November 5, 2007

"DO'S AND DON'TS IN THE WORKPLACE (PART IV)"

The following is an excerpt from my new book, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. The book offers considerable advice regarding how to manage our personal and professional lives. As a part of this, I found it necessary to discuss the legal ramifications of employment.

Over the last few weeks we discussed a variety of things pertaining to the terms of employment. This week I will wrap up this four part series by discussing miscellaneous items you may encounter in the workplace.

Do's and Don'ts in the Workpace (Part IV)

Expense Accounts

An expense account is used to record the expenditures an employee incurred while acting on behalf of the company, such as when conducting a sales call, visiting a customer, attending a training program, etc. How such expenses are to be recorded should be defined by the corporate Policy Manual or some other corporate guideline.

Rule Number 1 - retain all receipts. Companies will typically not compensate employees without a receipt. If a client or prospective customer is involved, be sure to write their names, titles, and the company they represent, on the back of the receipt.

Rule Number 2 - know what you are entitled to record as an expense, and what you are not. For example, some companies may specify a cap for meals and lodging. Anything above the cap will be at the employee's expense. Also, if you are being compensated for automobile mileage, know how much you are entitled. There may be instances where corporate mileage compensation is below what is allowed by the government. In this situation, you may be entitled to use the difference as a deduction on your income taxes. For example, suppose the government allows $.35 per mile, yet your company only pays you $.30 per mile; you are entitled to report the $.05 difference on your income taxes. Consult the latest IRS regulations for clarification.

When entertaining a customer, know who is supposed to pick up the check at the end of the meal. You do not want any embarrassing situations to arise, particularly if it may cost you a sale. Because of this, make sure the other person knows who is paying the tab BEFORE you sit down.

Air Travel

When traveling on business, there are several items to be observed:

1. Booking the trip - Most large companies handle reservations for air transportation themselves or contract with specific travel agencies to handle it for them. By doing so, they typically secure better rates than the average consumer gets. Or you may be asked to make the reservations yourself. Regardless, record the confirmation number of your tickets in case they are lost.

2. Companies will have rules on the travel class you are allowed to use (first class, business, tourist). As the young hire, in all likelihood you will be flying tourist. Senior employees and executives typically enjoy First or Business Class.

3. You may earn Frequent Flyer points for your travel, but if it is on business and at the company's expense, do not be surprised if you must surrender these points to the company as opposed to you keeping them. Consult corporate guidelines.

4. When traveling out of the country, be sure to take your passport and traveler's checks (if you are so inclined). Make photocopies of all of these items and keep one copy in the lining of your luggage and one copy at home with your family. In the event they are lost or stolen, the photocopies will prove invaluable for replacing them promptly.

   Finally, When arriving at a new country, be sure to check the latest currency exchange rate to make sure you are being fairly charged for something.

Moving/Transfers

There may be instances where it is necessary for you to accept a transfer within your company to another location. As such, you will be asked to move your family and yourself. Before you accept the transfer, make sure it is worth your while to do so. In other words, is there some sort of incentive for you to uproot your life? Financial compensation is nice, but you may be left with no alternative but to accept the job (or face dismissal). If you are being groomed for management, you will most likely have to take one or more transfers to climb the corporate ladder. If you like your current job and continue to spurn transfers to other parts of the company, you may be hurting your chances for advancement. If you say "No" too often, management will stop asking and you might suddenly find your career arrested.

Assuming you want to accept a transfer, find out first what the company policies are regarding moving expenses. Will they offer you suitable moving expenses or next to nothing? Will they allow you time to find suitable accommodations at your new location or must you do this at your own expense? Think twice about accepting a transfer, they may genuinely want you to accept the transfer, or they may be hinting that you should find another job.

Office Romances

This is an incredibly delicate subject as office romances can turn very ugly. Nonetheless, people will continue to be attracted to each other. I would caution you to avoid an office romance for several reasons:

1. Your intentions may be misinterpreted by the other party and you may suddenly find yourself embroiled in a sexual harassment lawsuit.

2. Even if you date for a while, but decide to break up later on, this may make for an uncomfortable situation in the workplace from then on.

3. Openly dating another employee may lead to petty jealousies which can also lead to problems in the workplace.

Knowing of such potential problems, companies may flatly prohibit office romances and deem it grounds for dismissal. Others may allow office romances as long as you notify certain management personnel, such as the Human Resources Department. Be sure to consult the company's Policy Manual for particulars.

The best policy is to simply avoid an office romance if at all possible. If not, be incredibly discreet about it and go into it knowing you both run the risk of running into problems later on.

CONCLUSION

This series of Do's and Don'ts have been aimed at guiding new hires on the right path. Quite often newbies are dropped into a corporate workplace that can be rather confusing and disheartening. If you are not careful, you can be fed to the wolves. The purpose of these tutorials, as extracted from my new book, is simply to set them on the right track. Maybe the best way to think of it is as a road map for traversing the corporate mine fields.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "If you say "No" too often, management will stop asking and you might suddenly find your career arrested."

