I received today a material about communication process planning in a company, organization. Enjoy! Let me know what you think of it. Thank you

Here it is!

(from Mark Buzan from Action Strategies www.actionstrategies.ca)

Is departea de a fi persoana publica… inca

Titlul se asociaza cu trairile mele de azi mai mult prin partea a doua a frazei.

Insa hai sa zic despre ce e vorba

Azi mi s-a spus ca am asteptari prea mari de salariu…

Dupa ce am participat la concurs si am ajuns sa fiu selectata intr-o companie straina, iata ca venise si timpul de a vedea ce oferta de salariu am.

Mi s-a propus un job full time, cu o gramada de restrictii si control cu 300 euro (plus ca mi se si impoziteaza, raminind cam 240 euro) .

Normal ca nu acceptasem… Cum as putea sa o fac, daca nu mi-as ajunge nici de o chirie normala.

Si, normal ca am incercat sa negociez, sa specific cu ce sunt deosebita si ca pot si merit mai mult, pentru ca pot oferi multe.

Dupa ce am explicat totul, cerind mai mult: mi s-a scris in 5 rinduri de 3 ori ca am asteptari prea mari si ca nici intr-un caz nu vor sa schimbe salariul oferit… Plus la asta pe motiv ca nu ma cunosc, au zis ca nu ar risca. Asta chiar e funny

in fine…am sa ajung eu la venituri si mai mari … insa fara ei

De altfel, cred ca merita sa ajungi sa fii apreciat, daca esti specialist bun, nu? si daca vor rezultate bune si multe, nu au decit sa respecte efortul, pe care noi il depunem pentru a ne forma si a ajunge la nivelul la care sa nu ne fie rusine de ceea ce putem oferi

Scarlett Pruitt, blogging on HRWorld.com, collects real-world evidence of dysfunction in workplace settings. Business Essentials thought that the following 10 signs of a dysfunctional workplace bear repeating.

1. Nothing can get done without the boss’s approval.
“Empower your organization by delegating,” said Pruitt. There’s not much CEO work going on if the boss has to sign off on every little thing. And there’s a corollary. To get things done, you have to hide them from the boss. Now you know you have a situation that is going to end badly.

2. Who is the boss?
The structure may be clear on paper, but no one knows who really makes the decisions. Everybody benefits from clarifying decision-making responsibilities.

3. Do-nothing meetings.
If a meeting has no agenda or just rehashes previous discussions, drop it. And again, a corollary: IMing during meetings. Meetings are for brainstorming and discussing, not “IM conversations,” said Pruitt. And “Pull the plug” on cell phones.

4. Cubicle co-workers IM instead of talking.
Some topics require face-to-face discussion. Arrange some meetings (but don’t forget rule number 3.)

5. There’s more than one “secret couple” around.
They usually don’t stay secret for long, and tension and drama (and lawsuits) result if there is perceived favoritism. Write a policy and enforce it.

6. IT rules are so tight that you’re not told your own password.
Tech security is important, but there are limits. Find a reasonable middle ground.

7. There’s a “wall of shame” where employee mess-ups are posted and highlighted for the entire world to see.
“Rewards should be public, but chastisement should be private,” Pruitt said.

8. The boss screams at staffers, for example, when there’s skim milk instead of half-and-half for the coffee.
Authority should never be used to bully or intimidate. Counsel or call in the consultants.

9. Everyone has 10 weeks of accumulated vacation because no one can take a day off.
“People are not machines,” said Pruitt. “Encourage them to take vacations, or they are likely to walk out one day and never come back.”

10. What matters is not what you get done, but how many hours you are seen “working.”
Don’t be impressed by the person who arrives early and leaves late just for show. “Reward productivity, not hours,” said Pruitt.