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Archives for September 2016
After World War II American industry returned to the peacetime production of consumer goods, for which there was unparalleled demand and no competition. Untouched by war, the industrial heartland produced cars, washing machines, vacuum cleaners, mixers, lawnmowers, refrigerators, furniture, carpet, and all the goods for the growing postwar suburbs inhabited by a generation of prosperous Americans.
The American corporation had fulfilled the promise of ‘scientific management,’ formulated by an influential industrial engineer named Frederick Winslow Taylor more than three decades earlier. Taylor had held that human performance could be defined and controlled through work standards and rules. He advocated the use of time and motion studies to break jobs down into simple, separate steps to be performed repeatedly without deviation by different workers. Minimizing complexity would maximize efficiency, although it was as bad to overperform as it was to underperform on a Taylor-style system.
Scientific management evolved during a period of mass immigration, when the workplace was being flooded with unskilled, uneducated workers, and it was an efficient way to employ them in large numbers. This was also a period of labor strife, and Taylor believed that his system would reduce conflict and eliminate arbitrary uses of power because so little discretion would be left to either workers or supervisors. Hence the evolution of the rule-bound, top-heavy American corporate management structure.
Quality in these postwar years took a backseat to production. Quality control came to mean end-of-the-line inspection. If there were defects and rework, there would be profit enough to cover them. Although some quality control lingered for a time, particularly in defense industries, for the most part the techniques taught by Dr. Deming were regarded as time consuming and unnecessary, and they faded from use. By 1949, Dr. Deming says mournfully, “there was nothing not even smoke.” This setback only served to strengthen Dr. Deming’s conviction, as he considered what had gone awry.
Purpose of Dr. Deming’s Theory of Management
As a statistician, Dr. Deming’s lifelong mission had been to seek sources of improvement. World War II had quickened the pace of quality technology, but as World War II ended, progress in quality control began to wane. Many companies saw it as a wartime effort and felt that it was no longer needed in a booming market. Given the failure of statistical methods for quality control to endure, he figured out what might have caused the failure and how to avoid it in the future. He gradually concluded that what was needed was a bedrock philosophy of management, with which statistical methods were consistent. He was ready with new principles to teach when the Japanese called him in 1950 to aid in the reconstruction of their country.
The aim of Dr. Deming’s theory of management also known as, ‘System of Profound Knowledge,’ challenges leaders to embrace a new paradigm based on the following three major points:
The purpose of the new paradigm transformation is to ‘unleash the power of human resource contained in intrinsic motivation,’ and to foster an environment of full cooperation between people, departments, companies, governments, and countries to achieve win-win scenarios through process improvement, team work, and innovation.
The system of profound knowledge is a fitting theory for leadership in any culture or business. In some circles people think incorrectly of Total Quality Management with industrial connotations. For example, in the health care arena the customer is the patient, and production could be equated to the quality of patient care. Indeed many of the concepts which are espoused by TQM relate to interpersonal interaction as much as they do to other more production oriented criteria.
Therefore the key dimensions of TQM can be identified as: team development, statistical quality control, process management, assessment of customer’s needs, fact-based decision making, continuous quality improvement, and benchmarking. Applying this management theory requires a focus to the new kind of world of interdependence that we are in now. The prevailing paradigm in the Western world is not based on any holistic or comprehensive theory; it is just the cumulative result of assorted reactive experiences and methods:
Managers basing their leadership in the above listed paradigms will be lost in the new economic age. Such leaders need to open their minds and change to be able to learn the new paradigms of Total Quality Management (TQM).
Assumptions of Dr. Deming’s Theory of Management
Dr. Deming’s theory of management is based on four assumptions:
1. Management’s function is to optimize the whole system, not just your components
E.g., Western-style management: Reward-punishment performance appraisal systems optimize components of the system.