"MORPHING INTO THE REAL WORLD"

Friends, as mentioned, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

LIKE TO WIN AN AUTOGRAPHED COPY OF MY NEW BOOK? Be the first one to e-mail me a message with your name and shipping address. In the SUBJECT or BODY of the e-mail, be sure to write "Morphing Book 110507". E-mail it to me at timb001@phmainstreet.com. Only one free book per person. I'll announce the winner on next week's broadcast.

Last week's winner was: Judy Thurman of New Jersey. Congratulations, a copy of the book is already in the mail to you.

MY "PET PEEVE OF THE WEEK" IS "THE COST OF TECHNOLOGY"

Not long ago I was cleaning out my files and shredding bills from years ago. Each year I dutifully box up my bills and income tax statements and store them away in case I ever need to reference them. Periodically I dispose of them after sufficient time has passed and they no longer serve any purpose. On this particular occasion I was examining what I had been paying for over ten years ago.

One of the first things I noticed was the difference in my telephone costs. I used to pay for just a land line at about $50 a month which also accommodated my long distance charges. Today, I average about $170 a month in telephone costs which covers my cable telephone and the cell phones used by my family. And this doesn't include the hardware costs which range from $50 to $400 for the phones themselves.

Does anyone remember when television was free? I do. We didn't have a lot of channels back then and the programming was probably a lot better than it was today as only the cream of the crop made it to the airwaves. Today, my cable bill averages at about $36 a month for the basic package. I know a lot of other people who are paying a heckova lot more for premium channels. This means we have many more channels than in the old days, but I can't say we have better programming as many stations put just about anything on to fill the time. Something else; does anyone remember the original premise of cable? That there would be far fewer commercials, if any? I guess the cable networks missed the memo. Let us hope XM radio, another technology we now pay for, doesn't forget this.

For entertainment, we played cards and board games or just socialized. If we went to the movies, we would go to the local theater and pay a couple of bucks. Today we have cineplexes to watch many different movies, usually computer generated, in Dolby "surround-sound" for about $10 per person. Renting movies isn't too bad as there is some fierce competition out there. I'll be curious to see what impact the downloading of movies will have on the price of a movie.

We also pay a lot for video games. The Xbox and Playstations range in price from $350 to $600 depending on the options you order, and this doesn't include the games themselves which range from $30 to $60 each. For example, the much touted "Halo 3" sells for about $60.

Computer hardware prices have gone down, but interestingly, software has gone up, particularly the price of operating systems (which range from about $100 to $300) and office suites ($120 to $500); then you've got financial packages, graphics packages and anti-virus packages and other utilities, etc. It's not cheap. In total, computer costs have actually gone up, not down.

Household cameras and film processing used to be pretty inexpensive too. Today we have digital cameras and camcorders which range in price from hundreds to thousands of dollars. I don't think anyone remembers "Brownie" cameras, "Instamatics," or Polaroids anymore.

One has to ask, as the price of technology goes up, has our quality of life gone up? I guess that's debatable. I know driving has become infuriating as people actively chat on their cell phones as opposed to concentrating on the road. It also seems people like to "tune out" on their iPods or other devices as opposed to socializing. And I question the quality of our programming on television. All I can say is "Thank God for remote controls." I can't image a television set without one anymore.

If you were to add it up, you would probably find that technology has quadrupled the cost of living, and that's probably a conservative estimate. Kind of scary isn't it? Maybe the best thing I should do is simply not open those boxes of bills and just burn them instead.

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "Reinventing the Wheel":

A K.O. in Butte, Montana wrote...

"I agree that we shouldn't throw out 'the baby with the bath water', and things can be repaired with just a little effort. Our current culture doesn't believe the effort should be put forth, and like Ockham's Razor, that 'the simplest answer must always be the best'. Ockham has been disproven over and over again. A good rule of thumb, many people forget how it goes-'the simplest answer "given the available information" must be the best." Thank you very much!"

Thanks for your comments.

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.

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 © 2007 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

October 29, 2007

"DO'S AND DON'TS IN THE WORKPLACE (PART III)"

The following is an excerpt from my new book, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. The book offers considerable advice regarding how to manage our personal and professional lives. As a part of this, I found it necessary to discuss the legal ramifications of employment.

Over the last two weeks we discussed such things as terms of employment, working hours, Moonlighting, Salaries, Job Titles, and Employment Contracts. This week we will consider performance reviews, reprimands and firings, and handling stress.

Do's and Don'ts in the Workpace (Part III)

PERFORMANCE REVIEWS, REPRIMANDS & FIRINGS

Reviews

An Employee Performance Evaluation (or "Review") is quite normal and routine, particularly for new employees in the first 90 days of their employment. The evaluation is normally prepared using a standard form and denotes their strengths and weaknesses. If there is a problem, the manager should warn the employee accordingly and give him/her sufficient time to correct the problem, such as 30 days. This also gives the boss an opportunity to offer advice to the employee on how to better him/herself. Do not be offended by the review, listen carefully, and take heed to what the reviewer is telling you. Whether the review is accurate or not, it represents how you are perceived for which you should take corrective action.

As part of the review you will be asked to sign it, thereby testifying you understand what was said. The review will then be filed in your employment jacket for future reference.

