The Myth of the Management Team

Written by Graeme Nichol

Every business has problems. That is whyrepparttar average life span of a large industrial company is 40 years. Some are learning disabilities where companies are not prepared to learn from their mistakes. They insist on doingrepparttar 148590 same thing every time. Even when problems occur no one examinesrepparttar 148591 cause ofrepparttar 148592 problem. The problem is an embarrassment that should be swept underrepparttar 148593 rug and forgotten rather than be used as an opportunity to learn. Handling these dilemmas and disabilities isrepparttar 148594 Management Team. Below is a quote from Peter Senge’s book “The Fifth Discipline –repparttar 148595 Art & Practice ofrepparttar 148596 Learning Organization.” Does this sound like your company? If it does start worrying!

The Myth ofrepparttar 148597 Management Team Standing forward to do battle with these dilemmas and disabilities is “the management team,”repparttar 148598 collection of savvy, experienced managers who representrepparttar 148599 organization’s different functions and areas of expertise. Together, they are supposed to sort outrepparttar 148600 complex cross-functional issues that are critical torepparttar 148601 organization. What confidence do we have, really, that typical management teams can surmount these learning disabilities? All too often, teams in business tend to spend their time fighting for turf, avoiding anything that will make them look bad personally, and pretending that everyone is behindrepparttar 148602 team’s collective strategy – maintainingrepparttar 148603 appearance of a cohesive team. To keep uprepparttar 148604 image, they seek to squelch disagreement; people with serious reservations avoid stating them publicly, and joint decisions are watered-down compromises reflecting what everyone can live with, or else reflecting one person’s view foisted onrepparttar 148605 group. If there is disagreement, it’s usually expressed in a manner that lays blame, polarizes opinion, and fails to revealrepparttar 148606 underlying differences in assumptions and experience in a way thatrepparttar 148607 team as a whole could learn. “Most management teams break down under pressure,” writes Harvard’s Chris Argyris – a long time student of learning in management teams. “The team may function quite well with routine issues. But when they confront complex issues that may be embarrassing or threatening,repparttar 148608 ‘teamness’ seems to go to pot.” Argyris argues that most managers find collective inquiry inherently threatening. School trains us never to admit that we do not knowrepparttar 148609 answer, and most corporations reinforce that lesson by rewardingrepparttar 148610 people who excel in advocating their views, not inquiring into complex issues. (When wasrepparttar 148611 last time someone was rewarded in your organization for raising difficult questions aboutrepparttar 148612 company’s current policies rather than solving urgent problems?) Even if we feel uncertain or ignorant, we learn to protect ourselves fromrepparttar 148613 pain of appearing uncertain or ignorant. That very process blocks out any new understandings which might threaten us. The consequence is what Argyris calls “skilled incompetence” – teams full of people who are incredibly proficient at keeping themselves from learning.

Managing Your Home Based Online Business – 4

Written by Roy Thomsitt

Working at home in a business on your own, and having responsibility for managing yourself and allrepparttar specialist functions ofrepparttar 148572 business, has been my theme forrepparttar 148573 last 3 articles in this series.

One ofrepparttar 148574 most important departments in any company isrepparttar 148575 marketing department. That particular “specialist” function is one that is critical to any business, small or large, online or offline. Now you are working alone in your own internet business, you arerepparttar 148576 one who has to know:

· what internet marketing options are open to you;

· how to select which ways to promote your business and website;

· how you will budget for your advertising and other internet promotions;

· how you will monitorrepparttar 148577 success of your different internet and advertising promotions once they get started.

· how to managerepparttar 148578 marketing of your business so that it is synchronized withrepparttar 148579 other key aspects ofrepparttar 148580 business, especially finance.

Internet marketing is a massive and ever changing subject, so I will make absolutely no attempt to cover it in detail here. There is a considerable amount of material available for free onrepparttar 148581 internet. All I can say is: absorb as much as you can and then try to take a down to earth view of it. That is what I have done inrepparttar 148582 past, and have not got my fingers burnt withrepparttar 148583 internet marketing ebooks I have paid for.

You are very likely to find that marketing is a major expense in your online business, whether it be on information, advertising, or time saving products and services. If you spend a lot of time online researching internet marketing, you will be exposed to a cascade of options. Some of those options will be a magnet for your wallet, others will just be a waste of your valuable time; some will be both. This is why you will benefit from viewing things as a manager would, especially when wearingrepparttar 148584 finance hat.

If you do not manage your new online business, it will mismanage you and your bank account. You cannot risk going withrepparttar 148585 flow, when you are totally unaware of whererepparttar 148586 flow is heading, and that is especially true of marketing. However, all marketing has an element of risk, as has starting your own business. Findingrepparttar 148587 right balance is not easy.

How Do You Manage Your Marketing?

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