E.g., Deming-style management: A better way is to evaluate an individual long-term virtue, to know if they are in the system or out of the system, and to understand the performance issues as special or common cause. According to statistical research by Deming, Ishikawa, and Juran over 80% of problems are related to common cause or system problems of the organization.
2. Cooperation works better that competition
E.g., Western-style management: Internal competition to recognize the top 10% sales people in an organization creates a system where 90% of the population is labeled substandard performers or worse yet losers for those on the bottom half.
E.g., Deming-style management: In any distribution curve, 50% of the population is going to be below average, and only 10% are going to be top performers. It does not make sense to grow an organization of malcontents because nobody wants to labeled a loser. If the system is stable and has good hiring policies in place, a better way to manage is to have a goal to shift the distribution curve to the right by continuous improvement and removing common causes of variation. All employees in the system should be recognized for the accomplishments of the enterprise, rather than just the top 10%.
3. Manage using both a process and results orientation, not only a results orientation
E.g., Western-style management: Asking to sell 30% more (by a MBO goal) without understanding the process that allows that goal to be attained, or providing a process for goal attainment, creates a fail syndrome (demanding unreasonable greater results has the opposite effect that contradict the Pygmalion effect).
E.g., Deming-style management: A better way is to analyze historical performance using statistics. Then basing sales growth goals within +/- 3 standard deviations from the mean, where 99% of the sample population is predicted to attain the goal, and shifting the curve to the right by improving the sales process. If a stable system is pushed beyond its limits, the system typically breaks down.
4. People are motivated by a mix of intrinsic and extrinsic motivation
E.g., Western-style management: Recognizing people solely through extrinsic motivation by giving plaques, letters of commendation, bonuses, and pats in the back to motivate employees.
E.g., Deming-style management: A better way is for management to combine extrinsic and intrinsic motivation to increase quality and pride in the work. Intrinsic motivation is the enthusiasm and positive stimulation an individual experiences from the sheer joy of an endeavor. Management can release intrinsic motivation by creating a culture that encourages employee involvement in using process improvement tools such as the Deming wheel (SDSA and PDSA) to innovate and improve quality.
Each of these assumptions are directly associated with the interrelationships between people. They all revolve around a key concept, receptivity of the management style by those who are not only managing but those who are being managed. The implementation of management philosophies obviously revolves around employee motivation, and not all employees are either easily motivated or receptive to management styles that differ from those to which they have been accustomed.
What motivates an individual, therefore, is at the center of Total Quality Management philosophy. Motivational theory in itself has a long history of both direct and indirect applicability to many aspects of management in general and to Total Quality Management in particular. Indeed, the importance of teamwork in the organizational atmosphere cannot be underestimated. Before employees can effectively interact as a team, however, they must be able to function independently in an efficient and productive manner.
Such independence revolves around numerous factors, some of which were learned in childhood and some of which can be instilled in the professional environment. An important part of this independence is being able to relate to one’s peers and to turn criticism and resistance, which exists from some peers, into a positive factor in influencing team performance.
Leaders applying the Deming-style management need to be experts at molding independent workers and teams. A high performing team is to some degree the product of the individual player’s personalities, personalities that had roots as far back as childhood. Deming’s teachings recognize that an individual’s qualities or lack of them could be refined in the professional workplace. Lastly, Deming has influenced my thinking in a variety of ways. What stands out is the wisdom behind the value of teamwork, process improvement, individual versus systemic issues, and the pervasive power of continuous improvement.
Dreamforce is just over a month away! You’re probably already planning your daily Dreamforce agenda and setting up dinners and drinks. What you might NOT have planned is how you’ll make the most of those airplane-mode hours on your flight to San Francisco. That’s where the Dreamforce Jetpack can help.
The Dreamforce Jetpack is a collection of 10 multimedia downloads to help you rock your Dreamforce experience and be a customer trailblazer.
Everything can be downloaded to your phone, tablet, or laptop for offline viewing — helping you turn airplane-mode hours into productivity!
