Dictators and Their Effect on the Workforce

Written by Michele Webb

Continued from page 1

4.Dictators cannot afford, or tolerate, even one failure. If you are an autocrat, beware! Just one bad or unpopular decision andrepparttar “troops” will pounce all overrepparttar 143631 dictator’s leadership and attempt to tear it down.

5.The overall quality of services and products will decrease because ofrepparttar 143632 demoralized workforce. The internal strife and stress that is produced byrepparttar 143633 dictator will eventually causerepparttar 143634 bottom line ofrepparttar 143635 organization, or its mission and goals, to suffer.

If you find this story believable, or are honest enough with yourself to admit that you may be an autocratic leader in need of a makeover, then do not waste any time – start changing your style today! Just how does one get transformed from a dictator to a humble leader? First, it begins with you. In order to reinvent or breathe life into your organization, you must first reinvent and transform yourself.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long asrepparttar 143636 author's information and web link are included atrepparttar 143637 bottom ofrepparttar 143638 article andrepparttar 143639 article is not changed, modified or altered in any way. The web link should be active whenrepparttar 143640 article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, andrepparttar 143641 link to where it is posted. Copyright 2005, Michele Webb. All Rights Reserved.

The author manages a number of website businesses and is a member of a number of organizations for women Netpreneurs and business owners and lives in Las Vegas, Nevada USA with her two dogs. You can contact Michele at mailto:news@ebooksnstuff.com or visit her website at: http://www.ebooksnstuff.com

Two critical success factors in an ITIL Implementation

Written by Arno Esterhuizen

Continued from page 1

Which brings us torepparttar second, but probablyrepparttar 143505 most important critical success factor, namely management commitment? If you are responsible for an ITIL implementation, make sure you have commitment fromrepparttar 143506 top; otherwise ITIL might just become another failed IT project throwing time and money downrepparttar 143507 drain. And management commitment does not mean, "the manager says his committed". The manager must walk and talk ITIL and continuously show his commitment. In practical terms this means empowering staff through professional training, tools etc., appointingrepparttar 143508 right people inrepparttar 143509 right roles and managing by means of ITIL, e.g. demandingrepparttar 143510 right reports and taking action... Kotter's 8 steps to organizational change is actually a good guideline for top management to follow.

Management commitment is probablyrepparttar 143511 most important success factor for ITIL, but in my experience, probably alsorepparttar 143512 most difficult to find. That is why a lot of ITIL implementations just become a black hole sucking up money. I think there are a lot of IT managers that is under this misconception, that ITIL is a silver bullet to fix all their problems. Just install ITIL (almost like installing a new technology) and everything will be OK. What they do not understand is that ITIL is a major organizational change, including a culture change. We used to focus only on technology, but now we have to focus onrepparttar 143513 customer.

Another reason for low management commitment is also that ITIL is usually an internal IT department endeavor and not a direct requirement fromrepparttar 143514 business. ITIL is a methodology for improving IT and not as suchrepparttar 143515 business. To overcome this, an ITIL project should become a business requirement and commitment is needed from allrepparttar 143516 way torepparttar 143517 top, fromrepparttar 143518 CEO.


    <Back to Page 1
ImproveHomeLife.com © 2005
Terms of Use