July 3, 2006

"THE BRYCE IS RIGHT! THE LOST CHAPTER"

My new eBook, "THE BRYCE IS RIGHT! Empowering Managers for Today's Corporate Culture" was published on June 13th and started receiving excellent reviews shortly thereafter. Interest in the book was so great that I used it as the basis for developing a new one-day crash course in management (using the same title). But developing a training course is a lot different than writing a book. Inevitably, it led me into some other areas not mentioned in the book and, as such, this essay represents the "lost" chapter of the book.

In addition to supplemental tutorials on general management issues, I added sections describing Information Systems theory and how to deal with I.T. people. I have been teaching I.T. professionals how to deal with end-users for the last 30 years. Now, the shoe is on the other foot and you might find my comments and observations interesting in this context.

SUPPLEMENTAL SECTIONS:

ACCOUNTABILITY

Throughout the book I discuss the need to manage "from the bottom-up." In other words, delegate responsibility, empower people, and hold them accountable for their actions. This is consistent with a Theory Y form of management. To implement this approach, I strongly recommend the use of Time Reporting such as that found in a Project Management system. To do so, I recommend a couple of things:

1. Tie your project Work Breakdown Structure (WBS) to deliverables (the work products to be produced). By doing so, we can tell whether the product has, in fact, been produced or it hasn't. If the worker indicates there is no more work to be performed on a task, then he/she must have produced a reviewable result to substantiate the claim. This is consistent with the book's approach to focusing on results.

2. Differentiate the use of time. I am most definitely not a proponent of the "man hour" approach to reporting time. Instead, time should be reported in terms of time spent on "Direct" activities (executing assignments), and "Indirect" activities (interferences). From this, an "Effectiveness Rate" can be devised showing the balance of the two. Office workers are typically 70% effective, meaning in an eight hour day, 5.6 hours are devoted to "Direct" activities. This is not a measurement of efficiency, but simply an analysis of the use of time. For example, one person can have a high effectiveness rate, yet be your most inefficient worker (he simply knows how to manage his time). Conversely, a person with a low effectiveness rate could possibly be your most productive worker. As an aside, a manager typically has a low effectiveness rate as he/she is trying to solve problems and meeting with people. Also, it is not possible for a person to be 100% effective; we all take some form of break during the day.

All "Indirect" activities should be described by the worker, be it a meeting, a training session, breaks, personal time, etc. This accounting of time should be reviewed and approved by the manager. This review is extremely important as it represents a critical point in holding workers accountable for their actions.

The differences between "Direct" and "Indirect" are not insignificant: "Directs" are the responsibility of the individual to manage; "Indirects" are the responsibility of the manager to manage in terms of controlling the overall work environment.

One of the byproducts of "effectiveness rate" is to use it in the calculation of a project schedule.

Although time reporting can be easily performed using an automated Project Management system, there is nothing wrong with using a manual system and a simple Time Sheet (of which I provide samples in the course).

ALIGNING MOTIVATION WITH INCENTIVES

Important to the management of people is understanding their motivation and aligning your corporate incentives to satisfy them.

In terms of motivating factors, people are primarily interested in:

* Security/Reward - financial compensation that will comfortably support their lifestyle. This includes such things as salaries, bonuses, pension and profit sharing plans, health insurance and other corporate perks (e.g., vacations, use of a company car, etc.).

* Ego - a job that is challenging and meaningful to them; something that adds to their personal stature. Ideally, they are looking for a professional job that is compatible with their personal lives.

* Corporate Trust - people will treat a company loyally if they believe they can trust it, e.g., protects their interests.

* Confidence of Abilities - people will tackle those assignments they feel they believe they have an aptitude for; if they don't, they'll shy away from the work.

To satisfy worker motivations, a company basically has two types of incentives at their disposal:

1. Financial Compensation - e.g., salaries, bonuses, pension and profit sharing plans, health insurance, vacations, holidays, insurance, etc.

2. The Corporate Culture - representing a work environment conducive for enabling the abilities of the workers. Unlike financial incentives, this is often overlooked or underestimated. As mentioned, workers are looking for a company that conforms to their personal interests; a company that offers meaningful work without the hassle of cutthroat politics, that is clean, trustworthy, profitable, and seemingly on the cutting-edge of their industry. Ideally, workers want to work in an environment where they think of it as their second home.

To this end, employees want certain guarantees that companies are not prepared to offer. And frankly, it is not possible for them to do so. Without a certain element of risk, a company would become stagnant and less productive. Risk is necessary to motivate not only the company, but the individual as well. Interestingly, employees believe they assume all of the risk working in a company. In reality, it is the company that assumes all of the risk. If something goes wrong, it will more likely be the company that suffers, not the individual worker.

BEWARE OF PARKINSON'S LAW

Parkinson correctly observed that "work expands so as to fill the time available for its completion." I'm sure we have all seen managers creating mountains out of mole hills; e.g., creating unnecessary layers of bureaucracy to justify their existence. Instead, we recommend you avoid building empires and, instead, flatten them, thereby causing your organization to focus on the truly important problems and issues of the day.

THE 80/20 RULE (PARETO'S PRINCIPLE)

Also as a follow-up to my "Individualism vs. Teamwork" chapter, I was asked why it seemed only a handful of people always carried the workload. This is not uncommon and is found in everyday life as well. It is commonly referred to as the "80/20 Rule" or "Pareto's Principle." Vilfredo Pareto was an Italian economist who observed in 1897 that 80 percent of the land in England was owned by 20 percent of the population. Pareto's theory thereby relates to the ratio of input to output; e.g. twenty percent of your effort produces 80 percent of your results. From a time management perspective, it means that 20 percent of the people are normally responsible for producing 80 percent of the work.

As a manager it thereby becomes important to recognize your core 20 percent workers and concentrate your attention on them. It also becomes important to devise new means to squeeze out the remaining 20 percent of the work from the 80 percent who do not actively participate. This is not to suggest that the 80 percent doesn't care about their work, they just may not be as talented or experienced as your 20 percent workers.

With the 80/20 Rule in mind you must also be sensitive to a byproduct resulting from it: petty jealousy. Since the 20 percent performs the work, they are thereby deserving of the accolades for performing it. Inevitably, it is not uncommon for small minded individuals from the 80 percent to feel slighted and jealous of those doing the work and receiving the recognition. Such petty jealously should be overlooked and the person forgiven, unless something more malicious is involved, such as character assassination of which there is no excuse. The manager must carefully squash this behavior before it has an adverse effect on your 20 percent. If not, the 20 percent worker will question why he is working so hard if he is only going to be the object of ridicule and humiliation. If your 20 percent begins to believe they are "Damned if they do, Damned if they don't" in their assignments, then nothing will be produced and your 80 percent work effort will plummet.

The 80/20 Rule is an interesting phenomenon that every manager must be cognizant of to get the most out of their workers.

DEVELOPING AN INVENTORY OF INFORMATION SYSTEMS

All operating managers should be intimate with the Information Systems affecting their departments. Here, I am not simply talking about software, but rather all of the business processes (sub-systems) affecting their area, including both automated and manual processes.

Drawing from our "PRIDE"-Information Systems Engineering Methodology (ISEM), I offer tips for identifying the system structure; see:

http://www.phmainstreet.com/mba/pride/ismeth.htm#product

And give tips on flowcharting sub-systems:

http://www.phmainstreet.com/mba/pride/is30.htm#ssflowchart

Such graphical diagramming techniques may be a lost art in the Information Technology industry, but they are invaluable tools for managers to get their arms around their systems and assure their workers are performing the tasks properly. I also offer instruction in how to write procedures using Les Matthies' "Playscript" technique; see:

No. 38 - "The Language of Systems" - Aug 22, 2006

WORKING WITH INFORMATION TECHNOLOGY (I.T.) PEOPLE

Coupled with the explanation of Information Systems, I offer some advice on how to work with I.T. professionals. First, I differentiate between the interests of the business manager versus the I.T. person who tends to be somewhat introverted and more concerned with technology than solving business systems problems. Consequently, I offer the following advice:

* Do not accept gobbledygook - I.T. people like to cloud the issue with a verbosity of technical jargon. I argue they should be forced to talk in terms the manager will understand. Also, do not be dazzled by trinkets. Remember one of our Bryce's Laws, "An elegant solution to the wrong problem solves nothing."