Here’s what you get in the Jetpack:
- 3 podcast-style audio downloads of top Dreamforce ’15 keynotes. Whether you’re commuting or at the gym, put on your headphones and get inspired for Dreamforce ’16 by listening to some of last year’s best keynotes. You’ll hear from Satya Nadella; Gayle King, Jessica Alba, and Susan Wojcicki; and the Golden State Warriors leadership team.
- Guide to the most useful Dreamforce apps
- Two energizing Spotify playlists to get you in the Dreamforce mindset
- San Francisco maps and insider tips: We narrowed down San Francisco’s plentiful dining destinations and sightseeing spots into two lists for your perusal: “Top 10 Places to Sightsee During Dreamforce” and “25 Places to Have a Business Meeting in San Francisco.”
- E-book version of Marc Benioff’s keynote at Dreamforce ’15
- Dreamforce packing list
The Jetpack ensures that, by the time your plane arrives at the gate, you’ll be a Dreamforce expert. Download the Jetpack now — and turn your travel time into hustle time!
Every organisation has a hierarchy in its levels of staffing. At the top is the management team, followed by the supervisors, with the frontline employers on the bottom of the stack. Developing a relationship between all is vital. There may not be daily interaction between each level, but working together toward common goals is extremely important.
Communication is necessary. After all, the frontline supervisor must report to management regarding progress toward goals and KPI metrics while engaging, motivating, and encouraging employees on the floor. The supervisor is the go-between that interacts with both upper management and frontline staff, but the relationship between these two levels is necessarily different.
Dealing with Frontline Staff
Open and consistent communication is just as important with frontline staff as it is with senior managers. In fact, it may be more critical in order to squelch gossip and unfounded fears that cause bad behaviour.
Regular and consistent coaching that utilises balanced feedback is the best way to start developing a constructive relationship. Consistency is of utmost importance. It is necessary to spend time each day observing employees, coaching them to encourage critical behaviours, and providing instant feedback with accurate and specific details.
Another note about feedback: it needs to be balanced. No one responds well to constant criticism. In fact, balanced feedback means that the supervisor should relate four positive comments for every one negative during coaching sessions. This is the best way to motivate employees and build a relationship based on mutual respect. It also helps staffers to realise that the supervisor genuinely cares about their performance, another boost to creating a relationship constructive for all involved.
Dealing with Upper Management
Often politics come into play when developing a relationship with superiors. It is important to show respect, but it is also critical that communication is honest and regular. Don’t rely on the manager being the one to guide the relationship but be proactive in encouraging communication that goes beyond reporting and periodic performance reviews.
The more that a frontline supervisor can show his or her ability to effectively manage a staff and regularly meet goals, the easier it is to base this relationship on mutual respect, as well. Successful coaching of frontline staff shows upper management the ability to be trusted with decisions that affect the department. Policy-making should incorporate the ideas of the supervisor, as well. After all, without a frontline performing up to standard, the organisation will not be profitable so its importance cannot be undervalued – and who better understands frontline employees than their supervisor?
Whether the relationship is between the frontline supervisor and his or her employees or upper management, developing a good working relationship is critical to the company’s success, sustainability, and profitability.
Salesforce Admins are true Trailblazers – they are leaders, innovators and pioneers. This year, we are bringing Trailhead to life in an immersive experience and empowering everyone to learn, network and have fun. We are transforming the first floor of Moscone West into all things Trailhead! A big part of this Trailhead experience is the Admin Meadow. Here are five can’t miss experiences for Admins.
1. Admin Meadow – The #AwesomeAdmin Homebase for the Week
The Admin Meadow is the go-to place for the AwesomeAdmin community to interact and learn from each other. Whether you are new to the community or a veteran, we have something for you.
‘Ask the Expert’ Stations: Interact with MVPs, Admins and Salesforce employees to learn about products for Admins including Reports & Dashboards, Process Builder, mobile, Lightning and more!
