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In all, the Coast Guard evacuated about 33,500 people after Katrina,
six times as many as it did in all of 2004. The sheriff of St. Bernard
Parish says the Guard was the only federal agency to provide any
significant help for a week. When officials came down from Washington and asked the sheriff how he’d
fix FEMA, he told them to blow it up and give the Coast Guard what it
needs. So how did an agency with relatively modest resources rescue so many?
Allen Dulles, the master spymaker who headed the CIA during the
Eisenhower years, liked to tell the story of an important phone call he
once refused to take.
Any Word feature that can save time and make you look good is worth tapping into, right? One such feature: Word’s built-in reviewing tools, which let you and others track all the changes you make as a document is written and edited. With the Track Changes tool turned on, you can track each insertion, deletion […]
Being a steelworker on a big construction job is literally living on
the edge, and that’s right where Ugo “Hokey” Del Costello likes to be. “If I [screw] up,” says the project boss for the massive new Woodrow
Wilson Bridge that will connect Maryland and Virginia across the
Potomac River, “I could kill somebody.” Despite the extreme nature of his job, Del Costello is a leader in familiar ways:
Both the New Orleans levee break after Hurricane Katrina and the
terrorist attacks of Sept. 11 were predictable surprises. That is, they
were disasters that could have been prevented. Here are the
traits of predictable surprises (with Sept. 11 and Katrina examples),
and the steps you can take to keep them from happening:
Sure, leaders are steady and dependable. But they also know the power of doing surprising things when their gut tells them to. Some unexpected actions that yield results:
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.