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Post by Soutpeel on Jan 5, 2017 0:48:03 GMT 7
I do not come from the business,entrepreneurial world, but have mostly been at the top, in a management position.Lead by example and expect the highest standards. When I saw failings, I helped by giving advice.Failed to take my advice, then sorry, but you had your chance and you have failed. I can be very hard too. Same other way around. I work for you, do more than any could expect, but you,failed me, I leave. Works both ways. Fact is by your statement," failing to take my advice, then sorry you have had your chance" is micro management, if some one fails in this manner is 1. Poor worker selection in the first instance, which is your fault as a manager 2. Micro management on your part which is a trait which doesnt endear a manager to anyone I am no MBA dildo, but i can manage people as i do know what makes them tick and have the ability to get people to do what i want them to do and they think its their idea most of the time Trick is pick the right people, set the expectations very clearly and give people a degree of latitude to make their own decisions, and as a manger support those decisions, right or wrong, give them ownership and 9 times out of 10, you will get more than expected out of people
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Post by Deleted on Jan 5, 2017 7:54:27 GMT 7
^ I just say - "It's my way or the highway".
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buhi
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Post by buhi on Jan 5, 2017 8:33:44 GMT 7
I do not come from the business,entrepreneurial world, but have mostly been at the top, in a management position.Lead by example and expect the highest standards. When I saw failings, I helped by giving advice.Failed to take my advice, then sorry, but you had your chance and you have failed. I can be very hard too. Same other way around. I work for you, do more than any could expect, but you,failed me, I leave. Works both ways. Fact is by your statement," failing to take my advice, then sorry you have had your chance" is micro management, if some one fails in this manner is 1. Poor worker selection in the first instance, which is your fault as a manager 2. Micro management on your part which is a trait which doesnt endear a manager to anyone I am no MBA dildo, but i can manage people as i do know what makes them tick and have the ability to get people to do what i want them to do and they think its their idea most of the time Trick is pick the right people, set the expectations very clearly and give people a degree of latitude to make their own decisions, and as a manger support those decisions, right or wrong, give them ownership and 9 times out of 10, you will get more than expected out of people In my profession I had no say in the selection of teachers. Neither could I fire them. Different world. I could make life difficult for those who refused to meet the standards expected. A fault in the system in England is that it is virtually impossible to fire a teacher. This is not so in the private education sector, where contracts of fixed terms are offered. Patana, two years and most get renewed. Some do not and that is an incentive to not rest on your laurels. Where I did have power to make or break was in student training. I always had a student for one term on teaching practice. Easing them into the role of class teacher, eventually handing over 100%, in their knowledge that I would visit at "random" and observe or observe whilst not being seen.( If seen the class would instantly respond to my presence.) I only ever outright failed a student. One I spent more time helping than any other. I knew he would never make a good teacher. Did not want to conform. I was the example of how (not) to conform. He could not get it.
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Post by Soutpeel on Jan 5, 2017 9:00:34 GMT 7
Fact is by your statement," failing to take my advice, then sorry you have had your chance" is micro management, if some one fails in this manner is 1. Poor worker selection in the first instance, which is your fault as a manager 2. Micro management on your part which is a trait which doesnt endear a manager to anyone I am no MBA dildo, but i can manage people as i do know what makes them tick and have the ability to get people to do what i want them to do and they think its their idea most of the time Trick is pick the right people, set the expectations very clearly and give people a degree of latitude to make their own decisions, and as a manger support those decisions, right or wrong, give them ownership and 9 times out of 10, you will get more than expected out of people In my profession I had no say in the selection of teachers. Neither could I fire them. Different world. I could make life difficult for those who refused to meet the standards expected. A fault in the system in England is that it is virtually impossible to fire a teacher. This is not so in the private education sector, where contracts of fixed terms are offered. Patana, two years and most get renewed. Some do not and that is an incentive to not rest on your laurels. Where I did have power to make or break was in student training. I always had a student for one term on teaching practice. Easing them into the role of class teacher, eventually handing over 100%, in their knowledge that I would visit at "random" and observe or observe whilst not being seen.( If seen the class would instantly respond to my presence.) I only ever outright failed a student. One I spent more time helping than any other. I knew he would never make a good teacher. Did not want to conform. I was the example of how (not) to conform. He could not get it. Ah now see there is one of the flaws in the HR system you were working under, had no say in the selection of teachers you managed, if one is expected to manage people, you should at least have a say in who does or doesnt get hired, typically the manager / supervisory have more of a clue about whats involved in a job, than HR do. We have MBA managers who are typically morons, but the HR departments certaininly in MNCs take stupidity to a whole new level and they live on planet La La In the enviroment i work in( totalling about 350 people) all key positions and CVs have been reviewed and approved by the offshore management, who will overide any decision made by HR, there is no need to review all 350 CVs simply because get the key position review correct and those people will select the people who work for them Although its a worldwide business, the man power pool is quite small, and get a bad reputation in one place and it will literally follow you round the world for years
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buhi
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Post by buhi on Jan 5, 2017 9:50:49 GMT 7
^^^ Correct Souti. My downfall came about by changing counties, education authorities. In Norfolk I was known as a maverick, but highly respected. I walked into a trap. Cumbria wanted a troubleshooter in the school I was appointed to. Shake the place up. The head had a bad relationship with her staff. What I was not aware of when I accepted the job, was that a senior member of the staff had all but been promised the position .All hell broke out, off comer to take over staff management.Day one it was clear, I was already in coventry.A rebellion had been brewing in the months before I actually took up the position. Worse, I did not have the backing I had had in Norfolk from on high, the education authority or the contacts, and most of all the reputation.I applied back to Norfolk, but by then the system had changed, my power clique were no longer in power. In Cumbria I was then regarded as a double traitor.
The rest is history.
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Post by Deleted on Jan 5, 2017 12:14:34 GMT 7
Teaching in the UK is one of the last bastions of the job for life culture. So few get sacked for incompetence that it brings the whole system into disrepute.
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