Admin Theater: 60+ sessions created by Admins, for Admins.
Admin Cafe: We know, Dreamforce can be exhausting! Stop by the cafe for your morning caffeine.
Headshot Studio: Enhance your profile with a professional headshot photo.
AwesomeAdmin Photobooth: Jump on in, the water’s warm!
Automation Station: Level up your Admin game by learning business analysis and automation skills.
- AwesomeAdmin Swag Wheel: Spin the wheel for Salesforce gear!
Learn more about our fantastic, awesome Admin Evangelists below:
2. Salesforce for Admins Keynote
Every day’s an adventure when you’re a Salesforce Administrator. You spend your days in the cloud and on the ground in a quest to become more efficient and more effective. You’re passionate about productivity and using innovative technology to create positive and lasting impact for your customers, your company and the community. Join Mike Rosenbaum, EVP CRM Applications, Kris Lande, Sr. Director Admin Marketing and Mike Gerholdt, Sr. Manager Admin Evangelism on an adventure with fellow Trailblazers as we discover new ways to use technology to go faster, get smarter and go further.
Date: Thursday, October 6
Time: 5:00pm – 6:00pm
Location: Moscone West, Third Floor
Make sure to add the keynote to your schedule as soon as Agenda Builder goes live!
3. Automation Station
One of the top skill employers look for when hiring Salesforce Admins is business process analysis. That’s why, for the first time ever, we’ve created a dedicated area where Admins can learn about all aspects of business analysis – discovery, process mapping, automation tools, and use cases. Grow your expertise by coming back every day to learn different content presented by industry experts in the fun, interactive, and AWESOME Automation Station! Join us at the Automation Station in the Admin Meadow and you’ll learn process automation best practices from the community.
4. Content Designed for Admins, by Admins
Our mantra in the Admin Meadow is ‘For Admins, By Admins.’ We have 130+ sessions designed for Admins of every level and the content is created and presented by Salesforce customers. When searching for Dreamforce sessions – choose ‘Salesforce Admin’ for role and ‘High Tech’ for industry, you will get all of the sessions designed just for Admins! Bookmark them now and once agenda builder goes live you can save your seat!
5. Fun: Photos and swag, galore!
Admins come to Dreamforce to not only learn but also to network and have fun! We have created an amazing lineup for fun activities for admins this year including lunchtime AwesomeAdmin Bingo, Admin Karaoke, *all-new* Lip Sync Battle, AwesomeAdmin Photobooth, Headshot Studio, and an ultra-awesome Swag Wheel! Keep your eye on Agenda Builder to add these can’t-miss sessions to your schedule!
Check out the Salesforce Admin blog for more details!
Watch our full episode of The Road to Dreamforce: Dreamforce for Admins and Developers – Find Your Future:
Want to know more about the Admin Experience at Dreamforce? Join us on September 14, 10am PT! Register here.
Traditionally, and in popular culture, sales professionals have had a reputation for working on their own. But the go-it-alone approach does not—and definitely should not—apply so much anymore. Many sales reps these days, particularly if they’re working B2B territory, typically are backed up by a support team. The practice of teaming up can have a huge impact on making a convoluted and complex sale not only possible, but smooth. Support teams can include everyone from technical experts on up to senior leadership staff.
Having a support team communicates a level of commitment to the client. When they know there’s a group devoted to covering all the moving parts of a sale, it reassures them that “their team” at your company is looking out for them. Only, it’s not just for the client: Sales professionals benefit from and rely upon the support and expertise of their “teammates.” When you create a support network to assist in the sales process, you’re more exposed to things like presentations and collateral, and can gain insights from, for example, product research and market-competition data.
Teamwork Means Efficiency
Involving a diverse group of subject matter experts in the sales process makes good sense from a customer experience standpoint: With a team, you’re able to offer the client superior service, and more meaningfully meet their challenges with your solution. There’s also less heavy lifting when you spread the workload over the support team, so that it’s not just one rep rushing around trying to do it all.