* Defining Information Requirements - it is more important that the manager articulate the business problem as opposed to dictating a technical solution. Let the I.T. people do their job and determine an effective solution. Too often I see managers specifying screens and reports. Instead, they should be explaining the actions and/or business decisions to be supported. Remember, a problem well defined is half solved.

* Review Designs & Cost Justification - technology should not be obtained simply to "Keep up with the Jones'." Instead, there should be specific rationale for selecting a technical course of action, along with a good cost justification. Don't let the I.T. people off the hook, make them do their homework. Also, hold them accountable for what they promise to deliver (get it in writing from them). Force them to be as accountable as you are to your superiors.

CONCLUDING COMMENTS

My concluding comments in the course reinforce my position that managers are in the problem solving business. If everything was going well and everyone knew what they were doing, there wouldn't be a need for managers. A manager, therefore, is in the business of providing leadership, diagnosing/solving problems, and taking action. It is not about technology; it is not about numbers; it is about people.

Also in my concluding comments, I observe that the successful manager is one who does himself out of a job. In other words, he/she has conquered the problems of the department, set it on a proper course, and now seeks new areas to conquer.

CONCLUSION

So far, I have had no problem getting people to accept the lessons inculcated in the eBook and Training Program. I guess I shouldn't be surprised as it is all commonsense. But if I have learned anything in this business, it is that commonsense is not very common.

Finally, I'll close with a quote from Theodore Roosevelt, which I use to conclude the training course:

"It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better.

The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes up short again and again; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement, and who, at the worst, if he fails, at least fails Daring Greatly so that his place shall never be with those timid souls who know neither victory or defeat."

OUR BRYCE'S LAW OF THE WEEK therefore is...
"If we lived in a perfect world, there wouldn't be a need for managers."

NEW eBOOK: THE BRYCE IS RIGHT!

Folks, if you enjoyed this week's essay, you'll also enjoy our new eBook and training program entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Bill Dominguez of Ecocentric Strategies in San Francisco calls it, "A breath of fresh air in the polluted ether of Silicon Valley management."

John Lusa of Dayton says it is "Well written and has tons of good ideas on management."

And Pat O'Callaghan of Philadelphia says, "If you don't want to manage right. Do not read this book. The book contains philosophies that are universal and fundamental."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

We have also just produced a new one-day training program of the same name. For more information on both the eBook and course, please visit our web site at:

http://www.phmainstreet.com/mba/bryce1.htm

IN OUR "DOWN THE ROAD" SECTION

The Society for Information Management will be holding their SIMposium 2006 on September 17-20 at the Fairmont Hotel in Dallas, Texas. For information, contact SIM headquarters in Chicago at 312/527-6734

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

MY "PET PEEVE OF THE WEEK" IS "iPODS IN THE WORKPLACE"

I recently received an iPod "Shuffle" for opening a business account. Its not as big as the regular iPod. In fact, its nothing more than a memory stick and no bigger than my thumb. Even though its small, it can hold a lot of music and podcasts on it. It is also easy to carry in a pocket and plug into with some earphones. My kids have iPods but I never really tried one out. So I decided to download some music and podcasts and try experimented with it for a couple of days around the office. One of the first things I noticed was that I was paying more attention to the music and commentaries on the iPod as opposed to concentrating on my work. I suspect I'm not alone in this regard which gives me cause for concern.

We see a lot of younger people plugged into iPods these days. Some jogging around town, others listening in their spare time. I guess what concerns me is that they are being used while working on the job. Frankly, I don't think this is a good idea as it affects the focus of people. Instead of interpersonal relations in the work place we now have people "plugged in and tuned out."

Not long ago I mentioned a research paper performed by Kings College in London on behalf of Hewlett-Packard. The paper made a compelling argument that too much technology is having an adverse effect on the productivity of our workers. Having experimented with the iPod Shuffle, I would have to agree with their conclusions. It also made me wonder if companies have written corporate policies on the use of iPods and other such devices in the workplace. If they don't already exist, I can't help but believe such policies are in the offing.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Martin Dimond in Cincinnati who wrote me regarding last week's essay entitled, "Creating a Skills Inventory."
Martin writes:

"I developed a Skills Inventory much like what you proposed in your broadcast. This has saved the company a lot of money and has allowed me as a manager to keep the skills of my staff sharp."

Thanks Martin for your note,

You're absolutely right. I also find it interesting to discover the talents of people you didn't know existed. This is incredibly useful for managers in finding the right people for the right project assignment.

As an aside, I developed a simple Skills Inventory using Lotus Approach. If you would like a free complimentary copy of it, please drop me a line.

Again, Thanks for your e-mail. Keep those cards and letters coming.

NEW "PRIDE" eBOOK & AUDIO BOOK

We're pleased to announce the release of a new book on our "PRIDE" Methodologies for IRM. Actually, we've created two versions of the same book, an eBook version (in PDF format), and an Audio Book (in MP3 format). Both compliment the Internet version available through our corporate web site. The eBook version is 363 pages in length and includes full tutorials on Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management, complete with examples and a quick navigation to guide you through the book. The Audio Book is an abridged version which includes over nine hours of audio. The eBook version is priced at $49 plus tax, the Audio Book is priced at $54 plus tax, and a discounted packaged price for both is $93 plus tax. The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum.

Summers Hagerman of Cincinnati says, "This book provides management with a complete set of powerful tools for managing the largest information systems projects."

Check it out at:

http://www.phmainstreet.com/mba/pridebk.htm

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

"THE BRYCE IS RIGHT!" Course on Management introduced

PALM HARBOR, FL, USA (June 27, 2006) - Following closely on the heels of their new eBook, M. Bryce & Associates (MBA) is pleased to announce the availability of a new one day training course on management, THE BRYCE IS RIGHT! Empowering Managers in today's Corporate Culture. This course is a frank and candid description of the state of the art in management. It includes narratives on the problems in management today, along with some pragmatic advice on how to deal with them.

"This course is a companion to the eBook of the same name," said Tim Bryce, author of both. "Basically, this is a compressed course in management suitable for everyone in any type of company, be it commercial or non-profit."

Like the book, the course represents a commonsense approach to the challenges of managing people today. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force.

The course provides an understanding of the people side of management. This includes: styles of management, creating accountability, managing "bottom-up," understanding the corporate culture, teamwork, the responsibilities of being a manager, how to conduct meetings, persuasion, and a great deal more.

OUTLINE

What is the State of the Art?
The 3 Theories of Management
How do we Manage Today?
Managing from the Bottom-Up
Understanding Corporate Culture
A Crash Course in Management
Parenting Management
Individualism vs. Teamwork
Why we Resist Change
Increasing Brain Power
The Need for Critical Thinking
The Art of Persuasion
Conducting Meetings
Develop an Inventory of your Systems.
Know your Business Processes
Working with I.T. People
Managing Crunch Time
Policy Manuals
Skills Inventory
Firing Employees isn't for Sissies
10 Tips for Improving Social Intercourse
Craftsmanship
Lessons Learned

PRICING & AVAILABILITY

The course is one business day in length and is priced at $2,000 (U.S.) plus instructor travel expenses. The price is for up to 16 students. Additional students are allowed at $100.00 (U.S.) per person (a maximum of 32 may attend).

The session is conducted on-site in either a lecture or roundtable format. The class requires an overhead projector with PC hookup (MS PowerPoint), and a blackboard or flipchart.

