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Editura Evrika Manager or imposter. Business performance management - Cosmin Baiu

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35,00 Lei 29,75 Lei

Publisher: Evrika

Author: Cosmin Baiu

Pages: 160

Publisher year: 2021

ISBN: 978-606-94903-6-5

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Manager or impostor. Business performance management

The MINI MBA collection is primarily aimed at business people, business people, young people, ordering a business or those interested in understanding the fascinating world of finance. The volumes published in this collection are written in an economically accessible language, the concepts are clearly explained and exemplified by dozens of case studies.
The second volume of the collection addresses the following topics:
1. Business ethics
2. The 10 skills of the ideal manager
3. Sales team performance management
4. Performance management of support teams (Operati-uni, Financial, Risk, Human Resources)

Cosmin Baiu, MBA, has over 20 years of experience in the financial-banking field, working exclusively in top banking companies in Europe. He has held and holds multiple executive management positions (Credit Director, Corporate & Retail Sales Director, Executive Director), being a member of several Credit Committees.
Cosmin BAIU has extensive experience in the economic field. He has been working for over 20 years in top banking companies in Europe, occupying multiple executive management positions, including that of a member of several credit committees. He has an experience that combines the activity of credit risk analysis with the activity of selling retail and corporate products, which allows him an overview, unique, of the financial-banking world.

Content
Introduction / 9
Chapter 1. A few words about ethics / 19
Chapter 2. The skills of the ideal manager / 27
Chapter 3. Sales team performance management / 95
Chapter 4. Performance management of support teams / 128
Axioms of the corporate world / 145
Instead of… epilogue / 149

Is there anyone in this country who is not already very good at economic, legislative and legal issues? I say no, and this applies perfectly in the field of management: absolutely all employees and not only, regardless of the field of activity, are much better at leading a team, an organization, than the one actually nominated. to do this thing. They all think only of the money he receives in addition to his salary due to his position and completely ignore the responsibilities involved, which are ridiculed.

"He's not doing anything anyway, I'm also preparing his reports."
"He comes two or three hours a day and earns double, it's not fair, I should take that money."
"He promoted because he has batteries, we know who his father is and what his relationship is."
"He does nothing but scream all day, I'm tired, I'd be a much better boss."

Absolutely all employees think this way at some point about their managers - not necessarily every day; in reality, less than 4% of managers have the respect of the team they lead. However, although new and new managers / heads of service / directors appear every day, instead of the old, fired ones, at no time do the new ones bring a change, a significant improvement of the working environment. What is the explanation? Are the bosses condemned to public disgrace, to eternal ungratefulness from subordinates and even to isolation, marginalization?

The answer is somewhere in the middle; one of the corporatist axioms states that when an employee is promoted, he can no longer have the same relations of friendship, of communication, with the other colleagues, who have now become subordinates. He can no longer and should not try to participate in the “churches” of his former colleagues, he fails to hear sincere and free discussions from his subordinates, unless they are aware of his presence there. The main character in the novel The Treasure of the Island, by R.L. Stevenson accidentally finds out what the sailors are gossiping about him and his friends, how they prepare their death or exile, while he hides on the bottom of an apple barrel on the deck of the ship. Unfortunately, there are no such places / "apple barrels" in corporations, where the marginalized, alienated and curious manager can find out what the team really thinks about his abilities.


On the other hand, despite the multiple management courses, so expensive, most managers usually make the same mistakes in the relationship with subordinates, do not accept their mistakes and consequences and end up in time to develop a relationship of hatred and a keen feeling. betrayal in the relationship with one's own team, even towards the new employees. The most acute form of this dysfunctional relationship is that in which any communication between the manager and the team is interrupted, and the messages are transmitted only in writing. In such extreme situations, the team self-organizes and tries to bypass its boss in the operational flow, to leave him isolated in the office to sit in vain, feeling miserable and useless.

In one of the corporations where I worked, I met, at my debut there, a situation in which my deputy director not only did not speak, but also did not greet the members of the sales team. Every morning she passed silently through the common space, gasping nervously on her heels in search of a hot coffee, with which the time interval of 9-10 a.m. was inevitably associated, after which she was instantly set up with me, with the precision of a Swiss clock; his face was always congested with rage:
These bastards don't greet me!
Good morning to you too! ... Well, what else happened this morning?
I passed by and no one even said a "Hello" to me. It is unacceptable, I give up in these conditions… they are nothing but lazy and poorly bred hares, who do not know how to sell. The ungrateful
But did you say good morning to them? Or did you proceed as in my case?
No, but I'm their boss, they have to open their mouths first…

Listen, these people are under considerable stress, each has a budget of several million EURO to do. They need real support from their managers, and when they feel they are not receiving it, they become frustrated and behave exactly as you described above.

I've never had the problem you face, you'd say we're talking about two different teams ...
But I'm the boss, the deputy director! He has to respect the function, if not me!
Any leader who says "I'm the boss!" to impose his point of view on the team is a weak leader. Things are not going well, people have rights and obligations, and the greeting of the position, of the title, does not enter, I think, in the chapter of obligations from the job description. Try to get closer to them, go with them to meetings with clients, help them with the files to get through the risk faster…
No, YOU don't understand, I'm the boss! I am boss and they are obliged to listen to me!
Okay, I said bitterly, I'll talk to them, see what I can do.
My deputy is upset that you don't greet her enough and generally don't pay enough attention to her. What do you have to say about that?
It's not possible! After doing nothing all day and earning twice as much as us, does he still have pretensions? Do you want us to tell you her past, to understand that she doesn't deserve to hold this position?
He describes to me how he managed to sneak into the leadership of the department through a succession of bosses he sat next to, flattered them, begged them to give him better and better positions, after which he dug them in front of the executive management to take them over. the post.

He never helped us at all, instead he just gave us frowns, as if we were animals… and if we are to be really honest, he is weaker than all of us. She could not do the things we do because her career has completely eluded sales activity.

The team was right, as it turned out. She screams nervously on her heels all day, snorting contemptuously at all her classmates, but being flattering and smiling at all the other colleagues in the company. As a skilled politician, he needed the appreciation and friendship of those who could not reveal his true face, lack of competence and innate wickedness. He had to leave.

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