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Exploding some "management myths"
Saturday, January 1, 2011; 3:27 AM

Bismillah...


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1. Manipulation and Motivation are often the same thing. Absolutely not! Manipulation is getting people to act for you in ways that may not necessarily be for their own good. Motivation is helping people recognize mutual interests and getting them to join the "cause" because there is a benefit for them as well as you.


2. Making your best effort all that really counts. No! Too many people substitute effort for accomplishment. The reason for working is to get result. The person who gets the most results with less effort is working smarter and harder. Fatigue is not an indicator of success.


3. Delegation is the key to management success. Wrong again! Delegation is not telling someone what you want, when you want it, and how it is to be done. This is direction. Delegation means assigning the results you expect and designing a follow-up system that allows you to inspect what you expect. New employees get direction, experienced employees get delegation. Determining which employees need direction, giving it to them, and delegating results and the authority to get those results is an important key to management success.



4. Manager are normally superior physically, mentally, and spiritually. Nope! Very few managers are "normal"! And, there is nothing in the books that says a manager is a "superior." Very simply put, managers are people willing to take reponsibility and work through others to achieve results. As Fred Smith says, "An executive is not a person who can do the work better than others, rether, he is one who can get others to do the work better than he can." Are you trying to be a "superior" or "superworker"?



5. Managers must control all circumstance. No way! Managers deal with problems and situations, and there is a distinct difference between the two. Asituation exist because you cannot control it - peoples get ulcers trying to control the uncontrollable. A problem is something you can take action on. Excellent managers learn the difference between the two, take action on problems, and stop worrying about situation.




(Diambil daripada buku "Top Performance" by Zig Ziglar, page 198 & 199)

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