For a copy of the course brochure (in PDF format), see:

http://www.phmainstreet.com/mba/bryceb2.pdf

For additional information on the eBook, see;

http://www.phmainstreet.com/mba/bryce1.htm

Notice distributed by:
Tim Bryce
Managing Director
M. Bryce & Associates (MBA)
a division of M&JB Investment Company
P.O. Box 1637
Palm Harbor, FL 34682-1637
United States
Tel: 727/786-4567
E-Mail: timb001@phmainstreet.com
Yahoo! IM: littleleaguerng
WWW: http://www.phmainstreet.com/mba/
Since 1971: "Software for the finest computer - the Mind"

June 26, 2006

"CREATING A SKILLS INVENTORY"

As I visit corporate clients, I am always amazed to see how out of touch IT managers are in terms of knowing the talents and abilities of their staff. Such ignorance makes it difficult to properly assign staff to project assignments. Consequently, there is a tendency for companies to hire too many outside consultants or purchase training programs unnecessarily. Why? Because most IT organization refuse to take the time to develop and maintain a simple "Skills Inventory" which catalogs and rates the skills of their human resources. You cannot capitalize on the talents of your staff if you do not know what they are.

WHAT IS A SKILL?

A skill is a developed aptitude or ability for performing a certain task. It represents specific knowledge or talents as developed by education and/or experience. Skills relate to the type of work we do and the tools and techniques we use. We can define skills as vaguely or as precisely as we so desire, but the real value of a Skills Inventory lies in precision. The following are categories of skills we have developed for IT organizations:

Basic Business Skills: e.g., Conducting a meeting, Interviewing, Speaking/presentations, Writing, E-Mail, Word Processing, etc.

Business Functions: knowledge of a specific corporate function, e.g., Marketing, Sales, Manufacturing, Inventory, etc.

Degrees & Certifications: e.g., Associates Degree, Bachelors, Masters, Doctoral, and trade certifications.

Languages: foreign - e.g., French, German, Italian, Japanese, Spanish, etc. Programming - e.g., Basic, C++, COBOL, Java, Pascal, etc.

Methodology: Listing the Phases and Activities of in-house methodologies, such as the "PRIDE" Methodologies for IRM.

Standards: corporate policies, writing standards, design and development, etc.

Tools & techniques: programming techniques (e.g., OOP), data base design, DBMS, CASE tools, program generators, workbenches, Office Suites, Graphics Packages, etc.

Some companies also use a Skills Inventory to track the talents of machine resources. Some have found it of value to inventory such things on a computer as languages supported, memory, program utilities, compilers, backup programs, and various other attributes about the operating system. This is useful for tracking hardware resources and determining when it is necessary to upgrade equipment.

Knowing a resource's skill is one thing, knowing its level of proficiency is another.

WHAT IS A PROFICIENCY?

Skills and proficiencies are not synonymous, although they are complementary. Proficiency refers to the degree of knowledge or experience someone or something (a machine) possesses for performing the task.

Proficiency is normally based on some sort of scale, such as 1 (low) to 9 (high). In many organizations, the establishment of any proficiency rating is a highly sensitive subject as it is believed it is used for job performance review. In this situation, most people will use an "average" proficiency rating (5). Unfortunately, this will not help in analyzing the strengths and weaknesses of our human and machine resources.

After the list of skills has been prepared, they should be developed into a survey for each resource. Although the survey could be circulated, it is recommended human resources be interviewed individually to clarify intent and responses. Here, the resource is not asked how well they know a specific skill (good or bad). Instead, they are asked to qualify their response. For example:

FOR EACH SKILL, THE RESOURCE ...	(PROFICIENCY RATING)
A. Could qualify as an INSTRUCTOR or EXPERT in this area	(9)
B. Could act as an ASSISTANT INSTRUCTOR	(6)
C. Has had formal training or experience (STUDENT)	(3)
D. Is aware of the CONCEPT or OBJECT	(1)

This approach is much less intimidating to employees and tends to produce honest results. From this, a Skills Inventory can be developed to show the skills and proficiencies of each resource. Also, an average resource proficiency rating can be calculated for each skill which may indicate the need for additional training.

Determining the proficiency of machine skills can be far less painstaking. Depending on the equipment, an operator or product manual can usually describe the capabilities of the equipment.

CREATING THE SKILLS INVENTORY

There are many ways to create and maintain a Skills Inventory; e.g., a simple card catalog/index, commercial software, or even a simple data base package as found on most of today's PC's can be used. For a basic Skills Inventory, only two reports are needed:

1. Resource Profile - describing the skills of a single resource.

2. Skill Description - describing all of the resources with a specific skill.

An optional third report can also be prepared, a "Resource/Skill Matrix" which gives a more global view of resources-to-skills.

By analyzing these reports, it may become obvious there is a lack of talent for a particular skill or set of skills. Consequently, this may trigger the need for either some training to develop the skill or recruiting new resources with such talent, or both.

If the Skills Inventory has been implemented with computer software, be sure there are some adequate search facilities to quickly reference a particular skill or resource. Also be sure data entry is simple and clean. One last caveat if creating a computerized Skills Inventory, be sure it does not interfere or overlap with anything a Human Resources department might be doing. Ideally, there should be an interface between the two.

REVIEW

Whether human or machine related, skills and proficiencies will change over time; they will not stagnate. Because of this, they should be reviewed on a routine basis to keep them up to date. Maintenance of the Skills Inventory should be delegated to a qualified person who can safeguard such records.

OTHER USES

Up to now, we have described a Skills Inventory in its most fundamental form. However, if done properly, it can be used as a tactical corporate tool, such as providing assistance when performing an "Organizational Analysis." Under this scenario, skills can be related to business functions (such as Marketing, Administration, Manufacturing, etc.). As such, assigned proficiencies should denote the minimum level required to perform the function. When compared to the average skill proficiency of resources implementing the function, it may be discovered that a function may not be adequately fulfilled. For example, a Sales function may require skills such as "Contract Preparation," "Product Presentation," etc. If we examine the personnel ultimately implementing the function, we may find they either have the wrong skill set, or are not as proficient as they need to be.

To implement something like this, we need something a little more sophisticated than the basic Skills Inventory described above. Instead, we need an enterprise-wide mechanism to track such things as business functions, organizational entities (jobs/titles/positions). For this, you will need an "IRM Repository" to catalog and cross-reference such objects as well as other information resources.

For information on how to create an IRM Repository, please see:

http://www.phmainstreet.com/mba/pride/spir.htm

BENEFIT$

A simple Skills Inventory is easy to implement, yet offers tremendous assistance in terms of:

• Selecting suitable personnel for project assignments.
• Determining the need for additional training or recruiting new people.
• Evaluating the need to upgrade hardware.
• Career path planning - this is particularly useful when a resource masters one part of a methodology, and is ready to graduate to another.
• Interfaces with Human Resource Management.
• Holds future potential for performing such service as an "Organizational Analysis."

Try it, you will either be pleasantly surprised to know the talents your staff possesses, or come to the realization your staff needs help. Either way, you will be taking a pro-active approach to managing your department.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"You cannot capitalize on your workers' talents if you do not know their skills and proficiencies."

NEW eBOOK: THE BRYCE IS RIGHT

Folks, if you liked this week's essay, you'll love a new eBook we released last week entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Bill Dominguez of Ecocentric Strategies in San Francisco calls it, "A breath of fresh air in the polluted ether of Silicon Valley management."

John Lusa of Dayton says it is "Well written and has tons of good ideas on management."

