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  • Advice You - Stop Telling People What To Do!

    There seems to be a feeling that the answer to our performance measurement, incentive and ownership problems lie in what we do to the workforce.

    If what we
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
    do now to the workforce is not working then we have to change what we "Do" to the workforce.

    My experience indicates that the problems are not caused by w
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    at we "Do" to the workforce, they are caused by the mindset that believes that as managers we can manipulate the workforce to "Do" what we want.

    This minds
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    et is the cause of the failure.

    When we believe in the value of the workforce and know that they want to do a good job, the job of management stops being t
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    get the workforce to do what we want by telling them what to do and it starts being to look for the things that are stopping the workforce from doing a goo
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    d job, and getting rid of them.

    The biggest obstacle that gets in the way of the workforces desire to do a good job is a manager telling them what to do, t
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    lling them what their targets are and telling them what equipment to use to achieve those targets.

    The biggest part of the answer is so easy, stop telling
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    people what to do.

    How do you tell people that telling people what to do is wrong?

    Or do you do that at all?

    What do managers have to do?

    The initial pr
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    mise that we work from is that the workforce want to do a good job, they know how to do a good job and they just need to be given what they need in order to
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    do that job.

    The only thing that managers need to do is to listen to what the workforce want and give it to them. What management need to get up to speed
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    with is listening to the workforce. For most managers this is incredibly difficult because as soon as they become managers they undergo a divine change tha
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    t confers on them an absolute ability to know what is best for their workforce, better than the workforce themselves.

    If we try to tell these managers to r
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    lax their control and allow the workforce to start calling the shots that will be the end of that conversation and the effect of the implementation will be
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    zero, we will have achieved nothing because we tried to make a change by telling someone what to do.

    If on the other hand we are able to change the way tha
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    the workforce feel about what they do, we allow them to start to care about what they do, we allow them to become proud of what they do, then their manager
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    s have to ask, How did that happen? because when people are proud of what they do their performance becomes astonishing.

    Nobody has been told what to do.
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    e have simply allowed the workforce to become as good as they can be by removing the obstacles that managers put in their way and the resulting performance
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    makes the managers ask, How did you do that?

    And because they have asked we can now tell them, because they asked.

    We don't have to get the managers to "D
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
    " anything different. They will figure it out for themselves when they see what is happening to the workforce and their bottom line.

    How do you tell peopl
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    e that telling people what to do is wrong? You don't. Just make them curious about what is possible, they will get the rest on their own.

    Object achieved


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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