By Michael Tobis

THE BRIEFCASE BOOKS sequence Now translated into 9 languages! This reader-friendly, icon-rich sequence is needs to interpreting for all managers at each point. All managers, no matter if fresh to their positions or good verified within the company hierarchy, can use a bit "brushing up" at times. The skills-based Briefcase Books sequence is stuffed with principles and techniques to assist managers turn into extra able, effective, powerful, and beneficial to their firms. trendy place of work is usually complicated and unpredictable, but so much undertaking administration books tackle basically the subject of handling person initiatives and fixing particular difficulties. dealing with a number of initiatives offers a practical strategy for constructing the person and crew talents had to deal with competing calls for. It indicates readers the best way to boost a competent procedure for taking up a number of tasks, paintings with others to allocate conflicting workloads, deal with the tension that comes from coping with a number of initiatives, and extra.

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We’ve coined the word “taskonomy” for our purpose here. We’re trying to classify the types of work. This will help us lay out strategies, in subsequent chapters, for getting the project work done. Our goal is to put together a big picture of the responsibilities of your workgroup. A big picture can be put together from jigsaw pieces. This is a sort of bottom-up approach. Many management books and courses start at the top, at a strategic or even a philosophical level, but we start with the pieces.

Robert Pricer, of the Grainger School of Business at the University of Wisconsin-Madison, about 30% of bankruptcies happen to growing, profitable businesses. The immediate cause is always a cash-flow crunch, but this can be seen as lack of foresight, as managers doing things the way they’ve always been done and relying on a sense that “things are all right” rather than doing a cash flow analysis, which is a very boring exercise in a steady company but absolutely critical in one undergoing rapid growth.

If you can’t do something you promised, that’s bad. There are no low-priority promises or commitments. When you agree that you or your team will deliver, it’s a commitment, not a priority. Notice that this means two things are necessary. You need to know how available you are for the additional responsibility, and you need to be in a position to refuse it. If your own boss asks you to do something that’s outside your capacity, it’s not insubordination to refuse—in fact, it’s your responsibility.

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