Organization Tips For Your Business

Written by Lorraine Pirihi


The dreaded phone. Depending on what business you're in you may experiencerepparttar following:

The phone constantly ringing and therefore stops you from doing your work. You're ecstatic because it contantly rings with orders and enquiries for your goods and services. Suicidal tendencies because it doesn't ring and nobody loves you. Withrepparttar 105008 wonders of today's technology sometimes it is very difficult to contact another human being. "Voice mail" has taken over. It has replacedrepparttar 105009 human connection. It is very frustrating to contact someone in an organisation and constantly get their voicemail. It's worse when you actually leave a message or three and that person never returns your calls.

A number of thoughts go through your mind when this situation occurs including:

That person is not interested in you That person is disorganised. They're too busy and don't need or want your business. They are avoiding you. They're unreliable I've been in situations where I've contacted people to refer work to them but unfortunately (for them) they haven't returned my calls. It not only gives a negative impression of them but also their organisation.

Organization and the Opposite Sex

Written by Lorraine Pirihi


In many ofrepparttar companies I have worked in, there is a very high proportion of male managers to females. This causes a major challenge inrepparttar 105007 work environment, (although many of them are unaware it is an important issue).

The women know that with a more balanced hierarchy, and viewing things from a totally different perspective this would increase morale, save time and money.

Women are naturally good at developing relationships, nurturing, caring and sharing whereas men tend not to be as sensitive and prefer to "get on with it".

I've noticed many managers are out of touch withrepparttar 105008 fundamental issues in their departments, especiallyrepparttar 105009 'people issues'.

Often managers are promoted to their positions, not because they know how to manage people but because they are good at doing their job. A salesperson may be great at sellingrepparttar 105010 products of his organisation and then gets promoted to Sales Manager. He knowsrepparttar 105011 product and makes plenty of sales and suddenly he is faced with managing a team of salespeople...a totally different experience.

And for some unknown reason it is automatically assumed he hasrepparttar 105012 skills to handle this new position.

Communicating With The Opposite Sex

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