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    <title><![CDATA[Discussion on 9 unconventional cures for the 'common corporation' ]]></title>
    <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046]]></link>
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    <language>en-us</language>
    <lastBuildDate>2013-06-19T23:05:27-07:00</lastBuildDate>
             

    <item>
        <title><![CDATA[Meanwhile in the real world .]]></title>
        <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80564]]></link>
        <description><![CDATA[I don't see change until Executive/Upper management realize they aren't god's and that most of the wasted money and time is because of the poor decisions they make . A few off the top of my head are outward bound type management team building courses (we know they're total smeg and a waste of money) or my fave spending a packet on office redecorating then crying about the cost of needed parts and equipment and quit promoting &quot; team players &quot; promote the people who don't agree with you or tell you want to hear . ( king Lear ring a bell ? )]]></description>
        <guid><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80564]]></guid>
        <dc:creator><![CDATA[cptfreakout]]></dc:creator>
        <pubDate>Wed, 10 Oct 2012 16:26:54 -0700</pubDate>
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    <item>
        <title><![CDATA[&quot;animal farm&quot; has lessons for that.]]></title>
        <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80517]]></link>
        <description><![CDATA[The horse always said:  &quot;I will work harder..&quot;  but the pigs ran things, and the horse worked himself to the glue factory (to death).. When promoted from horse to pig, the employee should stop being the horse and be the pig.]]></description>
        <guid><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80517]]></guid>
        <dc:creator><![CDATA[opcom]]></dc:creator>
        <pubDate>Wed, 10 Oct 2012 07:57:47 -0700</pubDate>
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    <item>
        <title><![CDATA[another issue - cooperation at high levels]]></title>
        <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80516]]></link>
        <description><![CDATA[cooperation at high levels is missing in many companies. Here is a hypothetical example. Boss A links his field support engineer employee's compensation to plan A, which requires a set number of customer visits and therefore a little cooperation from the sales force employees of boss B. Boss A and B's separate chain of command meet only at the regional VP level, where such minutiae of these plans are not considered or heard of, but assumed to be working.  The salespeople-employees of boss B get no compensation or benefit bothering to take Boss A's engineer employees to visit customers and boss B does not make them do it. B's employees or B itself have no monetary compensation incentive to cooperate. Boss A complains to boss B, and to B's boss, but is is of no avail because they do not have a common boss except the regional VP 4 levels up. VP tells all to play nice. Guess what? All pay lip service to the grand scheme. Boss A's employees get shorted for actions not under their control. The lazy / uncooperative salespeople do not sufer for it though. Why should they care? In the end once the engrs. are sufficiently ticked off, the salespeople start to wonder why they suddenly have to be extremely complete in all requests for assistance or they get kicked back with more questions, and why they have to do so much more of the legwork collection of data from the customers, before the engineering support department is able to help them at all. See what a nasty game that is?  It is because managers from different departments do not cooperate, are not given goals to cooperate on specific items. Managers sometimes need micromanagement.This hypothetical example is but one of many, many dysfunctions that exist in businesses today. These kinds of idiotic things and those who refuse to cooperate in improving the business must be found out and brought into line if a company is to succeed..]]></description>
        <guid><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80516]]></guid>
        <dc:creator><![CDATA[opcom]]></dc:creator>
        <pubDate>Wed, 10 Oct 2012 07:54:05 -0700</pubDate>
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    <item>
        <title><![CDATA[# 3]]></title>
        <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80466]]></link>
        <description><![CDATA[Tell that to Microsoft.]]></description>
        <guid><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80466]]></guid>
        <dc:creator><![CDATA[blackepyon01@...]]></dc:creator>
        <pubDate>Tue, 09 Oct 2012 12:08:35 -0700</pubDate>
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    <item>
        <title><![CDATA[Promoting New Managers]]></title>
        <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80430]]></link>
        <description><![CDATA[I have seen this over and over in my career.  When you need to fill a management position you promote the best worker.  Instead of becoming a leader, the worker tries to become a &quot;super worker&quot; and out perform all his people.  Promotion may be a nice reward for a good worker but it does nothing for the company.  Those folks don't understand that their new job as manager is to get other people to do their jobs better, faster, with less, etc. not do the work for them.  This is a whole different skill set than the one the &quot;best worker&quot; has demonstrated that he is good at.  Some folks can make the transition but in my experience most have a hard time with it.]]></description>
        <guid><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80430]]></guid>
        <dc:creator><![CDATA[Willie11]]></dc:creator>
        <pubDate>Tue, 09 Oct 2012 08:01:20 -0700</pubDate>
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    <item>
        <title><![CDATA[Situationally dependent.]]></title>
        <link><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80445]]></link>
        <description><![CDATA[One of the problems with &quot;good management&quot; practices is the idea that you can write them down and then follow them precisely to predictable successful outcomes. Unfortunately, situations demand very specific strategies - strategies often exactly opposite to similar situations in only slightly different contexts. The good manager is consistently able to correctly analyze the situation and apply the most appropriate management strategy.  Knowing all the available strategies is important. Following some rigid guide that suggests that the would be manager can avoid successful analysis by knowing all the management rules is doomed to failure from the start.]]></description>
        <guid><![CDATA[http://www.smartplanet.com/forum/discussions/1-12046-80445]]></guid>
        <dc:creator><![CDATA[dduggerbiocepts]]></dc:creator>
        <pubDate>Tue, 09 Oct 2012 07:35:19 -0700</pubDate>
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