If you are struggling with a job, you may be put "on notice" (either improve or face termination), which should be written into the review as well. Now is the time to do some soul-searching; either improve yourself or start looking for a new job.

Firings

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 tutorial is primarily concerned with firings. From the outset understand this, keeping a poor performer employed is a disservice to the company, the coworkers, as well as the individual. 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. He should be allowed to get on with his life in another capacity where he might succeed.

If you are being fired, you may be inclined to get upset as you may not have seen it coming, but if you were warned during your last review, and made no effort to improve, do not be surprised and take it professionally.

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. 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. Regardless, a firing can occur at any time and can be performed either badly of professionally.

A professional firing will be conducted rather calmly and privately. You will be told you are being let go, and maybe you will be told the reason and maybe you will not. Nonetheless, keep calm and collected and pay attention to what is being told you. Endeavor to find out the cause of your firing but do not be surprised if it is not explained to you. You may be given the option to resign as opposed to being fired. If you resign, it will look better on your resume; but if you accept the firing, you will probably be entitled to unemployment compensation from the government (it is your call on this).

A witness may be present during the meeting who is there to monitor the proceedings, not to referee. If possible, take plenty of notes, particularly afterwards when you should write a report to yourself describing what transpired and what was said.

You will be asked to surrender any company keys, badges, or other materials in your possession. You may also be asked to sign paperwork relating to your termination; be sure to read it carefully before signing it if you are so inclined (and get a copy of it). Do not try to access your computer as the passwords have probably already been changed. You will likely be asked to clean out your desk promptly and be escorted off the premises. Avoid the temptation to openly complain to your coworkers as it may put their jobs in jeopardy and possibly be used against you in a court of law. Go out with your dignity intact, and do not look like a sore loser.

Handling Stress

There are several different variables for developing stress on the job, such as pressure to accomplish a specific task, frustration resulting from failure, job insecurities, or simply the tedium of the job itself. Further, personal problems may compound stress, such as debt, a pending divorce, a death of a loved one, etc. People handle stress differently, some just cope with it, others turn to food, alcohol or drugs to relieve it. But perhaps the best two ways are to either talk about it, or through physical exercise. If you need to talk to someone, obviously it must be someone you can trust, such as a family member or a close personal friend. I do not recommend you confide in a coworker as this may be misinterpreted and open you up to rumors and ridicule. Quite often, some basic physical exercise can distract you from your problems, be it a workout in the gym, jogging or walking, or perhaps a game of softball, golf or tennis. Group activities are probably better as it allows you to socialize on non-work related matters, thus allowing you to clear your head. However, if stress becomes too unbearable for you, seek professional advice. Perhaps it will be necessary for you to take a vacation or sabbatical from your work, or maybe a change in job altogether.

NEXT WEEK: I'll wrap up my "Do's and Don'ts" with discussions on Air Travel, Moving/Transfers, and Office Romances.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Keeping a poor performer employed is a disservice to the company, the coworkers, as well as the individual."

"MORPHING INTO THE REAL WORLD"

Friends, as mentioned, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

LIKE TO WIN AN AUTOGRAPHED COPY OF MY NEW BOOK? Be the first one to e-mail me a message with your name and shipping address. In the SUBJECT or BODY of the e-mail, be sure to write "Morphing Book 102907". E-mail it to me at timb001@phmainstreet.com. Only one free book per person. I'll announce the winner on next week's broadcast.

Last week's winner was: Bernie DeMarco of Chicago, IL. Congratulations, a copy of the book is already in the mail to you.

MY "PET PEEVE OF THE WEEK" IS "REINVENTING THE WHEEL"

I'm a big believer or reusing things, particularly if I know something has already proven itself to be a viable solution. As a small example, I maintain a library of templates for such things as word processing and desktop publishing documents, web pages, and simple data base designs. I select a template, and then fine tune it until I get what I want. I find this saves me a lot of time as opposed to developing something from scratch. If I find something else useful along the way, I add it to my library. In the systems world, I have always advocated the sharing and reusing of information resources, such as data and processing components, which I often refer to as "building blocks" for developing systems. It's just a smarter way of operating and, frankly, I don't like to reinvent the wheel with every project I'm working on. Instead, I want to get the job done. If that means reusing something, so be it, regardless of its age; if it works, it works.

I'm not much of a proponent of "throwing the baby out with the bath water," but I know a lot of people who are just the antithesis of this and are constantly reinventing the wheel. I don't know why this is, but I suspect it probably has something to do with human ego. It's kind of like someone saying, "Well, if I didn't think of it, it can't be any good and I'll go and invent one myself." We saw this for years when we sold our "PRIDE" methodologies for systems design. We met several people who thought our methodologies were nice, but thought they could do it better themselves and invested thousands of dollars trying to reinvent our wheel. Inevitably, such undertakings ended up as disasters and we sold them our product in the end. I always marveled at the amount of time and money these companies wasted in the process though; all because of ego.

