Category: Business Management

Team building is the key to a powerful enterprise business. This article will provide you with information that can help you put the right team leader in charge of the right group of people so that they can achieve the balance, chemistry and vision needed to succeed. Whether you’re an owner, an executive or a manager, the following information will be beneficial to you.

Team building solutions for enterprise business will help you build teams with great chemistry by identifying the characteristics of individual team members.

Successful team development is essential to the growth and progress of your business. Few tasks are more difficult than managing the efforts of a department, work group, or committee to effectively achieve organizational goals, yet employees who work together as a unit toward the goals and objectives of the organization can be more productive than a group of individuals working toward independent goals.

Team building is the workplace success factor that relies on the interdependence of each team member to ensure the team’s overall performance is meeting or exceeding its goals.

A team is an integral unit, working toward organizational objectives and goals, rather than an aggregate of individuals working on independent goals. Team building within organizations continues to be a necessity for business success.

Most enterprise-level organizations struggle with team development because of its great importance.
– How do you build teams?
– What’s the best way to manage diversity within a team?
– How can you effectively manage remote teams?
– How can you take your team to the next level in terms of skill, creativity and effectiveness?

Successful teambuilding is based on the core characteristics of every team member – their strengths, weaknesses and how they fit within the team.

Team building solutions for enterprise business help team leaders build on a team’s strengths to obtain its objectives via effective teamwork, through careful analysis of the team’s dynamics. The analysis provides information and resources for developing, managing, and enhancing teams with diverse members, multiple teams and even remote teams.

Team building assessments will help you to:
– Identify strengths and weaknesses within the team
– Assign duties to team members based on their skill sets
– Offer critical insight into which members have the ability to lead the team
– Provide new approaches and practical tips for team success

Achieving team goals is accelerated when team leaders have the benefit of team building assessments, the teambuilding tool for building stronger, more effective teams. It helps team members form habits of success to carry them forward in their careers. Team members also build the confidence that comes from achieving team objectives.

Thousands of organizations across the world are using team building solutions for enterprise business to promote organizational excellence and superior team development. The solutions are a tangible and valuable for teambuilding and strengthening any work team. Team building solutions for mid-size businesses will help you build a team with great chemistry by identifying the core characteristics of individual team members.

Team building may be one of the most valuable activities you can do for your business. Team building solutions help managers and enterprise businesses to:
– Learn to build effective teams. Find the right balance that will help the team leader assemble and shape a team into something more than just a group of individuals.
– Reduce workplace conflict and get team members to work together. Help team leaders find ways to coach team members through conflicts and use them to the team’s advantage.
– Build a team with great chemistry. Identify the core characteristics of individual team members and use them to build a well-balanced team.
– Learn how to handle team conflict. Inspire individuals to look beyond their differences and come together to work together effectively.
– Get the best performance from multi-generational teams. Empower team members to learn from each other and use their differences to propel the team to success.

This article continues where we left off discussing the 11 performance management best practices in the planning phase of the Lifecycle Performance Management Model. The Lifecycle Performance Management Model is an enterprise framework that is centered on 35 best practices. These best practices span across the five phases of the performance life-cycle: defining, planning, executing, monitoring and reporting. This article is the third of a series of five discussing the performance management best practices within Lifecycle Performance Management, and will focus on the executing phase.

The executing phase best practices involve implementing the planned activities outlined in the defining and planning phases. This is where we develop metrics, align performance to organizational objectives, identify cross-functional processes, and integrate data. During the executing phase the performance management team must maintain a climate of open communication with business unit liaisons and executive management, as this is where executive goals are transformed into action.

1. Employee Performance Management

Employee Performance Management is the systematic process by which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. The Employee Performance Management process includes planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding good performance. Functions within employee performance management are recruit and hire management, compensation management, incentive management, goals management, learning management, competency management and performance measurement.

2. Information Services Performance Management

Information Services Performance Management is the practice of measuring and monitoring information systems and services and aligning them to organizational goals and objectives. Information Services Performance Management involves supporting employees and customers, aligning business unit objectives to system capabilities and performance, communicating IT planning and performance data in a way that is useful to business unit management, and adapting to growing complexities and constant change.

3. Process Management

Process Management is a series of actions taken to identify, analyze and improve existing processes within an organization to meet new goals and objectives. Process Management involves identifying key business processes and aligning the results of these processes with the strategic goals. Lifecycle Process Management consists of baselining the current environment, identifying critical success factors, redesigning inefficient or ineffective processes, automating processes, identifying process metrics, and training employees on cross functional process.

4. Data Integration Management

Data Integration Management is the practice of gaining business value from information assets through the effective use of data management technologies and best practices. Key components of Data Integration Management include data integration, data quality, database management systems, data warehousing and enterprise information management. Data Integration Management enables an organization to secure a single, accurate, corporate view of key information.

