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Weil bei uns gerade Bonus-Saison ist:

Emoluments (englisch für Einkünfte oder Tantiemen) describes the total remuneration of an employee or director which includes salary and bonuses etc or total compensation for a job (done).

Und weil wir gerade dabei sind, lesen wir doch noch schnell was Tantiemen wirklich sind.

Tantiemen sind eine variable ergebnisabhängige Vergütung/Beteiligung, die in einem Anteil des Umsatzes, des Gewinns bestehen oder die von anderen Leistungs- oder Ergebnis-Kriterien abhängen und meistens neben einer festen Vergütung an Vorstandsmitglieder einer AG, an Geschäftsführer oder leitende Angestellte gezahlt werden.

So jetzt wissen wir es also. Nebenbei ist das nicht zu verwechseln mit einer Inkonvienz- oder auch Schafseckel-Zulage. Auch sind solche Emoluments nicht zu verwechseln mit einer Anwesenheitsprämie, auch wenn bei uns einige das so sehen. Es ist für mich sehr spannend zu sehen, wie sich Menschen in diesen Phasen verhalten. Ich denke hier wird versucht Leute mit Geld zu kaufen. Leider trifft man hier auf eine “Delle” bei mir. Wie stehen Spass bei der Arbeit und Bonus in Einklang? Was kann man machen, damit das alles zusammenkommt und Sinn macht? Soviele Fragen. Die kann ich ja jetzt beantworten, wenn ich meine Emoluments in die Volkswirtschaft bringe.

Ich weiss ja, dass Bücherbesprechungen nicht wirklich ein “Renner” sind. Aber ich habe heute wieder einmal einen Liebling im Bücherregal gesehen.

Programming Pearls, 2nd Edition, ISBN 0-201-65788-0. This book is a collection of essays about a glamorous aspect of software: programming pearls whose origins lie beyond solid engineering, in the realm of insight and creativity. This book provides a guide for both students and experienced programmers about how to design and create programs, and how to think about programming. The book is full of small case studies, real examples, and interesting exercises for learning about how to program.

Auch wenn es wirklich gut ist, dass ich heute nicht mehr programmiere, gibt mir dieses Buch immer wieder gute Anhaltspunkte, über was ich nachdenken sollte, wenn ich mir Programmierung anschaue. Es zeigt auch immer wieder Schwächen und Probleme auf. So auch dieses Mal und ich habe ein Beispiel gefunden, dass diese Punkte erklärt.

Und ansonsten ist dieses Buch eine wunderbare Lektüre für all diejenigen, welche wieder einmal Spass haben wollen und keine Sudokus mögen.

Das heutige Buch: The One Minute Manager Meets the Monkey vonKenneth Blanchard, ISBN 0-688-10380-4 hat ganz viele gute Tipps für das Geschäftsleben.

About monkeys in this books

“Good morning boss, can I see you for a minute? We have a problem”. I need to be aware of my people’s problems, so I stand there listening, while he explains the problem in detail. After having discussed the problem for 30 minutes, I know just enough about the problem to know I have to be involved, but not yet enough about the problem to make a decision. So I say “This is a very important problem, but I don’t have any more time do discuss it right now. Let me think about it and I will get back to you”.

Where is the monkey?

Before the two of us met in the hall, the monkey was on my staff member’s back. While we were talking, the matter was under joint consideration, so the monkey had one leg on each of our backs. But when I said “Let me think it over and get back to you”, the monkey moved its leg from my subordinate’s back onto my back and my subordinate walked away thirty pounds lighter. Why? Because the monkey then had both legs on my back.

What happens when you take a monkey?

When I allowed that monkey to leap onto my back I volunteered to do two things a person working for me is generally expected to do:

• I accepted the responsibility for the problem from the person
• I promised the person a progress report
• Just to make sure I know who is the new boss, the next day my staff member will stop by my office several times to say “Hi boss, how is it coming?”
• What happens to the monkeys?

Finally, perhaps the greatest lesson I have learned about monkey management, at work and at home, is that there are always more monkeys clamoring for attention than we have time to manage. Unless we are extremely careful which ones we accept responsibility for, it is very easy to wind up caring for the wrong monkeys while the really important ones are starving for lack of attention. If we thoughtlessly try to handle all of them, our efforts will be diluted to the point where none of them are healthy.

Statements about monkeys

For every monkey there are two parties involved: One to work it and one to supervise it
The more you get rid of your people’s monkeys, the more you have time for your people
Rules of monkey management:

• Descriptions: The next moves are specified
• Owners: The monkey is assigned to a person
• Insurance Policies: The risk is covered
• Level 1: Recommend then act
• Level 2: Act, then advise
• Monkey Feeding and Checkup Appointments: The time and place for follow-up is specified
• All monkeys must be handled at the lowest organizational level consistent with their welfare
• Assigning invokes a single monkey; delegation invokes a family of monkeys

Statements about bosses

• It’s tough to work for a nervous boss, especially if you are the one who’s making your boss nervous
• If you always agree with your boss, one of you is not necessary
• One day I was bending my bosses ear about all my problems and asked him what I should do. He said, “You mean you don’t know what to do? Well I don’t know what you should do, either. That makes two of us who don’t know what you should do, and the company can afford only one of us!”
• Keeping bosses satisfied takes time, but dealing with dissatisfied ones takes even more time.
• How do I keep my boss satisfied with my work? Always do what your boss wants. If you don’t like what your boss wants, change what your boss wants, but always do what your boss wants.

Statements about management

• Why is it that some managers are typically running out of time while their staffs are typically running out of work?
• Things not worth doing are not worth doing well
• Experience is not what happens to you; it’s what you do with what happens to you
• The best way to develop responsibility in people is to give them responsibility
• Practice hands-off management as much as possible and hands-on management as much as necessary
• Never let the company go down the drain simply for the sake of practicing good management
• The purpose of coaching is to get into position to delegate

Die ganze Weisheit des Buches in einem Bloggeintrag! Und jetzt wissen endlich alle, wie ich wirklich funktioniere.