Years ago General Motors took some heat for slipping a Pontiac engine into an Oldsmobile chassis. People thought they were getting gypped by getting a "cheap" engine. To me, I thought GM was brilliant. Here we had a company who designed products with interchangeable parts in mind. This allowed them to reduce inventory overhead, integrate their product lines, and still produce quality products less expensively. And I can tell you, there is nothing "cheap" about a Pontiac engine. Nonetheless, the public didn't see it this way.

In the systems world, I think you would be surprised to see how much computer software is thrown out with each release of a product. Instead of reusing program code, a lot of companies simply reinvent the wheel with each release. I find this rather strange and a huge waste of money. Maybe it's because people don't know how to share and reuse component parts; either that or they simply don't want to. Either way, the human tendency to avoid sharing and reusing anything, and reinventing the wheel each go around, leads to increased development costs, which, of course, is inflationary.

Another reason for not sharing is I believe we no longer have a sense of history anymore. We do not study what worked or what didn't years ago, we are only interested in the present. Consequently, this leads people into reinventing a wheel that was invented some time ago.

There have been plenty of tools introduced over the years for standardizing and sharing components; everything from Bill of Materials Processors (BOMP) in the manufacturing sector, to Repositories in the I.T. field. You can find such tools in just about every field of endeavor. The technology is certainly available to share and reuse components, but the desire and discipline to do so is not. I can tell you this, sharing and reusing things doesn't happen by itself. It requires a concerted management effort to make it happen. But if management is oblivious to the problem and doesn't care about the amount of money they waste year after year, then I guess we will be "reinventing the wheel" for a long time to come.

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received quite a few comments regarding my "Pet Peeve" on "The Passing of Punctuality":

A B.D. in Canada wrote...

"It's a sad joke at my corporation that if you're five minutes late for a meeting you're early. You're not on time until your ten mins late and you're not late until you're 15 minutes late.

However I do think it a bit much to request everyone to show up to an 8:30 am meeting. Have you ever heard of traffic, day care, weather...etc?"

A P.B. of Alabama wrote:

"Unfortunately, none of B.D.'s reasons apply when it comes to court. There is such a thing as contempt to which fines may be applied. I do understand and empathize with these things. I was a stay-at-home mom for all the years of our daughter's growing up except for four years. Those years were difficult. There was no federal mandate for family needs or personal matters, and I rarely got sympathy for the illnesses of our child that she acquired in day care. Therefore, I became a stay-at-home mother. At home, I kept our child and kept our house. Additionally, I became very immersed in civic organizations. I thought it was my duty to my community because I had the time and the talent. I did become flustered at times when women said, "You don't work, do you?" I led many of these organizations and would have been elected to lead more, if I had consented. My point is this: I am middle-aged today, and I do not work. My husband is retired; our daughter is grown; and I would like to work. I have not been told I was overqualified, even with a graduate degree. However, I never hear anyone say: "You do not work, do you?" Today I could be very, very focused on work. A title is not important at this stage. Maybe companies could have assistants-at-large or just a category of employees called "assistants"--not assistants to somebody. When employees or partners like B.D. cannot make it to a meeting on time, because of weather, or day care or traffic, an assistant could be his substitute. The assistant could get him up to speed. Or, that could just be a job category. For example, if an assistant suggests an idea that the team finds viable and profitable, then the assistant would be rewarded in some way. Maybe this could even be a perk for Bill? However, I do not think traffic or weather were ever on the table. Should companies or employers individualize? I think they always have. Do I think they should? Yes. I like the idea of substitutes better. What do you think?

BTW, I think Ghandi is extreme here and in other ideas. I do not mean to step on anybody's toes. It is just my opinion."

A C.W. of Charlotte, NC wrote:

"Being late is my biggest pet peeve...it demonstrates the ultimate selfishness."

An S.T. of Iowa wrote:

"You and I would get along great...I am one of those people who is always early for appointments. It bothers me to think that I might keep someone waiting for me...."

A J.U. in Clearwater, Florida wrote:

"Tim you are so correct here. Unfortunately I am one who has a hard time being on time. Seems like I cannot say no to phone calls, etc. Your article was great; it gave me some food for thought!!"

An H.W. in Iowa wrote...

"When I know I have to be some place to be with certain friends that are known for being late I always tell them the time is half hour before it really is."

And finally, an F.D. of Edmonton, Alberta wrote:

"Punctuality is a thing with me as well... that is not to say that I have never been late, because I have been. If I am late, I offer no excuse because the only one could be that I should have left for the appointment earlier... I usually ask if it is considered "better late than never." Have you ever noticed that invariably the excuses are always the same?

My wife's Daughters of the Nile meetings operate on "George Bush Time" i.e. the door is locked... don't knock.

A friend of mine who sits on a board of directors recently recounted that the president of the board, who is on the arrogant and pushy side, was late for a stated meeting of the board... my friend started the meeting without him!... he has not been late since but is still complaining.

Many simple etiquette things have become passé for a huge "chunk" of society today... tardiness, dress codes, men wearing hats indoors (especially baseball caps and especially with them on backwards), exposing the feet on men (sandals... although socks and sandals are worse), women smoking on the street, etc. I think the now acceptable business casual (clean golf shirt and slacks... not blue jeans) is completely disgusting.