And Pat O'Callaghan of Philadelphia says, "If you don't want to manage right. Do not read this book. The book contains philosophies that are universal and fundamental."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

OTHER MANAGEMENT POCAST

In addition to my podcast, you can catch me this week on the "Middle Management Lobotomy Podcast" where I am interviewed regarding my new eBook, "THE BRYCE IS RIGHT! Empowering Manager's in Today's Corporate Culture." Check it out at:

http://mmlpodcast.libsyn.com/index.php?post_id=103601

IN OUR "DOWN THE ROAD" SECTION

The Society for Information Management will be holding their SIMposium 2006 on September 17-20 at the Fairmont Hotel in Dallas, Texas. For information, contact SIM headquarters in Chicago at 312/527-6734

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

MY "PET PEEVE OF THE WEEK" IS "SUPPORT THE TROOPS AUTO DECALS"

I've been seeing a lot of "Support the Troops" auto decals on cars lately. Although there are several variations, its the twisted ribbon version I'm primarily talking about. These are nice patriotic gestures by car owners but I've observed something else, whoever displays these decals on their car tends to be a horrible driver. I don't know why this is, but I can tell when I have a lousy driver in front of me simply by spotting one of those ribbons. And it seems if they have multiple ribbons, they get even worse. Now I want you to understand that I am as patriotic as the next guy and I also support our troops, but this phenomenon happens way too often for it to be a coincidence. I guess I'm really not irritated that people are proudly displaying these stickers. In fact, I think they are performing a public service. Its kind of like having a "Slow Driver" sign attached to a car so you know how to drive around it. I hope this series of decals doesn't go away anytime soon as I have found them invaluable when driving around town.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Kurt Davis in Cincinnati who wrote me regarding last week's Pet Peeve entitled, "More on Agile Methodologies."
Kurt writes:

"Wow, you're pretty down on the Agile movement. Why is that?"

Thanks Kurt for your note,

I've been in the industry a long time now and have seen many things. I've seen some real imaginative innovations as well as a lot of schlock. Frankly, I think Agile Methodologies fall under the latter. Basically, I see it as an admission that they no longer have the talent and ability to do big things, like make major enterprise-wide systems.

And as I mentioned last week, there is really nothing new in Agile Methodologies. Programmers have been trying to cut corners for years. I guess its the nature of the beast. But I draw the line when they try to tout it as a new philosophy that should be implemented in other parts of a business. Agile Methodologies may be great for selling books and seminars, but they haven't proven themselves to be a viable alternative for development.

Again, Thanks for your e-mail. Keep those cards and letters coming.

NEW "PRIDE" eBOOK & AUDIO BOOK

We're pleased to announce the release of a new book on our "PRIDE" Methodologies for IRM. Actually, we've created two versions of the same book, an eBook version (in PDF format), and an Audio Book (in MP3 format). Both compliment the Internet version available through our corporate web site. The eBook version is 363 pages in length and includes full tutorials on Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management, complete with examples and a quick navigation to guide you through the book. The Audio Book is an abridged version which includes over nine hours of audio. The eBook version is priced at $49 plus tax, the Audio Book is priced at $54 plus tax, and a discounted packaged price for both is $93 plus tax. The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum.

Summers Hagerman of Cincinnati says, "This book provides management with a complete set of powerful tools for managing the largest information systems projects."

Check it out at:

http://www.phmainstreet.com/mba/pridebk.htm

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

New Bryce eBook on Management gets glowing reviews.

PALM HARBOR, FL, USA (July 21, 2006 - MBA's new eBook entitled, THE BRYCE IS RIGHT! Empowering Managers in Today's Corporate Culture which was released last week (July 13th) is meeting with some excellent reviews:

"Thoroughly enjoyable, informative and thought-provoking."

- Bill Barnett
Wallingford, Oxfordshire, UK

"First of all I must say that you summarized and defined very well all the realities we are living in a corporate environment. Overall I must congratulate and thank you for your new book."

- Metin Delevi
Istanbul, Turkey

"Well written and hits the nail on the head. Especially the part about managers who are only interested in the mechanics of managing and not being results oriented."

- Dick Farris
Ohio, USA

"Very interesting book. Good work! It reminds me of some of the early works I read by by W. Edwards Deming. Too bad the American corporate gurus of his day didn't pay him heed."

- Charles Cole
Lyndhurst, Ohio, USA

"I am very impressed with the ease in which you deal with the common challenges of management."

- Anthony (Tony) Pierce
North Wales, United Kingdom

"An excellent study for anyone interested in managing anything."

- Edward J. Howard
Westerville, Ohio, USA

"Tim, you did it again. What a great book. You hit the nail right on. Most of your points are practiced in the USAF as the very best and proven methods. Congratulations on putting it to print."

- Jud Hiscutt
New Port Richey, FL, USA

"A breath of fresh air in the polluted ether of Silicon Valley management."

- Bill Dominguez
Ecocentric Strategies
San Francisco, CA, USA

"The book has a good flow. It is well written and has tons of good ideas on management."

- John Lusa
Dayton, OH, USA

"If you don't want to mange right. Do not read this book. The book contains philosophies that are universal and fundamental."

- W.P. O'Callaghan
Philadelphia, PA, USA

The eBook is a frank and candid description of the state of the art in management today. Includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. The eBook doesn't ramble; it gets straight to the point and represents a common sense approach to managing in today's corporate world with a dash of humor thrown in. This "food for thought" eBook is a handy handbook for today's managers and the next generation of workers.

Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force.

Excellent for college curriculums.

The eBook is implemented as a PDF file (90 pages) and sells for $20.00 (US) plus tax.

For additional information, see MBA's corporate web site or specifically:

http://www.phmainstreet.com/mba/bryce1.htm

This eBook will be followed by a training course which will be made available on-site. Details to follow soon.

Notice distributed by:
Tim Bryce
Managing Director
M. Bryce & Associates (MBA)
a division of M&JB Investment Company
P.O. Box 1637
Palm Harbor, FL 34682-1637
United States
Tel: 727/786-4567
E-Mail: timb001@phmainstreet.com
WWW: http://www.phmainstreet.com/mba/
Since 1971: "Software for the finest computer - the Mind"

June 19, 2006

"10 TIPS FOR IMPROVING SOCIAL INTERCOURSE"

In past commentaries I have described the problems our younger workers are having with interpersonal relations/comunications. Many find it easier to plug into an iPod as opposed to working with others. This is resulting in a socially dysfunctional workplace where people work at odds with each other. To overcome this problem, I offer the following suggestions for improving a person's social intercourse. There is nothing magical here, just ten commonsense tips to help you develop better relationships with your coworkers, your vendors, and your customers.

1. GREET SOMEONE

Nobody wants to feel unwelcome or unappreciated. If they do, they will feel like outcasts and less likely to help you with something. The objective is to make people feel at home. This can be accomplished with a simple greeting or a firm handshake while looking at the person directly in the eyes.

It is easy to detect when a greeting is sincere or routine. Your goal is to appear genuinely concerned about the person. This can be achieved by:

- Complimenting on some personal attribute of the person (e.g., clothes, hair, car).

- Inquiring about a person's family (e.g., birthday observed, anniversary, graduation, pets, health, etc.)

- Asking about an event the person recently experienced (e.g., attendance at an event, participation in a volunteer organization/charity, a new job or project assignment, etc.),

- Commenting on something newsworthy - community, sports, weather ("What did you think about...?")

Such greetings are an expression of your interest in the person. Too often greetings become routine and, as such, less credible. Try to break it up.

A good, basic greeting can work wonders in building cooperation between people.

2. ENGAGE IN A CONVERSATION

People have a natural curiosity as to what you are all about. The best way to communicate this is to engage in simple conversation. Some people are naturally shy and tend to withdraw from such discourse. If one person is not willing to start a conversation, another should take the initiative simply by asking the other, "How are you?" or "What do you think?"

A good icebreaker is to tell a joke. But in this day and age of "political correctness," exercise good judgment and taste in your humor. Avoid slang and offensive remarks unless the occasion calls for it. Goodhearted kidding and teasing is fine, as long as it doesn't turn malicious.

Some people do not have the gift of gab for telling jokes. As such, tell a story about some recent event that happened to you. But don't ramble. Stay focused and be sure your story has a point to it.