5. Performance Metrics Management

Performance Metrics Management is the process of identifying quantifiable, results-driven metrics that enable informed decision making and encourages improved service delivery. Performance Metrics Management involves understanding the business and complexities of the organization, focusing on the desired outcomes, involving all participants for consensus and buy-in, ensuring that formulas and logic are valid, and storing performance results in a centralized location for easy access.

6. Performance Alignment Management

Performance Alignment Management facilitates the translation of business and functional priorities into strategy. Performance alignment consists of aligning corporate strategy to four areas: division/departmental, workforce, financial and resources. Ultimately, Performance Alignment Management develops a performance strategy that feeds strategic alignment, reflects organizational priorities, and leads to successful execution of organizational goals and objectives.

7. Cross-functional Process Management

Cross-functional Process Management is the process of breaking down functional siloed thinking and building the organization around core processes rather than specific functional areas. Cross-functional Process Management focuses on those major processes which require support from multiple functional support groups. Ultimately, a well managed cross functional process enables performance tracking throughout each of the functional “hand offs” and weak points within a major process are identified and corrected.

8. Systems Management

Systems management is an automated event management system that proactively and reactively notifies system operators of failures, capacity issues, traffic issues, virus attacks and other transient events. The tools allow monitoring of system status, performance indicators, thresholds, notification of users, and dispatch of trouble tickets. Systems Management provides optimal system performance, quicker resolution of problems, and minimizes failures. Automated solutions are used in support of distributed computing operations processes and policies for performance and failure detection and correction, as well as optimization.

9. Change Management

Change management is the procedure, policies, and tools established to monitor organizational assets to assure that unauthorized changes are not being implemented. It also affirms that a database of changes is available so that changes can be easily recognized during troubleshooting activities

10. Procurement Management

Procurement Management is a set of policies and procedures to manage the procurement process. Procurement Management does not necessarily designate that all procurement personnel are centralized in a single location; rather it involves the development of a common set of procurement policies and operating procedures, pooling of information about requests, vendor contracts, asset data, industry information, and qualified procurement skills to ensure the pieces required to get a cost effective deal are properly considered. As well, centralized procurement assures that standardization rules are in compliance.

About Victor Holman

Victor Holman is a business performance and growth strategy coach, consultant, international speaker, entrepreneur and creator of the Business Performance Portal. He has provided his expertise to over 50 government agencies worldwide and hundreds of corporations of all sizes. His goal is to help small businesses outperform their competition by applying business growth strategies and assessment tools that work for large, successful businesses.

He provides business consulting for small and large size organizations, business coaching, team performance workshops, and in-depth on-site business assessments for business owners trying to take their business to the next level. His highly acclaimed Insider’s Secrets Club delivers fast, simple, easy to implement strategies for growing your business fast!

You can access his FREE business assessment tools, business management kits, business training programs, videos, templates, and more at http://www.lifecycle-performance-pros.com

Today we are talking about the Toyota Celica GT4 ST185 or ST205 and installing the Wolf V500 Plugin Engine Management System.

Just a few of the benefits of installing the Plugin Kit onto the GT4 are that we have full control over Boost, Fuel, Ignition, and a huge range of other systems and parameters.

On of the things with the GT4’s, is that if you start increasing the boost and the amount of power produced, you will start to run out of fuel delivery. You will need to increase the injector sizing. Many larger injectors are low impedance, which in the case of the V500, is not a problem, as the V500 can control injectors down to 0.8 Ohms.

Another great advantage when removing the original ECU, and replacing it with performance aftermarket ECU, is that you can completely remove the original flap style Air Flow Meter, and put a tube in its place. This allows more flow to the turbo, and can help with increased boost levels and turbo / engine efficiency.

The original ECU in the GT4 is on top of the transmission tunnel, under the radio. When removing the original ECU out of the Toyota Celica GT4, there are bolts on both sides of the ECU that must be removed. The ECU can then be removed by pulling it out into the passenger footwell.

You then unclip the 3 connectors by pressing down the clips on top of each of the connectors. Now the loom is easy to access and ready for you to plug in the V500.

To fit up the V500 Plugin Kit, is as simple as pluging in the 3 plugs in the original loom into the 3 bays that match these plugs in the Wolf Plugin Harness. There are 3 different sized plugs so it is not possible to connect these plugs incorrectly.

Now, we plug the V500 into the other end of the Plugin Harness.

We have run a vacuum line from the engine intake manifold to the ECU. This vacuum source must be showing full vacuum / boost. Do not use a vacuum port where the vacuum or boost can be different from the boost or vacuum in the manifold. This can occur where boost is bled off for wastegate control, or a transition port in the throttle body. Both of these ports may show different boost or vacuum compared to the actual manifold boost or vacuum.

Plug this vacuum line into the V500.

