- •ChapTeR 1. Individual work technique: ноw то мaкe up for lost time
- •1.1. Lack of time
- •Results of the Research
- •From Whom to Learn
- •Waste of Working Time
- •What to Begin with
- •What Will the Recommendations Give You
- •1.2. Recommendations for organizing time
- •Rule 1. Make a daily schedule listing all jobs in the order of their importance.
- •Rule 2. Take up first of all the most important and urgent affairs.
- •Rule 3. Escape from routine work and try to stay alone at least for an hour.
- •Rule 4. Don't scatter your attention, concentrate on one job at a time.
- •Rule 5. Try to make over as many tasks as possible to others.
- •Rule 6. Update the system of control.
- •Rule 7. Don't allow the papers pile upon the table.
- •Rule 8. Use the effect of 7 "small things'
- •1.3. On thc applicability of recommended rules
- •Some Tips
- •1.4. Do not let us linger!
- •Habits Dominate over Us
- •Inertia Is Rooted in the Truth That It's Easier to Go on with a Job than Begin a New One.
- •Unpleasant job
- •Complicated job
- •Uncertain situation
- •Снaртer 2. Business communication
- •2.1. Business conversation, talks
- •Importance of business communication
- •2.2. Ten rules to prepare for and carry on a business talk
- •Rule 4. Choose the right place.
- •There should be nothing to disturb or divert you;
- •The place should correspond to the aims of the talk.
- •Rule 5. Objectives of the first part of a talk: a) to have the participants focus their attention on the subjects; b) to create the atmosphere of mutual confidence.
- •Rule 6. Bring your tactics in line with the aims.
- •Rule 7. Try to keep your partner talking most of the time.
- •Rule 8. Rise to the occasion.
- •Rule 9. Fix the information obtained.
- •Rule 10. Stop the conversation right after reaching the set purpose.
- •6.3. Particulars of various kinds of business talks
Rule 8. Rise to the occasion.
This rule concerns the criticizing party first of all. To reprimand the subordinates for their bugs is one of the most important but difficult duties. If the subordinate makes a slip he expects the chief to be strict and fair to him. Since many look for, first of all, excuses that are objective and valid from their viewpoint and blame themselves only after they are carefully listened to, they may get an impression that the criticism is unjust. Hence, the said rule has the following expansion:
listen to the explanations;
keep the tone of the talk even. (The rules for executives of many corporations, firms and enterprises contain this item: have infinite patience when talking to subordinates!);
before any criticism, try to find something that deserves praise and do some praising. This is a very effective method. Its use is especially desirable before crushing criticism. For in stance, you say: "We've been working with you for... (so many years) and time and again your showing was-excellent (cite 1—2 examples). But explain what is happening to the last assignment I gave you?"
Here, the subordinate has no ground to complain of unfair, partial attitude to his person because he sees that both the positive and the negative aspects in his work have been noticed.
Looking for something what you might praise the subordinate for, you render help not to your partner alone but to yourself. Because combination of both merits and demerits makes your position more weighted and more tolerant. And this makes it easier to fulfil the two previous rules: to listen to the subordinate and to keep your tone even. And no confrontation is likely to arise.
This is a very important point since dissatisfaction with criticism 'swallows' the greater part of the constructive force of critical remarks.
Criticism methods in detail are described below. Here we have touched on the most fundamental requirements.
Rule 9. Fix the information obtained.
Data obtained from a talk get evaporated from our memory even in the process of the talk. Therefore, it is advisable to make notes in the table pad in the process of the talk (figures, facts, names, telephones...). On completion of the talk summarize it in your notebook.
Information received by telephone is the soonest to be lost because absence of visual image appreciably lowers the ability of committing it to memory.
Consequently, the motion of the executive is natural as he lifting up the receiver, draws up a sheet of paper to put down the information.
Rule 10. Stop the conversation right after reaching the set purpose.
The person is likely to keep in mind what he heard at the beginning of the talk and do what he heard in the end of it.
The best result of the talk (if you try to have the partner do something) is when the partner starts to act right after the end of the talk. Along with the appropriate time of the action, a great accuracy of the performance can be expected since all points of your instruction are the freshest in the memory.
In case on completing the talk you decide to start a friendly chat, this brings down the effect of your previous efforts. After a chat like that, the employee loses many details of the talk.
You might as well begin your talk by indulging into a bit of every day philosophizing for the sake of creating a sort of cordial atmosphere (according to the objectives of the initial part of the talk — rule 5.).