The Team Diagnostic Survey (TDS) is a number of members of Domäne Consulting Group Ltda. in charge of diagnose about the different topics of the business environment around the world. They also provides an assessment of the motivations, ideas and wishes of the entrepreneurs.
When team members have completed the diagnostic, a feedback report is automatically generated into this Blog.
This report graphically shows the entrepreneurs special strengths, areas where improvement may be needed, and how the companies compares to other companies that previously have taken the instrument.
There is a sampling of sections from the Team Diagnostic Bogotá and Medellín (TDB and TDM). They asked a total of 250 small and medium enterprises about the importance of the business consultancy in their industries and the benefits involved.
Time to buy products
Ages
Main Target: General Managers, VP´s , CEO´s. City: Bogotá, Medellín-Colombia
Source: Domäne Consulting Group Ltda.
What role do frontline managers play in your
organization?
firefighters, who perform assigned tasks, identify and fix problems, and successfully confront unexpected everyday challenges or crises as they arise (e.g., handling irate customers, addressing production problems, identifying and eliminating defects)?
auditors, assigning and overseeing the completion of work by others, directly observing the conduct of direct reports, checking the speed and quality of their work, and intervening as necessary to maintain acceptable performance levels?
or are they true leaders, who spend most of their time directing and managing others, with an emphasis on motivating, coaching, and developing their direct reports?
**********************************************************
Our experience suggests that a front line that’s too focused on executing assigned tasks can have insidious long-term effects. Such preoccupation leaves no time for efforts to deal with new demands (say, higher production or quality), let alone for looking at the big picture. The result is a working environment with little flexibility, little encouragement to make improvements, and an increased risk of low morale among both workers and their managers—all at high cost to companies.
We’ve also found that remarkable performance improvement is possible for companies that help their frontline managers to become true leaders, and that successful approaches can be applied across many industries. A mining company that implemented such a program, for instance, enjoyed a 10 percent increase in tonnage per frontline employee. A bank branch found that cross-selling went up by 24 percent within a year. Total sales at a department store rose 2 percent in one six-month period.
To unlock a team’s abilities, managers at any level must spend a significant amount of time on two activities: helping the team understand the company’s direction and its implications for team members and coaching for performance. Little of either occurs on the front line today.
Across industries, frontline managers spend 30 to 60 percent of their time on administrative work and meetings, and 10 to 50 percent on nonmanagerial tasks (traveling, participating in training, taking breaks, conducting special projects, or undertaking direct customer service or sales themselves). They spend only 10 to 40 percent actually managing frontline employees by, for example, coaching them directly.
Domäne Consulting Group
Address:
Calle 98 No 8 -28 Oficina 501 (Bogotá-Colombia) – www.domaneconsulting.com- Telephone: (57) 321 4527104
Deja un comentario
Feed de los comentarios de este artículo