity
Document the areas of complexity in the Project Plan and allow for additional time/resources
Raise a formal Risk Memorandum that details the high-level factors, identifies their possible impact and actions/options available to reduce that impact or reduce the risk factor.

It is imperative that the management of project risk is seen as a proactive process. For example, prior to the commencement of the full development cycle, the project manager should negotiate with the Steering Committee, key stakeholders and sponsor to minimize the high-risk factors.

To increase the likelihood of project success, the project team must put in place a program that identifies risks and steps to mitigate that risk. The management and minimization of project risk is the responsibility of all involved parties in the project.

Project Management - Risk Management

CER1projectmanagement has been involved with Project Management since 1996, and has completed many varied and complex projects for both small and large organisations.

http://www.cer1projectmanagement.com provide informative articles, templates and other resources on everything you'll ever need to know about Project Management.

Friends Link : Motivational Techniques Management Concept Style

How Do I Stop Receiving Spam Emails?

I often have people ask me the simple question, "How can I stop these spam emails?" I don't know if you've ever noticed but in IT the short / simple questions users ask quite innocently are the hardest and longest questions to answer. After about the 100th time I'd heard this question I decided to put together a list of advice which I'm including below.

1. Check if your ISP has a facility to filter out spam before you receive it.

\"it Management\"

2. Check if your anti virus software has an option to enable spam filtering. If it doesn't it may have a low cost upgrade to a version, which includes spam filtering.

3. If you are using Microsoft Outlook Express as your email client upgrade to the Open Source Thunderbird email client from the team who brought you the Firefox web browser. This includes an excellent spam filter and it's free of charge.

4. Have two email accounts. For example you can easily set-up an account on G-mail and another on Yahoo. Use one for personal or business use and use the other when registering on web sites or mailing lists.

5. Never use your main email address when posting to mailing lists or newsgroups.

6. If you need to put your email address on a web page consider displaying it as a graphic rather than text - this will avoid spiders gathering your address automatically.

7. If you want a "contact us" feature on your web site, consider setting up a form that people can fill in rather than using the mailto: option. This will avoid spiders gathering the address automatically. If you set-up a feedback form you should also implement a Captcha - those difficult to read letters and numbers you get asked to key in to prove you're really human.

8. Don't encourage spammers by letting them know you've read their junk! Make sure your email client doesn't display embedded graphics inside emails by default. Modern email marketing systems give the graphics in each email they send a different name. When your email program downloads the graphics from their web server they log that you've opened their email and they know they've got a good email address.

9. Think twice before you switch on an out of office reply. This is another sure way of encouraging spam. When you're on leave why not route your email to another account for someone to monitor for you. Also consider that out of office replies often contain alternative contact details such as your mobile / cell phone number. These can then be used by spammers to start spamming you via SMS as well.

10. Never respond or reply to junk emails. I know it's tempting to send an email back asking them to stop sending you this rubbish but you can be sure this will only encourage the spammers to send you more!

11. If you have your own domain name (for example yourcompany.com) check how your ISP has set-up your account. Until recently most ISP's set-up domain names with catch-all email addresses. This means that the spammer can use what is known as a dictionary attack to flood your ISP and your email account with spam. They do this by reading each word from a dictionary in turn and try to send mail to it for example Apple at yourcompany.com, Ant at Yourcompany.com, Atom at Yourcompany.com. If you don't want a catch all email set-up just let your ISP know, most will be only to pleased to disable this for you.

12. Try and avoid setting up generic emails addresses on your domain such as info@yourcompany.com and sales@yourcompany.com. These generic addresses are now so common that spammers will always try these first.

13. If you have followed these suggestions and are still suffering from a lot of spam, check your spam filter to see what settings it has. You need to find a balance between receiving too much spam and rejecting good emails. Spam filters work by scoring emails, the more suspicious they are the higher the spam score. As spammers get cleverer they are finding ways to lower their score. This means you may need to progressively tweak down the threshold.

14. Train your spam filter. There are usually two key ways to do this. First add the people you want to receive emails from to your address book. This is sometimes known as white listing email addresses and your spam filter should leave emails from these addresses alone. Then on an ongoing basis if your spam filter lets a spam email through highlight the message and use it's report spam option. If you do this enough it will gradually learn the characteristics of the spam you receive and the good email you receive and make a better job of separating them

I don't think you'll ever stop spam completely because there is really no sure way of defining what is and isn't spam but with a little set-up work you can drastically reduce the amount of spam you receive.