A conversation is a two-way street, regardless if it is humorous or serious in tone. Look interested, stay focused, and ask questions. Also be careful not to dominate a conversation unless that is your intention. If you have a tendency to monopolize a conversation, people will be less likely to engage in conversation with you.

For additional information on discourse, see:

No. 60 - "The Art of Persuasion" - Feb 20, 2006

3. VOLUNTEER

Many people prefer to sit back and watch as others perform the work. Volunteering your time or skills may add an additional burden but it tells others you believe in them and are willing to help out. Such an expression also makes it easy for you to solicit support when you are in need of help.

4. ASK FOR ADVICE

Too often people are too proud (or too stubborn) to ask for directions in our journey through life. But asking for advice from a colleague accomplishes two things: first, you might get the answer you seek, and; second, it says to the person you trust and respect their opinion. By confiding in an individual, the advisor becomes concerned with your best interests. This leads to mutual trust and respect between people.

When you are asked to offer advice to another, be as articulate and rational as possible. If you do not know the correct answer, do not fabricate advice or mislead the person. This will only shatter the person's trust in you. Instead, point him in another direction where he might find the answer he is seeking.

5. NETWORK

It seems participation in trade groups and volunteer organizations today are dwindling. This is surprising since such groups provide a convenient vehicle to meet and exchange ideas with your peers. Such forums are useful:

• To exercise our basic social skills.
• To stay abreast of current developments in our field of interest.
• To establish relationships with people who possess different skills and knowledge that can help us.

Instead of resisting networking with others, the younger generation should embrace it. I heartily recommend joining trade groups and volunteer/charity/fraternal organizations. Regardless of the group dynamics involved, such forums help to improve ourselves personally and professionally.

6. TURN OPPONENTS INTO PROPONENTS

Today we live in a competitive society (some prefer the expression "a dog-eat-dog world"). I guess this is somewhat natural. There is nothing wrong with some friendly competition; it is when it turns vicious, thereby turning competitors into enemies, that you have to be careful. To overcome this problem, be gracious in defeat and magnanimous in victory. This was the secret to Abraham Lincoln's success. After losing earlier political campaigns, Lincoln would stun his opponents by appearing at their victory celebrations and offering a sincere hand of congratulations and support. Because of this, his early opponents became his proponents later on. After winning the presidential campaign of 1860 he again stunned his opponents by offering them seats in his cabinet. These former opponents became his closest confidants during the dark days of the American Civil War.

It is one thing to go into a contest confidently; it is quite another to go in with a chip on your shoulder, thereby inviting trouble. Take disagreements in stride and pick your fights carefully. Ask yourself if it is really necessary to create an enemy at this point in your career.

7. BE COURTEOUS

Your manners and how you interact with others says a lot about a person's character. Basic courtesy means you are socially well adjusted. No, I am not suggesting everyone turns into a "Miss Manners," but attention to basic courtesy can improve your image with others. Small details can have a dramatic effect. For example:

• A simple Thank You note will be remembered for a service rendered. I have been a program chairman for various organizations over the years. After a speaker conducted a presentation for me, I would be sure to send a thank you note to him/her for their presentation (regardless if there was an honorarium or not). This is a nice personal touch that is remembered. Consequently, I never have a problem securing a speaker.

• Invite others to participate in events. Again, a personal note can work wonders and makes people feel wanted. If you stumble over an omission on your invitation list (which inevitably happens), move swiftly to correct the omission. Include people, don't exclude them, let them know their presence has meaning to you.

Above all else, watch your temper. As the old adage admonishes us, "You catch more flies with honey than you do with vinegar." A little courtesy can go a long way towards building fruitful relationships.

8. BE POSITIVE

People naturally gravitate to others with a positive or upbeat personality. This doesn't mean we always have to wear a smiling face, but we should concede that people like optimists as opposed to pessimists. As such, we should always be looking for reasons why something should be done, as opposed to reasons why it shouldn't.

This leads us into the area of effective criticism. Avoid the temptation to maliciously criticize someone or something. First, it makes the person look like a whining and jealous naysayer; second, it tends to be more destructive as opposed to constructive. It is simply good practice, when identifying problems, to suggest alternatives as opposed to simply criticism. As Winston Churchill astutely observed, "Any idiot can see what is wrong with something. But can you see what is right?"

So, is the glass half empty or half full? Your answer says a lot about how people perceive you.

9. BE OBSERVANT

As I have frequently written in the past, if there is anything constant in life, it is change. Change is always around us, but it takes a perceptive person to be able to spot the smallest of changes, whether it be a new hair style, someone losing weight, a small job well done, or whatever. When a change is observed, ask yourself why it has happened. Be inquisitive and understand the rationale for the change. This will help you adapt to the change as well as improve your interpersonal relations. For example, people are easily flattered when someone compliments them on a change. It means you are perceptive and interested in the person, both of which puts you in good standing with the other person.

Included in this area is the observance of the names of people. It is embarrassing to both parties when a name is forgotten. In particular, it sends a signal to the other person that he/she is irrelevant in your eyes. This certainly does not help build relationships. Asking for business cards is one thing, remembering names is something else. This may require a little effort but it is time well spent.

It is these little observations that go a long way. As an example, perhaps the best secretary I ever saw was a lady named Myrna who worked for an MIS Director in Chicago. The first time I visited the office, Myrna warmly greeted me and asked if I wanted a cup of coffee. Saying Yes, she then asked me what I wanted in it. I said cream and sugar, which she then made for me. Months later when I returned to visit the MIS Director, Myrna greeted me by name and presented me with a cup of coffee with cream and sugar. Frankly, I was startled that she not only remembered my name but how I also liked my coffee. Later I found out that Myrna maintained a simple card file; whenever someone visited the office, Myrna would record their name and the type of coffee they liked. Sharp. Very sharp.

10. BE HONEST

The linchpin to good interpersonal relations is trust. Regardless of our form of discourse, nothing builds trust better than honesty, the basic building block of confidence. Having an honest character conveys an image that you are dependable, that your word is your bond, and you can be trusted to do the right thing. But your reputation can be shattered overnight if you are caught in a lie. Therefore, don't falsify or mislead. If you do not know an answer, do not fabricate one, but make every attempt to find the answer elsewhere.

We now live in an age where it is more commonplace to cover-up a mistake as opposed to admit to it. Inevitably, all hell will break loose when the cover-up is discovered. Instead, admit a mistake early on, correct it, and earn the respect of your coworkers.

Give credit where credit is due. Remember this, nobody wants to work with someone they fear will wrong, cheat or defraud them.

CONCLUSION

There are other areas I could have gone into with this article, such as "persistence" and "leadership," but they would fall outside of the scope of improving social intercourse. I could have also covered such things as "gossip" and "finger pointing" but, instead, I was looking for those basic elements for people to improve themselves, not others.

Early in my college career I learned, "We enjoy life through the help and society of others." True words. Like it or not, we must interact with other people on a daily basis. The tips I have described, while admittedly are simple, can greatly facilitate how we interact with each other, thereby making our companies a better place to work and live.

Look, its really not that complicated; just use your head, loosen up a bit, treat others as you would have them treat you, and try not to stick your foot in your mouth.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"Social intercourse is a two way street. Make sure you are driving on the right side."

NEW eBOOK: THE BRYCE IS RIGHT

Folks, if you liked this week's essay, you'll love a new eBook we released last week entitled, "The Bryce is Right! Empowering Managers in today's Corporate Culture." This is a frank and candid description of the state of the art in management and includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force, and is excellent for college curriculums.

Bill Dominguez of Ecocentric Strategies in San Francisco calls it, "A breath of fresh air in the polluted ether of Silicon Valley management."

John Lusa of Dayton says it is "Well written and has tons of good ideas on management."

And Pat O'Callaghan of Philadelphia says, "If you don't want to manage right. Do not read this book. The book contains philosophies that are universal and fundamental."

