xecution is these key areas is about more that doing the right things it is about process, that is doing things right (Stevenson, Schlesinger, & Pearce 1999, p.115). It is important to note that, for the most part, things get done through people. Whether it is people pushing a button or people interacting with customers and staff, people are often the common denominator in every transaction. Though literally thousands of books have been written on managing people, a common perspective is that people are an investment. While this is good talk, it often does not seem to make it past the lecture hall into the board room or the human resource office. Far too often, even in very good companies and perhaps sometimes unconsciously, people show up as expenses. While people do incur expenses, people should not be viewed as expenses, rather, they should be considered as investments in much the same way one would ordinary capital investments. Such a paradigm shift can give the needed perspective that they are important, should be viewed in the long-term, need periodic maintenance and should be chosen carefully.
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