Soundtracks of Management

An innovative blog on [1]. current trends in management practice, [2]. path-breaking organizational transformation accomplishments, [3]. delivery strategies for long-term shareholder value through continued revenue and earnings growth [4]. new management fads on building people-centric organizations and values driven corporate culture. The blog links reviews of beautiful original Hollywood motion picture soundtracks with these issues in business management.[Best viewed in Internet Explorer]

MEASURING MENTORING AND ITS BOTTOMLINE IMPACT ------ According to the latest research data surveying companies with a planned mentoring program with well-designed training, the typical finding is that high levels of mentoring are associated with high levels of success in meeting the program's business objectives. ***** Similarly, moderate levels of mentoring are associated with moderate levels of outcomes and low levels of mentoring are associated with little or even negative effects. ***** Mentoring is a valuable tool for developing leadership talent, and it can have a bottomline impact. ***** To evaluate a mentoring program, a five-step process is recommended: (1) establish baseline numbers, (2) monitor the program, (3) measure mentoring (using the Alleman Mentoring Activities Questionnaire), (4) evaluate results and (5) calculate "return on investment. ***** Planned mentoring leverages a firm's succession planning efforts also.

2008 - TOP TEN TRAITS OF A STRONG BRAND

The world’s strongest brands have these ten attributes in common:

1. The brand excels at delivering the benefits customers truly desire.

2. The brand stays relevant.

3. The pricing strategy is based on consumers’
perceptions of value.

4. The brand is properly positioned.

5. The brand is consistent. Maintaining a strong
brand means striking the right balance between continuity in marketing activities and the kind of change needed.

6. The brand portfolio and hierarchy make sense.
Most companies do not have only one brand; they create and maintain different brands for different market segments.

Single product lines are often sold under different brands.

Boundaries are important.

Overlapping two brands in the same portfolio can be dangerous.

7. The brand makes use of and coordinates a full
repertoire of marketing activities to build equity.

8. The brand’s managers understand what the
brand means to consumers.

9. The brand is given proper support, and that support is sustained over the long run.

10. The company monitors sources of brand equity.

Strong brands generally make good and frequent use of in-depth brand audits and ongoing brand-tracking studies.
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CURRENT MANAGEMENT PRACTICE

Best Practices for Internship — General Growth Properties [GGP]

1. Provide valuable learning experiences
2. GGP's interns work on important projects each semester
3. Management interns can expect to create sales, leasing, and occupancy reports
4. Interns allowed to provide research and analysis for annual business plans and budgets
5. Interns are permitted to interact with retailers to improve overall shopping center business
6. At the start of the internship, students receive Intern Welcome Packets that contain information to help them assimilate into both the GGP culture and the business world
7. Provide networking opportunities—Interns are exposed to the International Council of Shopping Centers, of which GGP is a member
8. This professional affiliation gives students the opportunity to attend conferences and meetings where they can learn about the industry while networking with successful professionals.

TOP 10 HR PRACTICES IN 2007

USING 21ST CENTURY TECHNOLOGY
TO COMPLETE PERFORMANCE APPRAISALS

Today, HR programs may be hosted by an “Applications Service Provider” (ASP) who stores your performance evaluation programs and data on its servers and provides you and your employees secure, easy access to it through an internet connection.

1. Since an ASP hosts this service, company servers remain uncluttered.

2. Off-site professionals also handle data security and backup.

3. Typically, employees believe appraisals take too much time, are too complicated, less than meaningful, and sometimes unfair.

4. Senior management often believes that appraisals are a necessary evil, don’t promote organizational strategy, and don’t impact the bottom line; except as a cost.

5. Good web-based appraisal systems recognize these concerns and effectively address them.

6. Customizable systems that often provide hundreds of position templates and pre-written performance standards make program setup easy and appraisals more strategic.

7. Employees are evaluated on factors and goals that are specific to their positions, departments, and organizations.

8. The “one size fits all” appraisal is a thing of the past as evaluations can truly be used to improve performance and productivity and drive strategic company goals.

9. Appraisals become more objective and fair, making compensation decisions more accurate and ensuring
that salary and merit increases truly reward good performance.

10. Personalized appraisals can help employees with performance problems become more productive.

Soundtracks of Management

SKILLS CAPSULE - EFFECTIVE WRITING

LEADERSHIP AND LEARNING GO HAND IN HAND

Monday, April 28, 2008

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THE MANAGEMENT BLOG WHICH PUTS ITSELF LAST AND FINDS ITSELF FIRST

2008 - TOP TEN TRAITS OF A STRONG BRAND

CURRENT MANAGEMENT PRACTICE

TOP 10 HR PRACTICES IN 2007

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