The price is just $20 plus tax. For more information on our book or to order on-line, see:

http://www.phmainstreet.com/mba/bryce1.htm

IN OUR "DOWN THE ROAD" SECTION

The Society for Information Management will be holding their SIMposium 2006 on September 17-20 at the Fairmont Hotel in Dallas, Texas. For information, contact SIM headquarters in Chicago at 312/527-6734

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

MY "PET PEEVE OF THE WEEK" IS "MAKING EVERYTHING AGILE"

Last week I spoke on how Agile Methodologies for software development are trying to creep into other parts of the business. Normally I don't like to repeat a topic, but a couple of things happened this past week which has caused me to pursue this a little further.

The first was a multimedia broadcast I saw on the Internet which consisted of one of the latest industry gurus espousing the virtues of Agile Methodologies. He made an interesting comment which took me by surprise; he contended that programmers are in the business of producing software, not producing documentation. He contended that producing design documentation was a complete waste of time and detracted from the real mission of programming. This is like trying to build a house without a set of blueprints. Without some form of documentation, there is no way to adequately specify what it to be done, thereby we can never substantiate that we have satisfied the requirements. Further, without documentation, it is difficult to maintain or modify anything. But this guru adamantly stuck to his guns.

The second event that happened this past week was that I happened to get a call from one of our first customers who used "PRIDE" back in the 1970's. We happened to get on to the subject of today's Agile Methodologies which he was familiar with. He said, "Tim, there is nothing new here; its the same old shell game we played back in the 1960's and 1970's. Instead of laying out designs, we rushed to the coding pages and kept hacking away at the problem until we either wore out the end-user or ourselves. All they have done is just put a new spin on it."

To me, Agile Methodologies are a confirmation that programmers lack discipline, organization, and accountability. It also confirms their identity as free-spirited artists. You know, I have only met a handful of true programming geniuses along the way, such as Robert Beamer and Tom Richley; these are the true artists in my opinion. Most are just common house painters. So the question becomes: Do we believe systems development is an art-form or a science? An art-form implies an expression of taste and creativity that an individual intuitively possesses. Teaching the skills of the artist is extremely difficult to pass on from one person to another. A science, on the other hand, is based on accepted concepts and principles, something that can be easily taught and passed on to others. And this does not imply it lacks creativity. I find such disciplines as engineering and architecture hold a lot of creativity. As for me, I believe development is a science. And if we are ever going to tackle the huge backlog of requests for systems and software that business demands, we better start teaching it as such.

The thing that gets me is that the Agile Methodologists are serious about what they are doing. To me, they're simply dangerous.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Jon Harris in New York who wrote me regarding last week's essay entitled, "Firing Employees isn't for Sissies."
Jon writes:

"I could relate to your comments regarding firing employees. I work for an investment firm in New York and we tend to be a little more cutthroat here. I have seen numerous employees fired over the years for poor performance. Its not done as structured as you suggest in your broadcast though. I've seen tempers rise on both sides of the table. Frankly, its not the most professional terminations I have ever seen, and we have the lawsuits to prove it."

Thanks Jon for your note,

Yea, lawsuits involving employee termination is big business in this country. Most of this could be avoided with a little training though. Either that or hire someone who's forte is job termination. This could either be an internal employee or an outside consultant. Frankly, I think it comes off better if done by an internal employee. Better yet, the manager himself.

Again, Thanks for your e-mail. Keep those cards and letters coming.

NEW "PRIDE" eBOOK & AUDIO BOOK

We're pleased to announce the release of a new book on our "PRIDE" Methodologies for IRM. Actually, we've created two versions of the same book, an eBook version (in PDF format), and an Audio Book (in MP3 format). Both compliment the Internet version available through our corporate web site. The eBook version is 363 pages in length and includes full tutorials on Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management, complete with examples and a quick navigation to guide you through the book. The Audio Book is an abridged version which includes over nine hours of audio. The eBook version is priced at $49 plus tax, the Audio Book is priced at $54 plus tax, and a discounted packaged price for both is $93 plus tax. The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum.

Summers Hagerman of Cincinnati says, "This book provides management with a complete set of powerful tools for managing the largest information systems projects."

Check it out at:

http://www.phmainstreet.com/mba/pridebk.htm

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2006 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

"THE BRYCE IS RIGHT!" eBOOK ON MANAGEMENT RELEASED

PALM HARBOR, FL, USA (June 13, 2006) - M. Bryce & Associates (MBA) is pleased to announce the release of a new book for management, THE BRYCE IS RIGHT! Empowering Managers in today's Corporate Culture which is implemented as an eBook (PDF).

This is a frank and candid description of the state of the art in management. Includes essays on the problems in management today, along with some pragmatic advice on how to deal with them. The eBook doesn't ramble; it gets straight to the point and represents a common sense approach to managing in today's corporate world with a dash of humor thrown in. This "food for thought" eBook is a handy handbook for today's managers and the next generation of workers.

This eBook is written by Tim Bryce, a 30 year veteran who has consulted with some of the largest corporations in the world, as well as many small and medium sized businesses.

Basically, this is a condensed course in management. As such, it is suited for managers, either those aspiring to become a manager or for those who need a refresher course. It will also be of interest to young people entering the work force.

Excellent for college curriculums.

INTRODUCTION:

Who should read this book? Managers.

The corporate landscape has changed a lot since I first entered the work force in the 1970's. Thanks to changes in government regulations and socioeconomic conditions, we have witnessed substantial changes to corporate cultures in terms of communications, fashion, socialization, morality, and how we conduct business. Despite all this, one thing has remained constant: the need to get a job done, and this is the domain of the manager.

Quite often management is taken for granted, that it comes naturally to people. It doesn't. I see companies spending millions of dollars on technology but little on improving the skills of its managers. To me, this is putting the cart before the horse. Some people are afraid to manage; probably because they don't know how to or because they live in fear of a lawsuit. And others devise harebrained schemes to manage their area (usually involving the manipulation of numbers). There is actually nothing magical to management; all it requires is a little common sense. But as I have learned over the last 30 years in business, if there is anything uncommon today, it is common sense. I wrote this book because management is not naturally intuitive to people, nor is it painless, and to remind you that "man" is the key element of "management."

This book is well suited for those aspiring to become effective managers, as well as for those who require a refresher or change of focus. It should also be read by workers to better understand what is required of a manager, thereby lending him the support he desperately needs to fulfill his duty. Some of you may not like what I have to say, and I warn you that I am not always politically correct. Regardless, my observations are based on years of experience traveling around the world and visiting with hundreds of different types of corporations where I have seen a lot of successes, as well as a lot of snafus.

This book is actually based on a collection of papers on Information Resource Management (IRM) I wrote from 2004 - 2006. My original intent was to discuss such things as planning, systems and data base design, and project management. However, I was encouraged by my readers to expand my commentaries into other areas involving general management, hence the development of this collection of papers.

Throughout this book you will hear a lot about such things as corporate culture, empowering the workers (managing from the bottom-up), and the need for developing the socialization skills of the next generation of our workers; in other words, the human elements of management. This is one reason why our corporate slogan is "Software for the finest computer - the Mind," for in the end, it is the human-being that matters most, not our technology.

The eBOOK (ISBN 0-9786182-3-8) is 90 pages in length and is implemented using the popular Adobe Reader. This provides the means to quickly navigate the eBook through bookmarks as well as print the pages (8.5" x 11" paper). The price for this version is $20.00 (U.S.) plus tax and is delivered via e-mail. The eBook is sold and destributed by MBA as well as authorized book retailers (discounts available). Excerpts from the eBook are also available (a trial version); click HERE for the PDF file.

The eBook is excellent for both corporate managers as well as at the university level where it complements a college curriculum.

REVIEWS

"A breath of fresh air in the polluted ether of Silicon Valley management."

- Bill Dominguez Ecocentric Strategies San Francisco, CA, USA

"The book has a good flow. Well written and has tons of good ideas on management."

- John Lusa Dayton, OH, USA

"If you don't want to manage right. Do not read this book.
The book contains philosophies that are universal and fundamental."

