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Staff members can’t make decisions that fit the organization’s practices without knowing the rules.
Ockham’s Razor (also known as the “Law of Parsimony”) is a principle
that states that the simplest solution to a problem, not the most
complicated, is always best. Examples:
The next time you face an emergency situation, work through these four steps:
People at varying levels of authority had to make many decisions as
Hurricane Katrina bore down on the Gulf Coast.
Unfortunately, too many opted to follow the chain of command instead of
doing what had to be done.
With some organizations scaling back holiday parties and others nixing them altogether, your end-of-the-year celebration may not be the grand event it used to be. But with the right strategy, you can orchestrate an event to remember with a minimum of work.
Do you feel like there's never enough time in your day to do all the things you need to do as a front-line manager? Take a closer look at how your time gets spent—not what activities (such as attending meetings) you do, but what functions you perform.
Golden opportunities are rare in business. They’re also hard to predict because they arise from random, unconnected events. That’s why practicing active waiting makes sense. Here’s what we mean:
The new owner of several coal mine shafts in Harlan, Ky., was puzzled:
Should he heed the advice of the grizzled ex-miners he’d bought the
shafts from and embrace the new technology of open-pit mining, which a
new competitor had done? Or should he expand his current business by digging another shaft?
After American colonists beat the British on Dec. 26, 1776, in Trenton,
N.J., Gen. George Washington convened his troops and asked them to
re-enlist. On the heels of such a victory, Washington expected a positive
response. But as he stood there and the drum rolled, not a single
soldier stepped forward to sign up for another stint. Washington began to improvise.
When Eli Lilly & Co. was about to lose its patent protection on
Prozac back in 2001, the drug manufacturer formed InnoCentive, a
subsidiary whose purpose was to visit university and independent
laboratories in search of new products. The result?