My Lodge put on a dressy gala for our 50th anniversary a couple of weeks ago... the dress code was formal or semiformal. A "hobo" wearing a baseball cap, blue jeans, a plaid shirt outside his belt and a beat up jacket stepped up to the bar... I asked him if I could help him with anything... He said he was here for the party and had a ticket! I told him that his manner of dress was completely unacceptable to which he responded he didn't know it was a dressy affair... I told him he didn't ask and that he should leave. I suggested he go home and change into something more appropriate... he did and came back, I acknowledged his endeavor... by the way, he won the main door prize for the evening which was a beautiful antique pocket watch worth over $700!... Go figure! LOL"

Thanks for your comments.

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.

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 © 2007 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

October 22, 2007

"DO'S AND DON'TS IN THE WORKPLACE (PART II)"

The following is an excerpt from my new book, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. The book offers considerable advice regarding how to manage our personal and professional lives. As a part of this, I found it necessary to discuss the legal ramifications of employment.

Do's and Don'ts in the Workpace (Part II)

Keeping Track of your Time

Whereas it is quite common for non-exempt workers to keep track of their time via time cards, exempt workers often do not. However, there is a growing trend for exempt workers to keep track of their time for Project Management purposes. Computer software is commonly used to record time, e.g., "Time Screens." Exempt personnel are often put off by this, and think it is below their dignity to record the use of their time. They should not be offended. After all, professionals such as attorneys, accountants, and physicians have been recording their use of time for many years and bill clients accordingly.

In addition to posting your time as spent on project assignments, you may also have to report time spent on indirect assignments; e.g., meetings, training, reading, breaks, and other personal time. This information helps management study the working environment and plot schedules. Also, you may be required to report "unavailable time" such as vacations, holidays, and maternity leave.

The only people who resist reporting time are the "time wasters" who do not want management to know what they are doing.

On a personal level, recording your time keeps you cognizant of what you accomplished during the day and reevaluate your priorities.

Safety

As an employee, you will be responsible for complying with all pertinent safety regulations on the job. Many of these will seem absurd or antiquated to you, but they were written for specific purposes and I encourage you to observe them. Failure to do so may result in penalties to you, fines to your company, or even worse, an accident that could seriously injure or kill a coworker or even yourself.

Moonlighting

This is an old expression referring to an employee performing two or more jobs. Due to financial necessity, it may be necessary to moonlight, but make sure one job doesn't inhibit the other. Companies generally frown on employees who moonlight as they believe you may have a growing allegiance to the other company. If you are moonlighting, be careful, and check on company regulations as to whether you must report this or not.

Discussing Salaries

One of the quickest ways to get fired in a company is to discuss salaries with other employees. This is very much a "No-No" and is probably legislated in the company's Policy Manual. Companies may print salary levels which are based on seniority and job type, but other than this, discussions between employees is very much frowned upon.

Job Titles

Your job title is whatever the company says it is when you accepted employment and will be printed on your company business cards accordingly. In recent times, people have become overly concerned with getting a proper job title. For example, I know of an I.T. Director in Connecticut who was hiring new programmers for a major system they were preparing to develop. To attract the caliber of people they were looking for, the company offered generous wages and benefits. Interestingly, one person turned the job down, not because of the compensation package, but because he preferred the job title, "Software Engineer," as opposed to just "Programmer," which he considered rather mundane. The reason people want fancy job titles is because it looks good on a resume. If someone demands a certain type of job title, they are thinking more of their next job as opposed to long-term employment with a single company.

I believe we put too much emphasis on job titles which encourages individual recognition as opposed to teamwork. Companies are slowly recognizing this and are starting to de-emphasize job titles, using generic position titles instead.

Employment Contracts

When you accept a position with a company, you are establishing a contract with the company, be it oral or written. In other words, you are agreeing to work in a specific capacity, for specific compensation, according to the operating terms and conditions of the company. In most instances, the contract is represented by the company's Policy Manual. However, it is becoming more common to have formal documented employment contracts with companies which specifies wages and benefits among other things. If implementing such a contract, it is wise to seek legal advise before signing such a contract.

Within employment contracts, you should have provisions for:

• Compensation - including wages, benefits, and any pertinent incentives; e.g., commissions, bonuses, profit-sharing, etc.

• Escape hatch - specifying the terms and conditions for breaking the contract.

• Non-compete clause - many companies may insist you not compete against them in the event your employment is terminated. You do not want to sign something that may affect your livelihood in perpetuity. Instead, specify a reasonable time frame for non-compete, such as six months or a year. And since this may affect your way of living, you may want to stipulate how the company will compensate you for not competing against them. For example, they may have to pay your salary for this period.

• Intellectual Property - as part of your contract, the company may ask you to respect their intellectual property in perpetuity. This is actually a reasonable request and may require you to sign a non-disclosure to that effect. However, if you are going to be used to create the intellectual property, you may want to seek co-ownership.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "One of the quickest ways to get fired in a company is to discuss salaries with other employees."

