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Career advancers seize initiative and shape their destiny. They set shortand long-term goals and take steps to attain what they want, rather than pout and wait for good things to happen to them.
Advice on how to handle these sticky situations at work...
You may dread negotiating and assume you lack what it takes to be cunning and ruthless. But the best negotiators are actually sensitive communicators—not wheeler-dealers.
In the past five years, many managers have adopted “open-book management” as a way to teach employees to link their jobs to the company’s larger financial performance. This way, staffers can see how their efforts directly affect the bottom line.
Q. I’m an administrative assistant at a fast-growing firm. Our office
could benefit by hiring a junior marketer to help our one overworked
salesman. I’m taking marketing classes to improve my skills. How can I
convince management to create this position and promote me into it?
When making budget projections, don’t just adjust last year’s numbers up or down.
The people who work on computers the most are usually secretaries and
other support staff. Yet these “end users” are typically the least
When deciding whether to buy new software or other high-tech tools for your employees, ask yourself these three questions.
I had lunch the other day with a director of career planning at a
college. She asked, “So what dirty deeds are you most ashamed of? I’d
like to give students the real scoop on becoming a CEO.”
Q. I work at a software firm in San Francisco. It’s supposedly a hip
company, but I’m fed up. I was promised a performance review every six
months, but after 14 months I’m still waiting. And when I asked for
leave to be with my wife when she had a baby, the company’s personnel
person said, “We may have to dock your pay. I’ll get back to you.” She
never did. The company’s CEO keeps saying that we’re in an industry
with no accepted business model. But is that an excuse for running a