There are always those individuals, however, who resist teaming up and instead prefer to take care of everything themselves. We see it often and can sometimes attribute it to a new person not wanting to take advantage of support because they’ve not yet learned the ways of the organization. This can be the case in a large enterprise, where you can “disappear” amid the throng of thousands of staff members spread across multiple offices. Smaller organizations naturally tend toward an “everyone pitches in” culture, where each in-process sale is front-and-center.
Sometimes It’s an Emotional Thing
We’ve come across another reason for the resistance. Being outgoing and friendly are practically job requirements in sales. But believe it or not there are those in this occupation who are too reserved to get into teamwork. Then you have the folks who don’t ever want to come off as being a burden to others, or they may be too proud, or they simply cringe at the thought of asking for help. Often the culprit is the work culture—maybe there’s a lack of camaraderie, or perhaps there’s an unhealthy level of competition among the sales staff. Sales managers or directors should pay attention to what’s going on beneath the surface that might be driving reps to strike out on their own. When management encounters an issue, they need to troubleshoot it, and then repoint the needle toward support teams.
All of this is important because the No. 1 way a sales professional can shepherd in a sale is by getting the requisite support from other members of their organization. And the best way for an individual to do that is by relationship building as soon as they come onboard. In addition to making your work life happier by making those connections, you’re also building trust, which goes both ways—we must give in order to get. Be available to others in your workgroup. They need to know you’re approachable, reliable and trustworthy, and you need to know that about them. Don’t wait for them to come around—you’ll be amazed what you get when you simply ask for help along the way.
Justin Zappulla is a Managing Partner at Janek Performance Group. He has worked hand-in-hand with a global clientele across a variety of industries and business segments including technology, finance, consumer goods, healthcare and manufacturing. With extensive sales performance management and training expertise, he works with hundreds of companies to develop and implement strategic sales performance solutions. Justin has co-authored a book called Critical Selling: How Top Performers Accelerate the Sales Process and Close More Deals. Connect with him on Twitter or his website.
Online selling is on the rise because of the changing shopping habits of today’s consumers, those under 30 years old who were either entering into their teens or have just graduated from college when the Internet bloomed in the mid-90’s.
This is the generation who spend most of their time reading and sending Twitpics, shout-outs, reposts or jejespeak on their FB, Flickr, tumblr, and Blogspot pages, in their desire to be visible and look cool on the Internet (now broadband and a powerful tool for business) that has become collaboration-friendly, thanks to Web 2.0 technologies.
Fast forward to a cool question. Do you want to join the world of Internet retailing as a pure player to earn extra income out of the Net Geners whose disposable income will remain ‘awesome’ at least until 2020. Do I hear a resounding ‘yes’ out there? That means you’re getting into a winning ambit.
Online retailing poses the biggest opportunity for all Internet users to earn from the web. After all, you spend more than 4 hours before your computer screens doing any or all of these: researching, working, playing games, online chatting or instant messaging, Skyping.
Caveat: you will not immediately strike gold from your Internet selling but, initially it will give you an extra income and one that will grow in due course.
Consider this data from the March 2010 ITIF (Information Technology & Innovation Foundation) report.
For the last 10 years, among the world’s top 10 Internet firms are those that have been successfully selling products and services like Amazon, eBay, Expedia, TD Ameritrade (into trading services), and of course Yahoo, Google and AOL, which collectively earned $58-B in 2006. Countries leading in e-commerce are UK, US, Sweden and Denmark.
E-commerce is growing in Asia too, where total B2C sales in Japan, China, Korea and India are expected to reach $115-B this year. At 52% (in Asia), Japan has the highest percentage of online buyers, followed by Korea at 45%. China, the world’s second largest Internet population with its 210 million Internet users, is expected to see large growth in its online retail sales – $18 billion in 2010.
