Dr. Dan Berger holds a doctorate in Personnel Psychology from Columbia University. His consulting experience is diverse and includes companies such as American Airlines, Good Samaritan Hospital and the State University of New York at Stony Brook (to name just a few). A manager himself, having run the Suffolk Institute for Psychotherapy and Psychoanalysis, he is sensitive to management issues from the inside. He has co-authored "Flow Of Work And The Company's Fortunes: A Playbook For Productivity". and is president of Group Dynamics USA. Dan is married and has three sons, he enjoys playing Tennis, Golf and Kayaking.
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A manufacturing company of high-end precision
products had been doing well for a number of years, growing to $100 million in
sales. This family business was going to make a significant leap in its second
generation. The owner's son took over and hired his niece, Tanya.
Tanya had recently emigrated from Russia shortly
after the collapse of the old Soviet Union. She had obtained an excellent
technical education, which qualified her for the job with her uncle's company.
In addition to her Russian engineering degree she also began work on an MBA in
the States. In these studies she was exposed to modernized business and
especially management practices, something her uncle and his business partner
had not had. In this training-combined with her natural-born sensitivity-she
learned about good communication, appropriate reinforcement, goal setting, and
involving the employee in management decisions. In short she learned about a
"people first" approach to management.
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In my recently co-authored book, “Flow of Work and the
Company’s Fortunes” I promote the idea of Flow of Work as
a central idea that all business owners and managers want. It is about
productivity in a company and everyone working together to attain optimum
output. When you see this occurring in a company it is perfectly clear. When it
is not occurring it is perfectly clear in a negative way. By spending time as
an observer (or a customer) you get an immediate feel that a company is, or is
not, flowing.
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What do you do when an employee sees a clear
problem with the company and the company does not see the problem or won't
change? Many people would leave such a company. However if this is not an
option, what is an employee to do? In many instances the employee has to
consider what changes he or she can make to either help in their own
circumstances or indeed help the company.
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