- W.P. O'Callaghan
Philadelphia, PA, USA

This eBook will be followed by a training course which will be made available on-site. Details to follow soon.

For additional information on the eBook, click HERE.

Notice distributed by:
Tim Bryce
Managing Director
M. Bryce & Associates (MBA)
a division of M&JB Investment Company
P.O. Box 1637
Palm Harbor, FL 34682-1637
United States
Tel: 727/786-4567
E-Mail: timb001@phmainstreet.com
WWW: http://www.phmainstreet.com/mba/
Since 1971: "Software for the finest computer - the Mind"

June 12, 2006

"FIRING EMPLOYEES ISN'T FOR SISSIES"

I recently had a good friend experience a troubling termination of an employee. This was for a national retail distribution company where my friend serves as Sales Manager for one of the company's regional outlets. The problem centered on a young (thirty-ish) salesman who was well trained but acted like a loose cannon, e.g., policies and procedures weren't always followed, and he was caustic and abrasive with customers and suppliers alike. This inevitably resulted in some serious customer relations problems for the company. On more than one occasion, my friend was called in to bail out the salesman. His conduct and attitudes were well documented in his performance reviews and my friend went beyond the call of duty to counsel the salesman. Regardless, the salesman recently insulted a young female supplier by using the legendary "f***" word on the telephone (along with several other choice expletives). Not surprising, this traveled up and down the management chain of command until it finally landed on the desk of the Sales Manager who was told to fire the salesman. Dutifully, my friend called him into his office, explained the situation, and gave the salesman the option of allowing him to either resign or be terminated. The salesman flew into a rage and called the Sales Manager every name in the book and came close to exchanging blows with him. It was very ugly.

I talked with my friend at length about the incident and told him if he was guilty of anything, it was that he was too kind and too often gave his people the benefit of a doubt. Whereas he always hopes for the best from an employee, I generally expect the worst and am pleasantly surprised when things work out. In other words, they have to earn my respect; they cannot take it for granted. This got me thinking about how we terminate employees these days. In the old days, if you screwed up, you were fired on the spot and shown the door. No questions asked; it was a done deal. But in today's litigious society, managers have to be more careful or face a costly lawsuit.

I remember firing my first employee several years ago. Even though I hadn't hired the person, it was my duty to terminate him. The night before the termination, I agonized over how I would do it and what I would say. My stomach flipped-flopped and I definitely did not look forward to doing it. Nonetheless, the next day I called the employee into my office, explained his services were no longer needed, and let him go. In hindsight, I'm sure it was less than perfect, but I somehow got through it (and had a stiff drink afterwards). Since then I have had to terminate a fair share of people over the years. I no longer get upset over it and have learned a few things along the way. Perhaps the biggest lesson is that firing employees isn't for sissies. There are not many things worse a manager can do than botching a firing. We laugh at Donald Trump saying, "You're fired," on television, but that is a rigged situation where contestants already understand there is going to be only one survivor. In the real-world, a termination affects a lot of people other than the employee and yourself; it affects the employee's coworkers, family and, in the situation described above, customers and vendors. Firing an individual requires great skill and, as far as I'm concerned should be left to professionals.

BACKGROUND

There is a big difference between firing a person and letting a person go. Whereas the latter could be the result of work stoppages, the former is due to the performance of the individual. As such, this article is primarily concerned with firing. From the outset understand this, keeping a poor performer employed is a disservice to the company, the coworkers, you (the boss), as well as the individual. As mentioned in the beginning, a poor performer causes coworkers and/or the boss to work overtime to cover for the employee. Consider this though, it hurts the individual who is either unskilled for the job or has risen above his level of competency. This type of person has hit a "dead-end" in his career and it is unfair to keep him in a position where you know he will undoubtedly fail. Let him get on with his life in another capacity where he might succeed.

Prior to any firing, a paper-trail is required to document the person's performance. An Employee Performance Evaluation (or "Review") should be conducted routinely, particularly in the early stages of employment. Such a Review should highlight both the person's strengths and weaknesses giving the boss an opportunity to offer advice to the employee on how to better himself. Very important, have the employee read the Review carefully and SIGN IT. Thereby, the employee can never say he was unaware of any problems.

If the employee is struggling and you have to put him "on notice" (either improve or face termination), this should be written into the Review as well. More importantly, if you put a person "on notice" be sure to follow the worker's progress carefully, not only to make sure he is improving, but to see if he is preparing to bail out on you.

PREPARATIONS

Assuming you have adequately documented the employee's performance and you are convinced you have just cause to fire him, now it is time to properly prepare yourself:

1. First, you may need to get permission from your superior or someone in Human Resources to fire the person. Be prepared to give a detailed reason for terminating the employee and be able to substantiate your claim. This makes for a convenient rehearsal for the firing.

2. Consider the person's current work assignments and what affect his firing will have on your department (coworkers, vendors, customers, delivery dates, etc.). Even if a person is working on something critical for the company, and it is absolutely necessary to terminate him, do not let the employee hold his job hostage. Even if you kept the person, there is no telling whether his work would ever be completed to your satisfaction. If he has to go, he has to go. Do not procrastinate.

3. Determine an exit strategy. To minimize disrupting the work of others, determine a proper time and date to terminate the employee. More people are fired on late Friday afternoons than any other time or day of the week. Why? Simple. It is the end of the workweek and people are more interested in going home than listening to someone being fired. By Monday, the person will already be a memory.

   Psychologists might suggest Monday mornings are a better time for terminations as opposed to Fridays, simply because the employee won't have time to think about it over the weekend and become despondent or irrational. As for me, I am a Friday man as I don't want this to weigh too heavily on the staff.

   In preparing for the employee's exit, consider what corporate paperwork is involved (see Human Resources), what keys, locks, badges, computer passwords may need to be changed, and back up the employee's computer files. Under no circumstance should the employee be allowed to touch his computer after being dismissed; there is no need to invite sabotage.

   Select a witness to attend the termination meeting (this should be done in all cases regardless if you are expecting a hostile firing or not). Even better, be prepared to record the termination if possible in case it is needed in a court of law.

   If necessary, have a box prepared for the employee to empty his desk.

DO IT PROFESSIONALLY

Now the hard part; actually terminating the employee. Now you have to prepare yourself psychologically. If you go into it with any emotions (guilt, anger, sympathy), you are doomed to fail. Always remember you are an emissary of the company, not an individual with a vendetta. It is hard to be cold in situations like this, but you have to be well organized and in the proper state of mind to pull this off. Ideally, the objective should be that the employee being terminated comes away from the dismissal knowing he had been fired by a pro, not a clown.

Just prior to the dismissal, talk to your witness and let him/her know what you are about to do and what will be expected from the witness during the termination (which should be to simply observe and not to speak during the firing).

When ready, invite the employee into a private room, preferably away from the coworkers. Be cordial but avoid idle chitchat as it is not relevant at this point. Inform the person of the purpose of the meeting and why he is being terminated. It is important the person understand why they are being fired. Some people feel this is unnecessary. I don't for two reasons: First, if a person starts litigation against you or the company, he cannot claim he didn't know the reason for the termination, and; Second, if the person is ever going to improve in the future, he should understand why he is being dismissed.

It is very important you remain in control of the meeting at all times. Stick to the facts and do not waver. The employee will react one of two ways: either surprised by the termination (didn't see it coming) or knew it was inevitable. The emotional reaction to the termination may take many forms:

• Grateful it is over (allowing them to move on to something else).
• Understands reasons and accepts it.
• Embarrassment.
• Anger.

Regardless of the emotional reaction to the termination, stay in control of the meeting. Do not show weakness by back-peddling or allowing second chances. Remember, you reviewed the employee's work performance in the past and the employee should have already adjusted his work habits. Providing an employee a second chance at this stage only invites sabotage.