"MORPHING INTO THE REAL WORLD"

Friends, as mentioned, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book." The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

LIKE TO WIN AN AUTOGRAPHED COPY OF MY NEW BOOK? Be the first one to e-mail me a message with your name and shipping address. In the SUBJECT or BODY of the e-mail, be sure to write "Morphing Book 102207". E-mail it to me at timb001@phmainstreet.com. Only one free book per person. I'll announce the winner on next week's broadcast.

Last week's winner was: Martin Dimond of Athens, OH. Congratulations, a copy of the book is already in the mail to you.

MY "PET PEEVE OF THE WEEK" IS "THE PASSING OF PUNCTUALITY"

One thing that really sets me off is when someone is late for an appointment (you'll probably remember me ranting about "Doctor's Offices" not long ago). And it really drives me bananas when the person is unapologetic for being late. To me, being late is a sign of disrespect to the person or persons you are to meet. I believe it was Mahatma Gandhi who said, "Being late is an act of violence, an act of terrorism, because you unnerve people." Consequently I make an effort to keep my appointments and try to arrive on time if not a bit earlier. My friends kid me that I operate on "Tim Time" as I show up earlier than just about everyone else.

Punctuality is a sign of discipline, something we try to ingrain in our youth through school bells. If you're late for a class, you are given a "Tardy Slip" which might carry a penalty of serving in "Detention" (the school's version of jail). Nonetheless, schools are trying to operate on a routine basis and have an agenda to follow in order to properly educate our youth. I cannot imagine a public or private school that doesn't operate according to such structure.

I understand President Bush is a stickler for punctuality, going so far as to lock the door to cabinet meetings when they start. I think it would be rather amusing to see the door handle jiggle from the outside by a Cabinet Secretary who arrived late for a meeting.

Back when I was managing a critical I.T. project, I would start the day with a status meeting with my team of programmers at 8:30am. Inevitably someone would show up a few minutes late thereby holding up the meeting. Being a baseball fan, I would admonish the programmers, "Do baseball players show up at game time? No, they arrive early to stretch, warm-up and practice a little." (In fact, baseball players are fined if they show up late). To overcome my problem, I changed the start of the meetings to 8:00am ("Tim Time") thereby forcing the programmers to show up earlier so we could properly accomplish our work. It's sad that we have to do such tricks to get people to show up on time.

We could also berate people for being late, fine them, or let them go, but more than anything, it bothers me that people simply lack the discipline and consideration for keeping an appointment. Maybe we need to institute some school bells in the work place and pass out some "Tardy Slips." That would be a hoot.

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "On-Line Banking Systems":

An N.R. in Tampa, Florida wrote:

"I certainly know where you’re coming from. I’m no stranger to I.T. myself, though I AM pretty out of date with it. I quit writing software in the early ‘90s (and even then it was only as a hobby) though I first cut my teeth on an old TRS80/Model1 back in something like '81. In any case, about the most strenuous thing I do with a computer anymore is our families’ in-house network, so like I said, I’m pretty out of touch. But before I met my wife (we’ve only been married a few years) I did all of my banking the old fashioned way; I balanced my checkbook with a scrap of paper and a pencil to do the math, and kept my accounts in good order. I still wrote checks out to pay the bills, and would either mail them or just drop ‘em off manually. The wife does all of this now, and she uses the Net to do nearly all banking. I think only a handfull of checks get written each year now and those are for doctors’ visits (co-pays). Sure, it makes me a bit uncomfortable, but the alternative is to take the chore away from her, and I have no real good reason to do that."

A T.H. also in Tampa wrote:

""We are all on-line banking whether we take advantage of all of its features or not. Several years ago I envisioned the end of paper checks because when I traveled, nobody would take an out of town check. They wanted a credit card or check card. Now, there is instant check verification via online banking so you can use paper checks at more and more places (provided you have money in your account).

I hardly use paper checks anymore. I was surprised when I bought a new car last year and they wouldn’t take a credit card or check card. They must have to pay high fees for those because they wanted a check.

The credit card company that I use allows me to set up different accounts with different limits and expiration dates for on-line buying. I carry a couple of different limit cards to use that I can payoff online to reload them. If anyone tries to use the card number, they can’t get much money but I can access the full amount in minutes.

I sometimes have trouble making deposits to my account at out of town ATMs. Strange that they allow me to withdraw money but don’t allow deposits of checks or cash."

An A.B. in Florida wrote:

"I, too, am an 'old dog' with almost 40 years in the I.T. industry. I just retired January, 2007. But I’m not too old to learn new tricks. I LOVE on-line banking. Social Security, IRA withdrawals, pension checks—everything is direct deposit. And it is always there and always on time. I hate when someone sends me a paper check and I have to make a trip to the bank. Sometimes that paper check sits around for a few weeks before I remember to take it to the bank. I pay everything I possibly can by online bill pay. It is so easy and quick. Before on-line banking, I used to set aside an hour or two to write checks, fill out stubs, lick envelopes, apply postage and return labels, etc. Now I write just a few checks a month, like to lawn service. I love using a debit card in stores and not having to give my life history to some clerk in order to get them to take a check. Again—simple and quick. I still balance my checkbook the old-fashioned way and don’t download debits and credits from my bank into my personal bookkeeping system. I might try it once, and maybe I’ll like that also. Smile, I see no reason not to entrust my data to a major national bank. They have everything anyway."