How Do I Stop Receiving Spam Emails?

Linda runs a number of websites and advises companies on IT and their web strategy. Linda's IT Management 101 Blog contains an ever growing list of useful IT and Web Strategy tips and trick.

Recommend : Management Concept Style The Global Marketing

9 Tips For Management Success - Skills Necessary to Be an Effective Boss

Would you like to improve on your management skills? Whether you are a business owner, an executive, mid level manager, or beginning supervisor you can develop your skills which will increase the productivity of many of the people who report to you. Though simple in concept, these skills may require practice and dedication to master, unless you are a "natural" manager. (Even "natural" managers can improve their skills, and if you are a "natural," you already know that you can be even more effective.)

Working with people requires interpersonal skills that can come more easily to some people than others. Especially if you have been promoted because you have great technical skills and experience, you will want to avoid becoming a victim to the "Peter Principle." The definition of the Peter Principle is as follows...

\"Management Concept\"

The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent.

[After Laurence Johnston Peter (1919-1990).]

The level of incompetence suggests that people will rise to a level of management that they are untrained to do with success. Managing other employees with skill and competence is often the level that proves most difficult.

To become a successful manager requires certain awareness and then specific skills at communicating, motivating, time management, effective delegation, training, hiring winners, personnel evaluation (or appraisal), self-awareness, and healthy self-confidence. You can neglect any of these qualities/skills and still get by as an average or poor manager or you can confront the personal challenges and develop into a good boss and successful manager. Good, to great, interpersonal skills will help a lot but not everyone has these skills when are getting started in managing.

To become skillful, you first have to realize that may not be perfect and that you would be willing to make positive changes to some deeply held beliefs or habit patterns. Sometimes we have to "unlearn" habits or techniques that we have used, or seen used by our parents, teachers, ex-bosses, or mentors. As an example, have you ever seen a frustrated parent or manager yelling emotionally in an upsetting moment. There may even have been violence or intimidation expressed and you realize that in the modern world of work, this is not acceptable as a motivating or guiding management concept. These explosions of emotion may work once or twice, in the "short term," but will not work effectively for long term success. "Explosions" tend to damage relationships and may require too much time and energy to repair, which can be very difficult to do if your employment has been terminated.

There can be frustrations in interpersonal interactions, however, but appropriate managing in these difficult situations is what sets the great managers apart from less prepared, less successful managers.

1. Your personal motivation to be open to change and the desire to become a great manager is essential.

2. Self-awareness regarding your strengths, and more importantly, your challenges (your flaws/weaknesses) is very important. It is best to know, and understand, your own style of communication, your own motivations, and the difference in the styles and motivations of the members of your team so that you can communicate with, and then motivate, all team members most effectively.

3. Your abilities to communicate can be developed and enhanced to allow you to manage more effectively. Especially important is the ability to listen and the patience to really understand what you are hearing from your communication partner. (Do not rush to respond. Show respect and draw your partner out until you can clearly re-state what they are attempting to communicate.)

4. Negotiate a fair resolution, where possible. Rally your communication partners allegiance to your mutually agreed upon solution. Set a reasonable and verifiable timeline for accomplishment of the goal or project. "Clearly prioritize" the efforts of the project, the team, and each individual's role in the project.

5. Offer support (and mentoring) along the way, without micro-managing along the way. Positive feedback and, most importantly, plenty of positive recognition (and celebration) for positive movement and ultimately for success will be worth your time and effort.

6. Show respect and try to see your partner's point of view without overtly judging. Good delegation tolerates solutions that may follow a different path than you might have chosen. Though taking responsibility for their decisions and actions can be a very important step by your employee and should be discussed in the planning (job description) phase of the delegation process. (It is best, where possible, to allow for creativity by your team members.) Find ways to get your people to "fall in love" with your project, and hopefully, your company by allowing creative input into the project development process.

7. Clarity is important and should include the "big picture" of what is desired for long term success of your organization and how all of your individual team members will fill the necessary roles to accomplish the objectives of the project at hand. (Everyone needs to know their roles and their value to the project.)

8. Honor and acknowledge as many individuals, and of course the team, as often and as much as possible. This is especially true when deadlines are tight, team work is good, and creative solutions are developed. Rewards and acknowledgment do not always have to be in financial rewards (though team members who are high "Utilitarians" will require appropriate remunerations or other forms of compensation for their successful work.) Not everyone is motivated, solely, by money. This is where knowing your people will work as a successful retention strategy. Be creative in providing recognition and rewards.

