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In a perfect world, we’d dish out compliments more freely than sprinkles on a kid’s ice cream cone.
Somewhere in nearly every book on time management you'll find this commandment: "Plan your work—then work your plan." This is great advice, and anyone who takes it to heart will get the right things done at the right time. For managers, however, this can be difficult advice to follow.
Used judiciously, instant messaging (IM) allows your business to cut down on long distance charges, conduct real-time interaction with clients, and host chats and conferences with vendors. But used without guidelines, it can hamper productivity, embarrass you and even jeopardize your company’s trade secrets.
“Hot teams” improvise, do more work with less supervision and make the extra effort to follow through. Management consultant Laurence Haughton offers this advice for turning ordinary groups into hot teams:
It’s true that Reagan didn’t “do” as much as John Kennedy or Richard
Nixon. Those presidents wanted to know and control as much as they
could, and they obsessed about what people thought of them. Reagan didn’t care about that stuff. More than “do” things himself, he persuaded others to do them for him. He led them.
You’re admired for having the memory of an elephant and the innate ability to put people at ease. But are your skills the ones that employers consider top priority? Do they mesh with changing economic and work environments? If not, hone new talents that will set you apart from the crowd. Start by asking yourself […]
Most business leaders would rather pay a celebrity $1,000 a minute for
a “motivational” talk than bring in somebody who’d actually provide
hands-on, tactical training, says Steve Salerno, author of SHAM: How the Self-Help Movement Made America Helpless.
When a problem doesn’t respond to solutions that have worked for you before, unlock your creativity with these approaches:
Like any tool, meetings work when they are right for the job and skillfully handled. Otherwise, they don't pay off—time is wasted, people are frustrated, objectives aren't met. When you're in charge, make sure that doesn't happen. Here's how:
One of the most common blunders leaders make is ignoring the obvious. Three ways to avoid that fate: