Make the commitment: Six steps to prepare your management team for work environment changes
In a new business book, author David N. Chalk shares six simple steps for what he says will prepare any management team of any size or type to adapt to evolving changes in the work environment. His method fosters commitment to results and innovation within the framework of "no surprises."<br/>
In a new business book titled Management by Commitment , author David N. Chalk shares six simple steps for what he says will prepare any management team of any size or type to adapt to evolving changes in the work environment.
The first four steps focus on communication and cooperation between leadership and subordinate departments. By presenting the annual business plan, delegating specific tasks, and agreeing on the methods to achieve success, colleagues establish a foundation for reaching tangible goals—what Chalk calls a commitment.
As work proceeds, subordinates should be watchful for potential problems, which should be addressed immediately. This is the time for the responsive manager to step in, Chalk explains.
At this point, the senior manager applies coaching skills and becomes a mentor to his subordinate organization. The subordinate's performance plan is updated, allowing both levels of managers to operate in an environment of "no surprises."
An open, results-oriented dialogue continues to be central in the fifth and sixth steps. Key items include commitment status reports and annual performance evaluations that are based on subordinate managers' own performance plans and status reports—thus representing an objective upgrade over the subjective "report card."
This unique approach to planning and control of management is said to be potentially revolutionary for any management team. The book, Management by Commitment, focuses on meaningful dialogue that encourages participation and a sense of entrepreneurship at every level. But more so, this method fosters commitment to results and innovation within the framework of "no surprises."
About the author: David N. Chalk began his corporate career in industrial training and later became corporate director of Management Development for Aerojet General Corp. He is founder of Arrindell Associates, a training consulting organization from which the concepts of Management by Commitment were honed to perfection.
The book is available here .
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In a year when manufacturing continued to lead the economic rebound, it makes sense that plant manager bonuses rebounded. Plant Engineering’s annual Salary Survey shows both wages and bonuses rose in 2012 after a retreat the year before.
Average salary across all job titles for plant floor management rose 3.5% to $95,446, and bonus compensation jumped to $15,162, a 4.2% increase from the 2010 level and double the 2011 total, which showed a sharp drop in bonus.