Do not prolong the termination either; keep it short and to the point (do not give him time to think and react). Sympathy is not necessary, nor is gloating. Also, it is not necessary to be apologetic, after all, you have a valid business reason for terminating the employee don't you? Just keep things in a "matter of fact" tone of voice. Again, you represent the company in this capacity; maintain your composure.

If it is necessary for corporate papers to be signed as part of the exit, have the employee sign them at this time. If the employee refuses, have it so noted by the witness. Also explain to the employee how he will receive his final paycheck.

In some situations, it is better to try and get the employee to resign as opposed to being fired. If the person is fired, they are automatically eligible for unemployment (which the company has to ultimately pay). If the person resigns, collecting unemployment is considerably more difficult to obtain (although the government loves to give away your money anyway).

If the employee shows signs of being upset, allow them to regain their composure before exiting the meeting. An emotionally distressed person can have an adverse affect on the staff. It also allows the employee to save face.

POSTMORTEM

Fired employees should clean out their desks of their personal items as soon as possible. This should normally be supervised by someone, preferably not the witness or the person who just fired the employee. Further, when the employee is gone, make sure the desk is cleaned out to your satisfaction; leave no traces.

Farewells are not necessary and should be discouraged. The less contact the employee has with your staff, the less chance he has of "infecting" your people. Some companies also find it necessary to escort the person off company premises.

Following the termination, prepare a report reviewing the termination which should be filed in the employee's personnel jacket. Keep it factual and to the point (include time, date and the length of the meeting). If the employee made any threats, this should be documented. The witness should also make a similar, but separate, report. Both reports should be simple and to the point and reflect what actually transpired during the termination. Also, if the termination was recorded, it should also be filed in the employee's jacket.

Your staff will inevitably be wondering what happened. It may be necessary to briefly discuss it at a staff meeting (do not call a meeting just to discuss the termination). When reviewing the termination with the staff, it is not necessary for you to rationalize why the employee was terminated (if he was a loser, they should be able to figure it out). Further, the fired employee may have friends on the staff who might testify against you in the future. Instead, keep it simple; that the employee is gone and discuss who is going to pick up the pieces. Do not belabor the firing. Its over. The only thing you, as boss, should be concerned with at this point is problems in staff morale as a result of the firing.

After the employee has left, be careful of requests for job references for the employee. You can state the employee's job title and length of employment but little else. Do not discuss why the employee was terminated or his job performance. If you make disparaging remarks about the employee, he might learn of them and initiate a lawsuit; In contrast, if you give a glowing report on a former employee and he turns out to be a dud, the employee's new company may consider a lawsuit over false claims and misrepresentation. Therefore, do not discuss the employee's performance. The only exception is if you are asked if the former employee is eligible to be rehired (a simple Yes/No will suffice).

CONCLUSION

We live in a strange time where managers are afraid to fire employees in fear of possible litigation. Instead, there is a great temptation to transfer or promote the misfit to another department, thereby transferring your problems to someone else. This is horribly irresponsible and does your company a disservice by allowing the employee to screw-up elsewhere (and badmouth you to boot). Do not prolong the agony. Get on with it. As my old football coach used to say, "Have a little STUG" (that's "Guts" spelled backwards).

Firing a person is an important part of being a manager. It goes with the territory. Do not procrastinate and never live in fear of firing someone for if you do, you will become ineffective as a manager. But if you are going to do it, do it right. Let the employee know he was fired by a pro. If done properly, you will win the respect of your superiors, your subordinates, as well as the person you are letting go.

Firing employees isn't for sissies.

OUR BRYCE'S LAW OF THE WEEK therefore is...
"If we lived in a perfect world, there wouldn't be a need for managers."

NEW "PRIDE" eBOOK & AUDIO BOOK

We're pleased to announce the release of a new book on our "PRIDE" Methodologies for IRM. Actually, we've created two versions of the same book, an eBook version (in PDF format), and an Audio Book (in MP3 format). Both compliment the Internet version available through our corporate web site. The eBook version is 363 pages in length and includes full tutorials on Enterprise Engineering, Systems Engineering, Data Base Engineering, and Project Management, complete with examples and a quick navigation to guide you through the book. The Audio Book is an abridged version which includes over nine hours of audio. The eBook version is priced at $49 plus tax, the Audio Book is priced at $54 plus tax, and a discounted packaged price for both is $93 plus tax. The book is excellent for both corporate developers as well as at the university level where it complements a college curriculum. Check it out at:

http://www.phmainstreet.com/mba/pridebk.htm

IN OUR "DOWN THE ROAD" SECTION

MIT's Center for Information Systems Research will hold its annual conference from June 12-16, 2006 on the MIT campus. For information, contact MIT at 617/253-2348

The Society for Information Management will be holding their SIMposium 2006 on September 17-20 at the Fairmont Hotel in Dallas, Texas. For information, contact SIM headquarters in Chicago at 312/527-6734

If you have got an upcoming IRM related event you want mentioned, please e-mail the date, time and location of the event to timb001@phmainstreet.com

FRAPPER MAP

Friends, I don't know if you've seen it yet, but we've added a Frapper map to the "Management Visions" web site. Frapper is a free mapping service offered by the folks at Rising Concepts, LLC, and allows you to plot yourself on a worldwide map. This is a great way to keep track of our listeners and I encourage you to try it out through our web page or by clicking HERE.

MY "PET PEEVE OF THE WEEK" IS "MAKING EVERYTHING AGILE"

The boys and girls playing with Agile Methodologies are at it again. For those of you not familiar with the "Agile" movement, this is a group of people who believe in conquering systems problems one program at a time using quick and dirty approaches for software development. Last year, they penned a "Declaration of Interdependence" whereby they promised to increase return on investment, deliver reliable results, boost performance, etc., etc. It may be nice for building a single program, but frankly, it has not been proven to be a viable approach for building an entire system. Basically, its the same old shell game in programming played out over the last 20 years.

Now there is a movement afoot to use Agile concepts in other parts of the business. They're not content with screwing up software development, now they want to ruin the rest of the business. Let's think about what they really mean by "Agile," which is a very hip word which implies flexibility, adaptation, and speed. In reality, the "Agile" approach includes interviewing the end-user, then rapidly writing a program and iterating through the process until the customer is satisfied. This may be fine for small inconsequential things but for anything of substance, forget it. But let's assume we're going to use this philosophy for something other than software for a moment; something like building a bridge. Under the "Agile" approach, the bridge engineer would consult with a team of builders to build the footings of the bridge and, separately, another group would build the support structures, another group would build the expanse, etc. Now what do you suppose the chance would be that the whole structure would hang together at the end? Zero to none, right? It is certainly not something I would want to drive over.

The problem with the "Agile" approach is that they attack problems in piecemeal in a non-concerted method. Further, they would slap something together quickly, then keep refining it until the client is finally satisfied. When you are building anything of substance, such as a bridge or an enterprise-wide system, this is hardly a suitable method of operating. We simply couldn't afford it, nor do we have the time to wait for it to all hang together. But this is exactly what the "Agile" advocates are recommending we do in business today. Sorry, but I simply don't buy it.

Just remember this, if we built bridges the same way we build systems today, this would be a nation run by ferryboats.

Such is my Pet Peeve of the Week.

AND FINALLY...

I received an e-mail from a Jeff Faber in New York who wrote me regarding last week's essay entitled, "Why we need Policy Manuals."
Jeff writes:

"Great post. You finish your article mentioning the importance of enforcing policies. I wondered about the need for a policy manual might drift into a need for a rules engine."

Thanks Jeff for your note,

Yes, process and rules engines are a good way to enforce policies. However, I wonder whether we are becoming so structured that the human-being has to be told what to do all of the time. This lends itself to a Theory X form of management which I am not convinced we need. However, as we all know, there are those people who have to be told what to do.

Again, Thanks for your e-mail. Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567. For a complete listing of my essays, see the "PRIDE" Special Subject Bulletins section of our corporate web site.

Our corporate web page is at:

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Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

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This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END