Professional managers 58consecutive quarters of earnings man

Commercial - Business & Economics | Daniela Dun | 5 views

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The professional manager – 58 quarter the man of continual increased profits

Author: harorudo Sydney jienin (work)
Appearance: Book: 339 p
Size (cm): 19
Publisher: The president corporation
ISBN: n/a
Effective date: 2004/05/20

The management memoirs harorudo Sydney jienin it is known as demon of management.When “reading the book, from beginning you read to end.Management of business is opposite to that.Beginning from end, to there it does as much as possible thing in order to arrive,”, and so on, the maxim of management has been plugged.It receives impact to this book, Masauzi Chairman and CEO Yanai the corporation huasutoriteiringu Chief Executive Officer who is made the textbook of management explains.

– About this week selected work

Around 1985 this book is written, with the notion that where, all together in the Japanese factory was crashed in inspection the American managers learn from Japan.While America continues decline, because Japan continued development, is.

In this book which is written on such age, the author “as for not directing the eye to the cultural difference of Japan and America, simply blindly learning from Japan by mistake it is”, that has sounded the alarm bell.nanise, ceos as the japanese-style management until the morning meeting of japan and gymnastics, i was trying to incorporate in all seriousness.

management of such a behavior of the united states, now there is a sense of kakusei. what can and be done with it but only. can say that his appearance itself and management’s come in flocks to china like japan.

people, tend to simplify things apt. if you have evolved to china have been stagnant industry of japan, that china will learn to come. really important thing is not simplification but, is to determine the nature.

you know, so that was a lot of bad company in japan during the bubble period, bad company is a china should also develop. opposite, even under the harsh environment of japan, companies that profit is profit firm.

of course, companies are better to learn regardless of the country it is important, is also true there are many excellent companies in china. when the boom also extends from just any company, identify a really good company that will be difficult.

the author of this book, as we warned against an american company, rather we, that extends the performance even in this recession, welcome to the japanese company the same cultural background deal, now, may be we should learn a lot.

3the dreadfulness of management theory of the line

in the sense that captures the essence, advocated by this book3management theory of the line, is extremely simple, comes with the nature of the management. chairman of the yanai, it just said to occupy the best textbook this manual are.

management and certainly, ideal situation is to draw a first. squeezing the wisdom to realize it then, human, mono, i draw on all of the money.

so, speaking of what the quality of management, this above all else draw a figure that should be be said that. what we want to talk about how our company is, no matter how large companies also, the owner should be first.

and, is also essential to convey the human qualities it. the image of their own, and some of his entourage as well as, speak clearly to draw from what everyone, people are coming with.

of course, because of these qualities is possible foster, do not give up everyone. it is necessary to nurture, for just any small company, to do is try to put yourself in a situation where the owner.

anyway, i have a large circle of acquaintances i shigotogara management’s, some of them is rich in creativity, there are many people who were full of powerful human. will have been trained from day and night in the field of tough business.

opposite (but only from personal experience) the consultant is brethren, some people can not respect too. to consultantsIQis highEQor rather low, many people i have no punch human.

although some great people in the consultant course, such people, the owner or person who was once, such as a person in the management consulting firm, is rather a person with management experience.

also, only to study the management and, of doing so at their own risk is, what is the difference as much as heaven and earth. to improve the human force, and then i’m going to be a party to the task of management is vital. job of management to think so, can be considered the ultimate human dojo.

was raised at the beginning3management theory of the line also, only3line is, in the field of management, only because there is a powerful management’s word has been passed through the shambles, beyond the country still, i think i will continue to impact the management of many.

summary of this book want to read? > following page to please
(1)

everyone on the team and its chief executive and management company, should be evaluated by only one criteria that performance.

for example,, compared with other similar companies, the owner or with the company was doing? good nitsuke, nitsuke bad, in the economic environment that sometimes, achievements or any?

and business performance, quarter or a certain1which should not be agetsurawa income statement for the year. it was built to the company over the long term.

repeat what you did last year this year this company is a company can continue to grow at a certain pace each year and, must have the stamina to credit everyone.

in the world of business never ceases to change, long lasting, we need such kind of growth and a track record.

(2)

management theory3enough to allow line. ie when you read a book, read from beginning to end. management of the business and it’s reverse. starting from the end, to be of as much as possible in order to get there thing that.

that define the purposes for which it was realistic and firm, that is, the great thing is that you start from the end, itself, it shows in the place start to be done in order to reach its goal.

for example,, Zif you want to reach theYmust not end up in, Yin order to get to theXand so on must be achieved. goals of each, indicate that you should not not have to end up in goal for that, he has also become a bottom line.

to desire”end”until you reach, the bottom line of one, advance in order to show us that the bottom line needs to be done in order to end up in the next. repeat the process with such, things is going to progress.

it’s like peeling an onion to come out core. 1underneath it and hit the skin peel pieces of, peel it also. while doing so, we learn a lot.

(3)

one of the things that i learned in the early days, questions and requests from europe, decision i make in new york, the fact that often it can become something different if you are in europe i suppose.

for example,, in response to a request from europe, i can also say just read the document in new york is no, look at the face of a request in europe, i’m listening to the voice, might say yes if you can understand the belief.

there, i early, if you are going to coach the management team at headquarters and i understand the situation of european operations if, i thought that our dependable and european managers are on the scene. and, the problem is in the field, to face and face-to-face process has become the company’s basic policy.

(4)

also, each unit the following year and i5been taken the time to plan for the year, i noticed that the can no longer apt to achieve the goals of the current quarter.

nani, do not worry nasan. current fiscal year but did not work, by the end of the show ‘s wearing a properly determined that, the pitfalls of old-fashioned, they are the feet have been taken.

reality does not go that way. if you can not achieve the goals in the first quarter of, to attain the objectives of the year can never. first, should achieve the revenue targets in the first quarter anyway.

from the first it2, of3he make frantic efforts to achieve the goal of the quarter. that way, of4quarter, might go as planned without much effort.

so i will future, long-term plan is useless, and any distributed in-house memorandum that, elaborate stood on the expense of the quarterly revenue5multiplied by the brakes on to create a year plan.

of course, can afford to do so from later, we have take the time to plan a variety of. but, to neglect that of the current quarter or fiscal year was never.

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