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Materials by LOYP AGENCY managers relating to practical management issues in the process of added value creation made by the company’s product or service.

Which competencies must a manager have for us to say that he is a true professional? Many will be quick to say: “The most obvious sign of a manager’s competence is that he or she achieves good outcomes.” Such a simple answer seems to be in many ways too populist and often irresponsible. We can accept such an answer only from someone who really knows what he or she is talking about, understands the issue in detail and is personally able to achieve such an outcome, all other parameters being equal. We will not accept it as an answer from others. Outcomes are time-bound; they are manifested in the present moment, and do not tell the story of how to get there. Moreover, outcomes are achieved not by individuals but by teams and budgets. The outcome can be affected by the external environment, no matter how much…
First let's give definitions of concepts as they will be discussed in this article. Corporate culture — is the assembly of behaviour models (criteria, styles) of employees they acquire while adapting the organization to its external environment, which have proved their effectiveness and are shared by the majority of the organization’s members. Typically, the corporate culture existing in an organization is a set of assumptions, accepted by all team members without proof and defining the general framework for their behaviour. Bureaucracy - (from French bureau — office and Greek κράτος — domination) - is the primacy of clerical (approval-based, formal) procedures. As a result of bureaucracy, employees spend time going up the chain (managers, responsible persons from adjacent functional units) in order to get an approval (including electronic) and waiting their turn for a decision. These times can be beneficial and satisfying, but they can also be…
It is vital to have a system to collect and analyze statistics on working time in companies where a considerable share of the costs makes expenses for the staff. We’ll call it a Time-sheet System (TS). Accounting of costs of staff working time in companies providing legal, financial or information consulting services is carried out due to the fact that customers are billed by the hour of specialists. But the usefulness of TS is not reduced even if external need of working time billing is absent and conditions of contracts with customers are not related to the implementation of staff time directly. The complexity of entering data into TS for the employee should not exceed 5-10 minutes per day. In companies where TS is already deeply integrated into culture of management and into the corporate information system for several years the time of data entering may be…
“I do not know how much to pay people to make them work: pay less and they start working poorly, pay more and it’s even worse!” The craft of a manager is largely determined by how stable he can maintain high team performance at relatively low compensation costs over time. Mechanics theory includes the concept of equilibrium. It can be stable and unstable. Stable equilibrium is explained to students with an example: the ball rolls into the cup by the wall and stops after several dampening bounces. Unstable equilibrium is demonstrated as follows: if you really try, the ball can be put on top of inverted cup (let’s consider the cup does not have a flat bottom), but the slightest nudge on it will make the ball roll down – i.e. it will lose equilibrium. Human nature in its bulk makes the person (employee) strive for stable…
I asked a developer who was thinking about introducing a new product to the countryside real estate market: “By means of what will you compete with them?” He answered: “I’m customer-oriented, and they are not!” In the modern “business-lexis”, the concept of a customer-oriented approach, as well as of many other categories, is vague and rather subjective. What do we imply by it? I think you will agree that when someone says “they are customer-oriented”, he means “they were good to me”, “they showed me unknown qualitative characteristics of the product”, “they gave me fair warning”, “they saved my time”, “their actions did not lead to new risks”. Everyone wishes this for himself. And, as a consequence, they very well understand the impression they wish counterparts to have for their business. The reality is that this desire alone and an internal sensation do not constitute a customer-oriented…