Difference between revisions of "Methods in organizations"
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| − | * ''' | + | * '''Day to day decisions made by manegers''' - Mangers need to make hundreds of mini decisions every day. They can't consult their people all the time, therefore they need to make their decisions alone, and in seconds. To be able to do that, mangers need to understand in many areas, to get good decisions. [https://en.wikipedia.org/wiki/Ben_Horowitz Ben Horowitz] suggested a solution to this problem and wrote that mangers need to meet their people often, and talk with them, and try to understand what they do. Mangers should regularly set one-on-one meetings, and learn what their people do and how they think about problems. They need to meet not just the high level administration, but with all levels of the organization<ref>Ben Horowitz, 2014, The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers</ref>. |
==References== | ==References== | ||
<references/> | <references/> | ||
[[category: methods]] | [[category: methods]] | ||
Revision as of 03:42, 20 July 2016
- Day to day decisions made by manegers - Mangers need to make hundreds of mini decisions every day. They can't consult their people all the time, therefore they need to make their decisions alone, and in seconds. To be able to do that, mangers need to understand in many areas, to get good decisions. Ben Horowitz suggested a solution to this problem and wrote that mangers need to meet their people often, and talk with them, and try to understand what they do. Mangers should regularly set one-on-one meetings, and learn what their people do and how they think about problems. They need to meet not just the high level administration, but with all levels of the organization[1].
References
- ↑ Ben Horowitz, 2014, The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers