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Industrial Management - January/February 2011

Contributors in this issueIndustrial Management - January/February 2011

Keeping goals realistic
By Dan Carrison

At the beginning of the year, executives start with a clean slate of goals. They usually don’t present such goals as negotiable items, and an enthusiastic “Go get ‘em, Tiger!” is not necessarily enough to achieve organizational targets. Managers need to make sure they have the resources and time to fulfill the plan or ask for the support required to do so. Never accept or assign a mission impossible.

How the best motivate workers
By Clinton O. Longenecker

Employee motivation has become more critical in an economic climate that forces businesses to do more with less. The best leaders know their employees, develop their skills, use meaningful incentives and deal effectively with low performers. Just as importantly, good leaders don’t use management tools to manipulate employees into better performance; instead, they get workers to buy into the success of the organization or process.

Max performance feedback
By Golnaz Sadri and Sophia Seto

Research shows that giving no feedback at all is always detrimental, while both negative and positive feedback, when delivered well, can improve performance. But each has its dangers, and feedback — good or bad — should be presented within a framework of established goals and be directed toward goal-oriented behavior that the recipient can control.

Data, displays and the critical few
By Jerry L. Harbour

Developing an effective performance measurement system is not for the faint of heart. It requires hard work to identify what data — useful measures — matter most to your processes and operations. Then you must figure out how to make usable displays so the end users easily understand and translate the useful measures into actions that improve performance.

Safer hiring
By Matthew S. O’Connell and Kristin Delgado

A targeted selection system can enhance the effectiveness of organizational safety initiatives by hiring, at the individual level, employees who are more likely to behave in a safe manner. Such targeting also helps select leaders who are better suited to promote a safe organizational climate.

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