9. You need to really care! Care about your team. Care about the project. Care about the company/organization, if at all possible. Your team will know if you do not "really care" and they will treat the project in the same way they see (or feel) their manager's level of commitment.

If you find that you require clarification on any of these tips or could benefit from coaching to enhance your skills then find the best coach, trainer, or mentor to get you to the level you require. Do not think that you have to "re-invent the wheel" or figure it all out on your own, get feedback and assistance. Recognizing where you require assistance is the most important step you can make toward your eventual success. People who do not know how to ask for help are often the ones who do not reach their full potential. If your organization does not support you in your quest for improvement then consider doing this for yourself and possibly exploring other more supportive and empowering organizations.

Many managers have great technical: training, experience or skills, but have not been coached or mentored as managers. If you are looking for coaching or management development, please consider the Professional Management Coaching Program for manager skills training.

9 Tips For Management Success - Skills Necessary to Be an Effective Boss

L. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Success & Executive Coaching and Training.

Please visit the Stress Education Center's website at Stress, Stress Management, Coaching, and Training for articles, free ezine signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (360) 593-3833.

If you are looking to promote your training or coaching career, please investigate the Professional Stress Management Training and Certification Program for a secondary source of income or as career path.

Organizational Management - Management Structure

In this installment of our guide to organizational management we look at management structure...

The process of planning, organizing, and controlling human and other resources in order to meet an organizations goals, is known as management.

Management

Organizational Management - Management Structure

Want to know more? Click here to continue reading our guide to organizational management: Organizational Management

Where to Get Free Anger Management Worksheets

Anger Management Worksheets are printouts that contain exercises to help with rage management. They are an integral part of a course or counseling program.

Also the equivalent of these worksheets can often be found in books on Rage, such as Beating Anger: The Eight-point Plan for Coping with Rage Beating Anger: The Eight-point Plan for Coping with Rage by Mike Fisher. This is a book I have purchased and highly recommend for a simple to-the-point introduction and solution to rage. There are summary exercises at the end of each section that you can photocopy and enlarge to use as a worksheet.

\"anger Management\"

Here are some online worksheets you may find useful:

* CounselingWorksheets.com provide free and paid for worksheets. We have an example of their rage management worksheet for you to look at and print for free. Click here to see the worksheet.

* Defoore.com provides a downloadable audio workshop on rage management. He has a very gentle and calming voice and talks frankly and compassionately about rage issues and how to resolve your rage.

Design Your Own Rage Worksheets

You may not be able to find worksheets here or on the internet to meet you requirements. It is however simple to create you own rage worksheets. You just need basic software such as Microsoft Word or Excel, (or the free alternatives: OpenOffice Writer or Calc).

How long could you last without another breath? Not very long at all! Sorry to be morbid, but I wanted to illustrate a point: Why do we take this essential function for granted and never give it a second thought?

A tip for anger management

Learning to breath deeply can be welcome relief for a lot of rage, stress and fear issues. It's not that you have to breathe deeply all of the time. Short deep breathing sessions once or twice a day can be a big help.

For a massive distress experience, sit or lie down somewhere comfortable. Breath in slowly, and allow the air to fill your lungs from the top at the chest all the way to the bottom around the navel area. Don't be afraid to allow those lungs to fill, and it's a good sign if your stomach comes out!

Where to Get Free Anger Management Worksheets

Please do visit my site (see below) for more details on how to create your own Anger Worksheets and for general information on anger management. For more information see: http://www.anger-management-action.com and http://www.anger-management-action.com/anger-management-worksheets.html.

Thanks To : Advertising Techniques The Global Marketing

Project Management - 5 Steps to Writing a Project Scope Statement Which Ensures Project Success

Writing a succinct and accurate Project Scope Statement is one of the hardest tasks in initiating a Project. It may not seem so at the time. In fact at first glance it appears to be simplicity itself. However beware. Get this section wrong in the Project Initiation Document and you will be well on the way to the dreaded Project Failure.

So why is this section so problematic? After all it just consists of three sections in which the Project Manager defines the scope of the Project. These are; Proposed Solution, In Scope and Out of Scope.

