A Quote by Harvey Mackay
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
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As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
The corporation is the "master", the employee is the "servant". Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
My first job in L.A. was actually playing an employee in a Best Buy commercial, but I played a bad employee at another store. I also worked at a commercial casting company running cameras and session directing.
The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.
Just because an employee does things differently doesn't mean he or she won't do the job right or as well. If you establish expectations of the goal and the standards to follow, then methodology shouldn't be an issue.
If an employee can demonstrate results produced in a way that the company didn't think possible, then a new way forward can begin to take shape.
The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
What you should be in a rush for isn't necessarily the immediate monetary return, but it's to know that this equation existing between an employee and a company is being honored. What's the equation? I'm going to give you my most precious thing that I have - my time and my reputation. That's what the employee says. And the company says I'm going to take your time and your reputation and direct it at things that we believe collectively have a huge impact opportunity to do something extremely positive. And that positivity will get measured in impact and also economic upside.
Employee participation programs and employee ownership are important efforts to deal with powerlessness at work.
Accept that no matter where you go to work, you are not an employee you are a business with one employee, you. Nobody owes you a career. You own it, as a sole proprietor.
A boss who interrupts an employee a lot is called an extrovert, whereas an employee who interrupts a boss too often is called an ex-employee.
Every employee, not just the senior people, should know how a company is doing.
The management system which makes only a pretense of valuing employee involvement and encouraging employee empowerment merely breeds cynicism.
From now on, don't do this, even for me. We don't have an employer-employee relationship right now. I'm a person and you're a person. Why does it have to be so one-sided? Why do only women...Why only you, Yoo Kyeong, have to do things like that? 'So, I'll try to look good, in any way that I can.' Let go of such thoughts. When you're on TV, you look wonderful, full of confident. You shine.
I first learned of the value of employee stock ownership plans while representing Louisiana's 3rd congressional district, home of employee-owned Acadian Ambulance.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
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