Industrial Management

NOV-DEC 2016

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november/december 2016 3 The tough job of planning your liquidation By Andrew B. Crittenden, Victoria L. Crittenden and William F. Crittenden Whether due to voluntary situations (owner retirement) or involuntary situations (financially distressed companies), liquidation is often an unpleasant and painful option. Regardless of the reasons, it is critical that the liquidating business understand how best to come to a net orderly liquidation value and, in the case of a self-liquidation, that the business craft a phased liquidation process that will create the optimal environment for maximum gain. Enable and empower employees for success By William E. Hammer Jr. Enabling employees is crucial to successful empowerment and continuous improvement of business processes. Your organization can start by devising a custom education plan and selecting the appropriate enabling methodologies. The end result will be teams of employees that drive your enterprise forward. There's profit in wellness and social responsibility By Nieves Garcia and Brian H. Kleiner To earn an excellent return on investment, companies traditionally invest in products or technologies that will increase sales. Management also looks to decrease costs. However, there are other avenues, including investments in employees and in corporate social responsibility. Let's examine how a number of companies, including Costco, Johnson & Johnson and The Walt Disney Co., have made such investment strategies work. The right cybersecurity controls mitigate risks By Chris Moschovitis Cybersecurity is like a flu shot – even if you've taken it this year, you have to take it next year to deal with the constantly evolving threat that entails cybersecurity risks. Your organization's risk appetite, assets, budget constraints and skillsets all come into play when deciding the right blend of preventive, detective, corrective and compensatory cybersecurity controls. Contributors in this issue Managing presidential election politics in the workplace By Dan Carrison Avoiding politics while on the job is best – but it can be difficult to expect the politically inclined to turn a large part of their personality off when they enter the workplace door. As a manager, you have tools that can mitigate such conflicts: Finding common ground, instilling a sense of shared fate and stressing company citizenship can go a long way toward managing political passion. SEMS Says Patrick Hester knows the best way to solve a problem is to make sure you take the time to figure out the right problem; Pilar Pazos spells out how teamwork is not a nuisance but a quintessential skill that can help you transition from a technical to a management career. Building resilience to face unrelenting change By Jean Ann Larson These days, your organization is facing more changes than ever before – and having less time to deal with the new reality. Yet the cascade of staffing, cultural, technological and operational changes can result in change fatigue. If you're going to make change management a competitive advantage, you're going to have to take care of your teams and yourself. It also doesn't hurt to hire the right people, reduce job descriptions and develop a communications plan. 5 10 contents industrial management november/december 2016 6 24 21 8 15 28

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