\"project Management\"

Now many Project Managers think that the vaguer this section is the better. After all at the initiation stage it is usually still unclear what the project is able to deliver, because Business Requirements haven't been documented yet. But the problem is that by doing this you are simply storing up numerous problems for the future.

For example, well meaning Business Stakeholders have a knack for changing their minds once the project initiates. By that I mean they keep demanding you deliver more functionality, but of course for the same budget and to the same timeframe. Unfortunately since the scope of the Project within the Project Initiation Document is vague, it's virtually impossible for the Project Manager to insist that deliverables for the project have changed. It then becomes an uphill battle to fight against the constant scope creep.

To stop you getting into that position there are 5 steps you should follow. These are:

1. Insist on proper Business Stakeholder input from Day 1. Yes they will kick and scream but if the project doesn't deliver, it's your reputation on the line.

2. Ask the Business Stakeholders to tell you what they think the Project is delivering. Do this individually as it will make it clear where the differences of opinion are.

3. Once you have the high level information, move down into the detail of the deliverables. At this stage get the input of the Business Analysts and Development Teams so you can quickly clarify what is achievable in the timeframe.

4. Remember that what is Out of Scope for the project is possibly even more important than what is In Scope. So don't overlook it.

5. When you have completed writing the Project Scope Statement, remember to pass it by the Business Stakeholders first, for their comments and feedback. Once you have their buy in, your project stands a good chance of delivering.

Of course there is much, much more, but at a high level, following these steps will give you a chance of not falling at the first obstacle in the project lifecycle.

Project Management - 5 Steps to Writing a Project Scope Statement Which Ensures Project Success

Susan de Sousa provides additional tips on how to complete the vital Project Scope Statement and deliver this by writing a Project Scope Statement in a Project Initiation Document.

Friends Link : Advertising Techniques Management Concept Style The Global Marketing

Why Do You Need Computer Training?

Since the internet has become such a large part of our lives, it is becoming more important to know everything about computers and the web. Unfortunately, if you are computer illiterate, the future does not look good for you. Computer training has become a necessity in the workplace, especially in internet related fields. Luckily, there are tips on how to further your career with the right software training.

The first thing you need to do is look at your career and what it requires. Many companies want their employees to know everything about computers - from Microsoft Word to specific software related to their industry. It can be a daunting task, especially if you know nothing about the field. However, if you do know about these programs, you could get ahead in your career, and perhaps even land a better job. After all, in such a technological age, employees are required to have at least some computer experience.

\"it Management\"

If you are not a web developer or working for a computer/internet based company, chances are you do not need to know everything. Many secretarial jobs even require computer training, though not extensive. On the other hand, if you are looking to get a job in the computer field, you will need more than software training courses. For instance, IT training has recently become a popular career choice, as the demand for it is huge. Computer training software can be found everywhere, but most people would recommend that you enroll in a computer training program. These courses can be done at your convenience, especially if you are working at the same tame. The majority of computer training programs allow you to enroll online, and work from the comfort of your own home. With such a huge database of courses, anyone who works hard can succeed. These courses include IT management training and IT project management training. It is great for any employee who wants to manage their company and train others correctly in IT project management. Therefore, it is extremely easy to get your certificate, even if you need to take the classes online.

In a world filled with computer users, it is essential to have the proper training. After all, if so many other people have an abundance of computer skills, how are you supposed to get ahead in your field? It is crucial that you stay up to date with the newest computer programs. Therefore, software training and IT training is imperative when trying to reach the top of the corporate ladder. Nevertheless, even if you are not required to know certain IT software, it will always be beneficial to your career in the long run. The more you know, the more impressed a company will be with your extensive training. It will also allow you to switch careers if needed, especially if your computer training goes beyond Word and Excel. From IT project management training to software training - you are sure to go far in the corporate world, as long as you have the knowledge.

Why Do You Need Computer Training?

Natalie Aranda writes on learning and computer training. Many secretarial jobs even require computer training, though not extensive. For instance, IT training has recently become a popular career choice, as the demand for it is huge. Computer training software can be found everywhere, but most people would recommend that you enroll in a computer training program. The majority of computer training programs allow you to enroll online, and work from the comfort of your own home. With such a huge database of courses, anyone who works hard can succeed. These courses include IT management training and IT project management training. It is great for any employee who wants to manage their company and train others correctly in project management training.

Friends Link : Motivational Techniques Management Concept Style The Global Marketing