And finally a J.W. of Hayward, California wrote:

"I have to say, on-line banking is the greatest thing since sliced bread. There is NO better use for a personal computer. I have been using this banking service since it was first offered about 15+ years ago. I have NO concept of balancing a check book anymore. All of my banking statements and even canceled checks are presented to me on-line. No muss, no fuss, no problems."

Thanks for your comments.

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.

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 © 2007 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

October 15, 2007

"DO'S AND DON'TS IN THE WORKPLACE (PART I)"

The following is an excerpt from my new book, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. The book offers considerable advice regarding how to manage our personal and professional lives. As a part of this, I found it necessary to discuss the legal ramifications of employment.

Do's and Don'ts in the Workpace (Part I)

Life is full of rules and regulations. The only reason we write rules is to protect us from those who would break them. In past essays, I've discussed several unwritten rules for acclimating into the corporate culture. Now we will focus on the formal written rules you will be dealing with in your professional life, along with commentary on how to deal with them.

RULE #1 - GET EVERYTHING IN WRITING. Like it or not, we now live in a litigious society where lawsuits are issued at the drop of a hat. When you first join a new company you will likely be inundated with documentation requiring your signature. Be sure to review the terms and conditions carefully before signing anything and make sure you retain a copy of all documentation for your personal files at home. If you have any questions, ask for clarification. Some of it will only apply to your term of employment, others may follow you for quite some time thereafter (sometimes in perpetuity). Some of the documentation will pertain to government regulations, such as for income taxes and social security, some will relate to benefit programs, such as your health care providers, and some relates specifically to your employer. Most will use standard legal language. Regardless, read everything carefully and, when in doubt, seek suitable legal advice.

Employment

As a new employee, you must be cognizant of your employment status which is defined for government reporting purposes. There are two types of employment status:

EXEMPT - This represents professional workers who are paid a salary as opposed to an hourly wage (typically compensated on a monthly basis). The term "exempt" means the worker is exempt from certain wage and hour laws. For example, exempt workers may work many hours and are not paid overtime.

NON-EXEMPT - The opposite of exempt. This is normally administrative workers or laborers who are paid an hourly wage and subject to certain wage and hour laws. For example, they are limited in terms of the number of hours they may work (such as 40), are paid a special rate for overtime (extra hours), and may be entitled to specific breaks during the work day.

Punctuality

Regardless of your employment status, there will be defined working hours you will have to observe. The only difference is that non-exempt workers must watch the number of hours they work more closely than exempt workers which is inconsequential. Non-exempt employees can be docked for pay if they are late to work or leave early.

Most employees will follow a fixed schedule of working hours, such as 9:00am to 5:00pm. However, some companies make use of "Flex Time" for exempt employees. This is a time management program that allows employees to keep more flexible hours than a fixed schedule. They may come in early one day (and leave early), and late another (and leave later). This allows employees to make personal appointments either early in the morning or late in the afternoon. Regardless, they are still expected to work a certain number of hours during the day and week.

The amount of time allowed for lunch varies from company to company; most allow 30-45 minutes for lunch.

This emphasis on starting/stopping times, both in the workplace and in school, has created a generation of "clock watchers," people more interested in counting the number of hours they spend at work as opposed to the work they are to produce. Not long ago, I was visiting a client in Ohio where a young programmer bragged to me he had worked 14 hours that day. I asked him what he had produced during that time. After much hemming and hawing he admitted he hadn't actually produced much of anything. I admonished him that he should be more concerned about the volume of work he was producing as opposed to the amount of time he spent producing it, particularly since he was an exempt worker.

In every work day you will see people slowly getting started for the day and ramping down towards the end. Being a baseball fan, I would often use the analogy that the work day was like a professional baseball game, particularly for exempt workers. First, the players do not show up at game time, they are usually at the ballpark earlier to warm up and take batting practice. And second, they give it their all throughout the game until the last out is made. In other words, if you are a slow starter for the day, try to get to work a little earlier so you are awake by the start of the business day, and; give it your all until the close of the business day. After all, isn't this what you are being paid for?

Personal Time, Sick Days, Vacations and Holidays

During the work day you will be entitled to take some breaks to refresh yourself. Such breaks are invaluable for clearing your head and refocusing on your job. Of course there will be those "time wasters" who will abuse this privilege and take more breaks than normal. This type of person is putting his personal interests ahead of everyone else's. In other words, he is not a team player. Be leary of such people as management will inevitably weed them out.

You should not have any problems taking a break if you have developed a reputation for delivering on assignments and have developed a trust with your boss.

In terms of sick days, you will be entitled to take a certain number, but understand this: they are for illness, not for vacations or hangovers. Nothing raises suspicions with management more than excessive use of sick days. Some companies even mandate that if you are sick, you give some form of evidence to that effect, e.g., a doctor's note.