In other parts of Asia like the Philippines, about 90 percent of the 28-M Filipinos with access to the Internet visit social networking sites to chat, play games and promote business and civic events. Social media has become a ubiquitous tool in any business marketing campaign.
To cut your mark in online retailing:
number 1 – you must have products or services to sell
number 2 – study the basics like on-time deliveries and packaging (you don’t want the merchandise getting squashed or broken)
number 3 – you must know how to use new media.
It is wise to focus first on a small range of products and know where to source reliable suppliers. Your products or services must be sellable like mobile phones, gadgets, fashion and accessories, souvenirs, homeware, health and wellness, appliances, travel reservation, insurance.
You can earn from your hobbies and interests like bead stringing, cross-stitching, photography, handicrafts, gardening, carpentry, used or antique items.
The Internet gives you the global marketplace, hence there will be customers in Trinidad, Los Angeles, Glasgow, Shanghai, Puchong, Cebu who will like to have those items on your web store.
Here are basic tips on becoming a trusted online retailer in the net world.
Build your website. If you can’t, ask friends and kinfolk who can. It’s an integral part of running an online business. Or you can buy an e-commerce software that has a complete e-trading platform that integrates payment gateways and logistics system for local and international deliveries. This way, you don’t have to worry about setting up payment and distribution intermediary services on your own. It’s never too late to have your own website up and running and be one of the over 80 million dotcoms in the world. Going by their sheer numbers, you’re in great company.
Get yourself discovered through social sites. Your FB friends and Twitter followers will be excellent starting points for engaging with consumers. You can advertise on popular social sites or you can create a Facebook fan page or a Multiply product page. Be innovative in your spiels (but don’t overdo it) about the benefits of your products so that consumers can connect emotionally to them, notwithstanding your commercial agenda.
Attend trainings. Learning additional skills on creating compelling customer content, photo editing, viral videos, SEO, etc. will boost your confidence as a netpreneur and if you cleverly apply them, you’re on your way to building a good customer base.
It’s usually in the first year when it’s all about deciding what to sell, where to source your products, and generating awareness for your online store. You need to keep intact your enthusiasm for your business and your customers so that in the succeeding years, you can get ahead and stay ahead.
Now this is looking beyond 2020, Net Geners and their progeny – because of their online behavior – put premium on time and convenience which online retailing meets 100% spot-on.
Randstad is seeking customer service candidates that will be working in a call center environment for one of our clients in South Tempe. In this role you will respond to customer inquiries via telephone, email, SMS and Chat to provide problem resolution in accordance with the organization s service standards.
This position you need to be flexible Monday-Sunday 8am-8pm and is paying $12.25/hr.
Working hours: Flexible schedule 8:00AM -8:00PM
High School Diploma or Equivalent – Typically No Relevant Experience Required – SKILLS / KNOWLEDGE – Acquires and applies job skills and learns company policies and procedures to complete assigned routine tasks.JOB COMPLEXITY – Works on assignments that are routine to semi-routine in nature, requiring limited decision outside of stated processes, but recognizes the need for occasional deviation from accepted practice. Has little or no role in the decision-making. SUPERVISION – Normally receives detailed instructions and follows established procedures on all work, requires instructions on all assignments. Works under close supervision. 1-2 years of experience in a call center preferred,but no required
Want to interview for this position? Please apply to the posting with an updated resume or send it directly to me via email Whitney.Collett@randstadusa.com
I look forward to speaking with you!
Randstad is a world leader in matching great people with great companies. Our experienced agents will listen carefully to your employment needs and then work diligently to match your skills and qualifications to the right job and company. Whether you re looking for temporary, temporary-to-permanent or permanent opportunities, no one works harder for you than Randstad. EEO Employer: Race, Religion, Color, National Origin, Citizenship, Sex, Age, Disability, Ancestry, Veteran Status, Genetic Information, Service in the Uniformed Services or any other classification protected by law.