Once you have the V500 connected to the GT4, it’s time to check that we have power, and that the car starts with the base tune that is supplied with the ECU.

When you turn on the key, you will see a green light on the end of the V500, showing that ECU is powered up.

When you crank the engine, the light will turn yellow, and once the ECU has enough information to synchronize to the engine, the light will turn blue and the engine will start.

So, once you have installed the V500, it starts and runs, the next step is to check the ignition timing and get it ready for the dyno.

When we say, “Get it ready for the dyno”, what we mean by that is that you must check hose clamps, check for water leaks, make sure all of your intercooler piping is tight. There is nothing worse than getting onto a dyno and having problems.

Some mistakes new online business owners make and how to avoid them

New business owners, particularly an outsourcing company, carry with them misconceptions about the business that can be detrimental to their success. Those whove been there share some of these mistakes with us, and how to best avoid them:

Common Mistake #1: Treating your business as a sideline.

A lot of people get into a business “thinking they dont have to work” and that it “works on auto-pilot”. On the contrary, you need to put in your time, hard work, physical presence, and care to make your business grow. In the absence of a professional managing team, a business will always need the hands-on management of its owner. “That is why RemoteWorkmate require all our employees to log in at least 5 minutes before their shift to ensure their focus,” says John Paul Grant, the owner of an outsourcing company in Philippines.

Common Mistake #2: Neglecting to improve yourself.

Being a business owner means having good people skills and having the ability to manage employees. So take courses or study articles that teach about management and self-improvement; when you improve yourself, you improve your business.

Common Mistake #3: Focusing on money too much.

Applicants must also consider if they have proposed the right location, and if they can manage the business well. Others make the mistake of choosing businesses based on the price and affordability. Although financial gain is one of the reasons to have a business, it should not be the ONLY reason. Try to instigate to your employees never to work for money. Those who work with enthusiasm and passion are the most successful because “their passion for the product and business drives them to excel, then the money abundantly flows afterwards as a result of their passion and enthusiasm.”

Common Mistake #4: Charging personal expenses to the business.

Some new businesses make the mistake of charging their familys expenses like groceries and other utilities in the income of their business; this eats up their operational expenses and messes up their financial accounting. Get a salary from the business then deduct your personal expenses from there. What I mean is to work for your own company that will strike a good result in sales, get a client that will pay for your business.

Common Mistake #5: Having unrealistic expectations.

Although the failure rate in having an online business is relatively low, all business men agree that they cannot guarantee a 100% success rate because it depends in a variety of factors. Some business man expects their employees to do everything for them, which is a common misconception. While employees are there to support and guide the business, managing the business, and running it lies on your hand. You also need to manage your expectations. To prepare for the natural highs and lows of doing business, “You should have a passion for the business you are entering.” Study the market well and be prepared for the lows because there will be dips in your income. At the end of the day, your virtual staff or employees success actually depends on you.

Knowing what not to do helps you focus on what you need to do in order to succeed. Cheers to a great year ahead!

For companies such as American Express, First Data and Standard & Poors quality has always been of paramount importance. Their clients find quality synonymous with these company names. Clients also expect these companies to deliver timely products and services. These three renowned organizations have mastered finding synergy between the two key elements of quality and productivity. These two key elements have powerful connotations. Quality is equated with excellence that conjures up eminence, value and worth. Productivity is equated with intuition that conjures up instinct, impulse and sixth sense. The single term that best describes this dynamic combination is Qualitivity:

Quality + Productivity = Qualitivity

Organizations today are striving to survive this period of economic downturn and recovery to follow. Qualitivity ensures this survival by focusing on quality and quantity of work and the quest for service excellence. These three Qs quality, quantity and quest combine to achieve the full benefits of Qualitivity. Exploring the methodology for achieving the three Qs will ensure Qualitivity is achieved.

As management is responsible for getting results, they need to be vigilant in seeking these opportunities. Fortunately, many ideas are generated by and gathered from line staff. Management is responsible for accessing, researching and implementing these fast paced changes. Management will also be generating process improvement ideas by asking the following questions:

What could be streamlined? What could be improved? What could be eliminated? What could be combined? What could be automated? What could be changed? What could reduce costs? What could increase productivity? What could improve quality?

Answers to these questions will surface as management reviews the work in their area. Therefore, both employees and management provide Qualitivity opportunities.

One of the keys to Qualitivity is management and employee acceptance. This is vital to the success of a high quality and productivity environment when management and employee ideas converge and blend into one coordinated effort. Management and employees will need to find a common ground. Everyone should begin to examine if tasks are important, valuable and necessary.

When managed correctly, there will be a renewed quest for quality and productivity. As all groups launch new initiatives, it will begin to get contagious. There will be a resurgence of creativity within groups. As this trend accelerates, it will be a key indicator that management has created an environment conducive to Qualitivity with the goal of streamlining of processes and reduction of operating costs while maintaining quality.