TARO'S MYOPIC MANAGEMENT

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Anonymous

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Novel ideas are initially incomplete and require ideas to circulate, which creates appropriation risks. . Taro can establish boundaries that guarantee safe circulation of internal ideas, but, because Taro Management needs to limit idea circulation, they may fail to achieve completion.

There is considerable debate as to whether decision makers behave differently when the probabilities are known (risk) and when they are not (uncertainty).

The insight for Taro management: Diverse organizational forms of Culture such as Employee & Management Trust should naturally coexist and mutually reinforce each other.
 






From Leo's Board -
What do regional managers really do? For that matter besides approving expense reports, what do managers do? Long answer.....nothing. HR can do hiring and firing. Trainer can help get reps up and going. After that what is there? How many of you have really been influenced or helped by your pharma manager? Its funny. Most of them weren't good sales reps in the first place. This industry is driven by numbers that can't be compared from state to state. There are way to many factors that go into a ranking. Most of which reps can't control. Volume? Territory Size? Economic factors? Insurance? Access? All are different in every territory. So how can you be stack ranked and then given a promotion based on how your territory did versus others. Its a dead model and needs revised. Reps make a difference but as individuals. No need for a manager to eat breakfast talk about numbers he or she has no clue about make 3 calls. Offer no substance in the call. Critique your call, which honestly we do ourselves. Then break for lunch make another call and head home at 2. But yet ask us to get 8 sigs and work 7-5. How many times have you really gotten 16 sigs, not calls while your manager was with you. Don't preach about calls counting becuase we all know you can make 10 calls a week to your top peeps and get as many scripts as if you made 40 and 30 were to waste of time hand your computer off BS sig calls. So I repeat what do our managers and regional managers really do? They aren't making business deals and they aren't marketing. They dont goal set. They approve expenses. Good day.
 






Anonymous said:
From Leo's Board -
What do regional managers really do? For that matter besides approving expense reports, what do managers do? Long answer.....nothing. HR can do hiring and firing. Trainer can help get reps up and going. After that what is there? How many of you have really been influenced or helped by your pharma manager? Its funny. Most of them weren't good sales reps in the first place. This industry is driven by numbers that can't be compared from state to state. There are way to many factors that go into a ranking. Most of which reps can't control. Volume? Territory Size? Economic factors? Insurance? Access? All are different in every territory. So how can you be stack ranked and then given a promotion based on how your territory did versus others. Its a dead model and needs revised. Reps make a difference but as individuals. No need for a manager to eat breakfast talk about numbers he or she has no clue about make 3 calls. Offer no substance in the call. Critique your call, which honestly we do ourselves. Then break for lunch make another call and head home at 2. But yet ask us to get 8 sigs and work 7-5. How many times have you really gotten 16 sigs, not calls while your manager was with you. Don't preach about calls counting becuase we all know you can make 10 calls a week to your top peeps and get as many scripts as if you made 40 and 30 were to waste of time hand your computer off BS sig calls. So I rep
eat what do our managers and regional managers really do? They aren't making business deals and they aren't marketing. They dont goal set. They approve expenses. Good day.
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Don't worry EM your Hawaii trip is paid for no need to trash the DMs who belong to go on the trip. Hope you get LEID.
 












Anonymous said:
Novel ideas are initially incomplete and require ideas to circulate, which creates appropriation risks. . Taro can establish boundaries that guarantee safe circulation of internal ideas, but, because Taro Management needs to limit idea circulation, they may fail to achieve completion.

There is considerable debate as to whether decision makers behave differently when the probabilities are known (risk) and when they are not (uncertainty).

The insight for Taro management: Diverse organizational forms of Culture such as Employee & Management Trust should naturally coexist and mutually reinforce each other.
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. If someone is relatively overconfident about their estimates and predictions, they can make mistakes when presented with new and conflicting information. The more confident someone is about such uncertainties, the more they tend to overestimate the precision of these estimates. The intuition is slightly ironic: When adjusting predictions in the face of new information, the overconfident person will overweight both the information and its precision.
The insight for management: Avoid overconfidence bias; such misguided thinking leads to decreased ability to adjust to and benefit from new information.
 






Anonymous said:
. If someone is relatively overconfident about their estimates and predictions, they can make mistakes when presented with new and conflicting information. The more confident someone is about such uncertainties, the more they tend to overestimate the precision of these estimates. The intuition is slightly ironic: When adjusting predictions in the face of new information, the overconfident person will overweight both the information and its precision.
The insight for management: Avoid overconfidence bias; such misguided thinking leads to decreased ability to adjust to and benefit from new information.
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Lesson # 4: Decision makers with “reference-dependent preferences” assess outcomes based not on their total value, but on their value relative to some previously attained value.

That is called Taro Management Style...............
 






Whoever you are, you are spot-on. Unfortunately, those who are supremely confident in their abilities are not intelligent enough to see their own faults. If they truely posessed the winning combination of intelligence and competence, arrogance would be unusual. Arrogance here is the norm.
I am afraid you may be spinning your wheels here teaching lessons to those not capable of understanding the subject matter.
I do, however, applaud your efforts.
 






