Management is a science. Few managers – accidental or otherwise - would dispute that claim as they struggle to motivate their staff. Management is non-obvious and must be learned. Here's a discussion about approaches.
Organisational development (OD) is different from human resource management (HRM). This support article explained the difference.
Many managers follow the economists' teaching to claim that people are rational and will strive to maximise their financial gain. But people are irrational. There are some maxims in designing performance-related pay. First, money is not a motivator. But fair reward encourages commitment. Second, offering a financial incentive will encourage isolationist behaviour. Be careful what behaviour you reward!
Technology implementation can drive growth and competitive advantage. Designers must consider the users. Staff and technology are a duality. TimelessTime has extensive experience specifying both hardware and software technology and characterising the staff expected to use it. Here are some of the issues.
Designing a sales commission policy and associated commission operating system to remunerate staff for sales performance is complex. The scheme must incentivise, and be fair to all. This blog considers some of the thinking that should go into incentive design.
At its simplest, strategy is a purpose that guides everyone in the firm in their everyday work and decision-making. This purpose guides managers and staff toward some eventual improved state. Strategy should address a challenge. TimelessTime is expert in strategy development. Here are some of the issues.
Disciplining staff is one of the key rights, and one of the key methods a manager has of effecting control of unacceptable behaviour. This right must however be used only when other management systems have failed.