Paul Nervy Notes
“Jokes, poems, stories, and a lot of philosophy, psychology, and sociology.”

Main page

Business, management.  ---  .This section is about business management.  Topics include  :  ---  1/24/2006

Business, management.  ---  "Company men."  Business managers are usually "corporation men", who place the profits of the corporation over the well being of the workers and the environment.  Business managers are often conformist "yes men".  ---  11/11/2005

Business, management.  ---  (1) Hogging vs. sharing power.  (2) Hogging vs. sharing information.  (3) Hogging vs. sharing credit.  ---  4/11/2001

Business, management.  ---  (1) My management style.  (A) Democratic.  Treat superiors and subordinates as equals.  I take no shit and give no shit.  (B) Good communication.  Tell workers what's going on.  Hear what the workers have to say.  (2) Bad management style.  Totalitarian, militaristic, hierarchical bastards.  Kiss up to bosses, shit on workers.  ---  09/20/1993

Business, management.  ---  Are my managers making the best decisions?  Is the organization reaching its goals?  How fast?  Are the goals good ones?  Are the means sound?  ---  12/30/1992

Business, management.  ---  Authority, responsibility.  How much power give an individual (types and degrees)?  Rules and laws vs. whim.  ---  12/30/1992

Business, management.  ---  Best management style: let them fear you vs. love you.  ---  12/30/1992

Business, management.  ---  Classical and operant conditioning.  Sanctions: ball out, lose job, suspension, bad record, noticed, mentioned.  Rewards: keep job, peace, good word, good record.  ---  12/30/1992

Business, management.  ---  Conformity and rebellion on the job.  ---  12/30/1992

Business, management.  ---  Costs: machines (buy, run, repair), plant, workers, and materials.  ---  12/30/1992

Business, management.  ---  Critique of management.  It seems like everyone wants to be a manager.  It seems like everyone wants to be promoted to more money and more power.  Yet when you get to management you see how empty it is.  Typical business management is a joke.  ---  11/11/2005

Business, management.  ---  Decisions of a manager every day, week, month, year.  ---  12/30/1992

Business, management.  ---  Develop your personal management style/method/system.  Get the job done quick, cheap, accurate, complete.  Improve it, prevent problems, and deal with problems.  Understand all the factors.  ---  12/30/1992

Business, management.  ---  Every manager a worker, and every worker a manager.  ---  12/30/1992

Business, management.  ---  Functional areas.  Who is not keeping up with who?  Speed, volume, direction.  ---  12/30/1992

Business, management.  ---  Good management traits: efficient, practical, fair and just.  ---  12/30/1992

Business, management.  ---  Good managers are smart.  Bad managers are stupid or ignorant about general principles of business, and the actual situation.  Knowledge of people, money, and materials.  ---  12/30/1992

Business, management.  ---  High level managers make changes.  Low level managers ensure consistency (ensure non-changes).  ---  12/30/1992

Business, management.  ---  High level problems: more varied, more supervisory, more interpersonal, more integrative.  Low level management problems: more task oriented.  ---  12/30/1992

Business, management.  ---  How much power to give a manager?  What decisions to let them make?  How many decisions?  Decisions in what areas?  How important the decisions?  ---  12/30/1992

Business, management.  ---  How to talk to boss: competent, confident, managerial.  How not to talk: immature, irresponsible, incompetent, unconfident, jerk.  ---  12/30/1992

Business, management.  ---  I can make the product.  I can make the product better than the competition: more, faster, cheaper.  ---  12/30/1992

Business, management.  ---  Important questions at all levels.  What needs to be done, and not, why?  Who best to do it, and not, why?  How best to do it, and not, why?  ---  12/30/1992

Business, management.  ---  Leadership: power and rights vs. limits and obligations.  ---  12/30/1992

Business, management.  ---  Management = power.  ---  12/30/1992

Business, management.  ---  Management style: you want to project that you (1) Know what's going on.  (2) Know what to do.  (3) Know what you're doing.  (4) Will take action.  ---  12/30/1992

Business, management.  ---  Management styles: democratic to totalitarian.  ---  12/30/1992

Business, management.  ---  Management styles: dictatorships, oligarchies, democracies.  ---  12/30/1992

Business, management.  ---  Management traits: fair, just, human, inspiring, hard worker, reliable, smart, good social skills.  ---  12/30/1992

Business, management.  ---  Manager abuse and worker laziness vs. manager cooperation with worker.  ---  12/30/1992

Business, management.  ---  Managers spend most of their time on three boring tasks.  Policing workers.  Kissing up to management.  Kissing up to customers.  ---  1/25/2005

Business, management.  ---  Observe, think, change (start, improve, stop).  ---  12/30/1992

Business, management.  ---  Plan, organize, allocate, direct, control, communicate.  ---  12/30/1992

Business, management.  ---  Praise vs. reprimand.  Too much vs. too little.  For right action vs. for wrong action.  For right reasons vs. for wrong reasons.  Too much emotion vs. too little emotion.  ---  12/30/1992

Business, management.  ---  Problems with managers.  (1) The short-sighted manager.  Thinks only short term.  (2) The narrow sighted manager.  Thinks only of self or corporation, without thoughts of environment, workers or world.  (3) The manager with suboptimal ethical abilities.  (4) The manager who refuses to question or take a stand on principle.  The yes man.  (5) The corrupt manager.  (6) The manager with only money on his mind.  ---  5/21/2006

Business, management.  ---  Rule followers and rule breakers (improve vs. ruin), in thought, word, and action.  You need both types, some excel at one or other.  ---  12/30/1992

Business, management.  ---  Structure (areas and levels) and mechanism of an organization.  ---  12/30/1992

Business, management.  ---  Sub-optimal performance by worker: causes, therapies, and prevention.  ---  12/30/1992

Business, management.  ---  Sub-optimal performance by workers.  Not fast enough vs. not accurate enough.  ---  12/30/1992

Business, management.  ---  Tasks: planning, controlling, leadership, communication, conflict, change, and decision making.  ---  12/30/1992

Business, management.  ---  The process of management: tools and technologies of management.  Science technologies and math technologies.  ---  12/30/1992

Business, management.  ---  Theories of business management.  (1) Treat the worker like garbage.  Expendable.  (2) Treat the worker like robots (machines).  Maintain them.  (3) Treat the worker like animals.  Care for them.  (4) Treat the workers like humans.  (5) Treat the worker like gold.  ---  5/26/1999

Business, management.  ---  What makes a good manager vs. what makes a bad manager?  How find good manager?  ---  12/30/1992

Business, management.  ---  When drive hard vs. when drive not so hard?  When tight reins vs. when loose reins?  ---  12/30/1992

Main page

Paul Nervy Notes. Copyright 1988-2007 by Paul Nervy.