Anonymous said:
Whoever you are, you are spot-on. Unfortunately, those who are supremely confident in their abilities are not intelligent enough to see their own faults. If they truely posessed the winning combination of intelligence and competence, arrogance would be unusual. Arrogance here is the norm.
I am afraid you may be spinning your wheels here teaching lessons to those not capable of understanding the subject matter.
I do, however, applaud your efforts.
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Thank you very much..This is the first applaud of my life @Taro and I equally reciprocate my applaud for your intelligence to read and interpret the science. This is highly unusual @ Taro , To understand and applaud..
However , I shall continue ....

" if someone is relatively overconfident about their estimates and predictions, they can make mistakes when presented with new and conflicting information. The more confident someone is about such uncertainties, the more they tend to overestimate the precision of these estimates. The intuition is slightly ironic: When adjusting predictions in the face of new information, the overconfident person will overweight both the information and its precision".

The insight for management: Avoid overconfidence bias; such misguided thinking leads to decreased ability to adjust to and benefit from new information and Culture.
 






Anonymous said:
Whoever you are, you are spot-on. Unfortunately, those who are supremely confident in their abilities are not intelligent enough to see their own faults. If they truely posessed the winning combination of intelligence and competence, arrogance would be unusual. Arrogance here is the norm.
I am afraid you may be spinning your wheels here teaching lessons to those not capable of understanding the subject matter.
I do, however, applaud your efforts.
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Thanks ..

Some classic problems in operations research can be multiobjective. We should present an algorithm to find all nonDominated solution points of such problems. The algorithm finds all the desired points in a finite number of steps by changing the Weights of the objective functions in a SYSTEMATIC way.

The insight for management: New approaches to traditional problems may EXPEDITE their solutions, allowing more complex problems to be more readily solved.
 






I see that someone is practicing his MBA acquired skills. Well, you should throw all that out the window if you are smart and manage with your heart, or at least by how well one of the tattooed single moms services you.
 






Anonymous said:
I see that someone is practicing his MBA acquired skills. Well, you should throw all that out the window if you are smart and manage with your heart, or at least by how well one of the tattooed single moms services you.
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The Body and code of the Tattoo are the valuable intellectually property and is protected by YOU, including without Limitation the property laws of Israel. This suggestion by a senior employee does not grant me any right in the single mom and all rights not expressed are reserved by YOU. So please help me.
 






Anonymous said:
Whoever you are, you are spot-on. Unfortunately, those who are supremely confident in their abilities are not intelligent enough to see their own faults. If they truely posessed the winning combination of intelligence and competence, arrogance would be unusual. Arrogance here is the norm.
I am afraid you may be spinning your wheels here teaching lessons to those not capable of understanding the subject matter.
I do, however, applaud your efforts.
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3. Is more shared information in the Employee chain always better? It is generally believed that if the Management shares information with the employees, the entire Employee chain is better off because of improved coordination and allocation of resources. The Taro Management never study the incentive for vertical information sharing in competing Employee chains with production diseconomies of scale under various forms of personal and management competition. In each of the cases, information sharing benefits the employee chain when the production diseconomy is large or competition between managers is less intense, which is very common at Taro since the Levitts time of brotherhood. However, it is regularly observed that, under one set of assumptions surrounding the form of competition, a Consultant/s may be worse off by receiving information. At Taro it has been found also that, under some assumptions surrounding the form of competition, information sharing by Management is beneficial depending on the relative Accuracy of the information being shared. Finally, competitive reaction to information sharing might undermine the Management’s intended benefits.


The insight for management: More information sharing will not always improve Employee chain profitability unless it is accurately shared for sharing.
 






Anonymous said:
Thank you very much..This is the first applaud of my life @Taro and I equally reciprocate my applaud for your intelligence to read and interpret the science. This is highly unusual @ Taro , To understand and applaud..
However , I shall continue ....


As Employee - care costs continue to skyrocket, could the inefficiencies of the employees arising from the traditional notion be to blame..
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As Employee - care costs continue to skyrocket, could the inefficiencies of the employees arising from the traditional notion be to blame..[/QUOTE]


Split or steal? That's the primary question in the British game show Golden Balls
 






Anonymous said:
As Employee - care costs continue to skyrocket, could the inefficiencies of the employees arising from the traditional notion be to blame..
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Split or steal? That's the primary question in the British game show Golden Balls[/QUOTE]



How can the choice of a decision maker be predicted if the decision maker is inconsistent?
 






As Employee - care costs continue to skyrocket, could the inefficiencies of the employees arising from the traditional notion be to blame..[/QUOTE]


If they can get the data correct, put metrics on the HR and their teams because rumor has it there are many who are going along just for the ride and doing shit in their job’s responsibility.
 
























Anonymous said:
Let's give the new guys a chance. Anything is better than a Doctor’s fake emotion and militant demands on the Company
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hehehehehehehehehehehehhe.......

Never saw the colour changing so fast....

ohohohohohohoooooooooooooooooo

sorry....This color nver changes...........

becoz.................

it is WHITE...........

hehehehehehehehehehehehehehehehehehehehehehehehehe.
 






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