Time is money - save it

Article Abstract:

A good executive manages his time wisely and keeps his staff from panicking; most executives, however, spend only 20 percent of their time doing creative work, while 80 percent of the time is spent communicating; for effective management, it is suggested that an executive reduce time spent on the telephone and on correspondence by 50 and 30 percent, respectively, reduce interruptions by 50 percent, delegate a further 20 percent of his workload, make full use of his secretary, and spend more time each day planning, thinking, and being creative. Since senior executives can spend more time on the things they want, rather than on the things they need to do, it is suggested that they separate their musts, shoulds, and coulds. It is also suggested that toilet time be reduced, whether in offices, factories, or executive suites.

Executives, Time management, Corporate officers

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Go for growth and cut the fudge

Article Abstract:

For continued growth and increasing profits, the performance of a company's sales force should be monitored by an effective sales manager who is enthusiastic and does not think of himself as a promoted salesman. The manager should have at his disposal an effective reporting and control system which includes detailed sales figures, statistics, etc. To motivate and keep salesmen already working for the company and minimize the cost of recruiting and training new personnel, there should be an effective employee development program with rewards for increased performance, in addition to the usual salary increases. An effective company should have a low or nonexistent 'fudge' factor, which is the result of management's not insisting on the sales force's accepting the same types of discipline as other departments.

Analysis, Human resource management, Sales management, Sales personnel, Salespeople, Sales, Great Britain, Sales accounting

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