You will also be entitled to take a certain number of vacation days during the year. Check with company policy to see if they must be taken as contiguous days or randomly, such as on a Friday now and then. Perhaps the hardest part in terms of taking a vacation is scheduling them. It is not uncommon to have to request your vacation many months in advance. Because of the need to keep your department operational, a manager does not want to strip the staff down to a point where it cannot adequately service its customers. Consequently, vacation schedules must be arranged in advance. Further, vacation schedules may be based on seniority. This means you, as the Newbie, are often the last one to schedule a vacation.

In terms of holidays, you will be entitled to standard days, e.g., New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving, Christmas. However, your company may also observe other days, such as Armed Forces Day, Veterans Day, Martin Luther King Jr. Day, Presidents Day, Chanukah, etc. Consult management for all of the holidays you are entitled to.

Next week in Part II I'll describe such things as Moonlighting, Discussing Salaries, Job Titles, and Employment Contracts.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Focus more on what is to be produced and less on the number of hours to produce it."

"MORPHING INTO THE REAL WORLD"

Friends, as mentioned, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book." The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

LIKE TO WIN AN AUTOGRAPHED COPY OF MY NEW BOOK? Be the first one to e-mail me a message with your name and shipping address. In the SUBJECT or BODY of the e-mail, be sure to write "Morphing Book 101507". E-mail it to me at timb001@phmainstreet.com. Only one free book per person. I'll announce the winner on next week's broadcast.

MY "PET PEEVE OF THE WEEK" IS "ON-LINE BANKING SYSTEMS"

Let me preface my remarks by saying I've been involved in the I.T. industry for over 30 years now and have seen a lot, particularly banking systems. In fact the Japanese used our "PRIDE" methodologies to design their latest generation of banking systems which are considered state of the art and ahead of their American counterparts. With this said, I recently went to my bank to make a deposit. I know most of the tellers there and enjoy a good relationship with them. However, on this occasion there was a new teller who dutifully processed my deposit and upon looking at my account told me, "Mr. Bryce I see you are not taking advantage of all of our on-line banking services. Do you want a pin number or a debit card? How about direct deposit and on-line payment of bills?"

I politely declined the offer and said, "No, that won't be necessary."

She kept pressing the issue and said, "Don't you want to know what your up-to-the-minute balance is?" I told her I shouldn't have a bank account if I didn't know what was in it.

This got me thinking about our on-line banking systems and how people interact with them. I've been writing checks and balancing a check book manually for about 37 years now. I don't find it complicated and actually enjoy balancing my check book; it's good mental gymnastics for me. I particularly like it when I find a bank error. My children though are different and take full advantage of on-line banking systems. They can't be bored with balancing a bank account, they like direct deposit, and often use their debit cards. I guess to each their own.

Somehow I've always had a problem with allowing others to electronically tap into my bank account and have resisted it for years. I know they have some very good security measures over such transactions, but I still have an uneasy feeling about allowing others to directly tap into my account. Call me old fashioned.

Actually, I don't find banking to be very complicated. I probably write 10-15 checks a month and make a couple of deposits. To me, writing a check and updating my register doesn't require a rocket scientist. True, I have to apply postage to pay my bills by mail, but I see this as a very nominal charge. I also have to visit my bank to make a deposit, but I find this to be a pleasant distraction from my work.

I'm sure these on-line banking systems provide some handy services, but I don't believe in change just for the sake of change. If this is how I like to operate, what's wrong with that?

I remember years ago when my grandfather passed away in Buffalo, New York, we went up to help my grandmother tidy up his affairs. My father was rooting around in the basement and found a small box containing quite a sum of money. My Dad confronted his mother with it and said, "Mom, why are you keeping such a large wad of cash laying around?"

"Well Sonny," she explained, "Don't forget the banks failed one time (a reference to the Great Depression), and they can fail again."

I guess I feel somewhat the same way and basically don't trust on-line banking systems. Even though I've been intimate with banking systems for a long time, I'll probably be the last person to make use of them. Don't forget I'll probably also be the last guy to buy a cell phone as well.

Yea, I know what you're saying, "This guy is out of step with the times."

Maybe, but I also know what's in my bank account and know how to pay my bills on time. Like I said, call me "old fashioned."

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "The Secret to Success":

An M.B. in Clearwater, Florida wrote:

"BRAVO!!!

Thank you Tim for validating my experience when I was forced to leave my former career (psychiatric social work) and go into the business world (real estate development). There were no jobs available in my field down here, so I had to use my typing and organizing skills to survive.

Having the high ethical standards common to social workers, I was appalled when I discovered that the term "business ethics" really is an oxymoron. I had always thought that was just a joke. It created constant conflict for me and resulted in my quitting a couple of jobs to avoid doing things that would have compromised my principles. One boss told me I had the brains and ability to be a Vice President of the company if I would "just leave those ridiculously high ethical standards of yours at the door. After all, this is business". He was one of those church-going, hypocrite bosses you wrote about. I asked him if he understood that I was working for another boss a whole lot higher up than he was!

I believe the resulting stress from my literally feeling like I had been deposited on another planet full of sociopaths depressed my immune system, and is one of the reasons why I came down with the deadly disease I have.

I am glad you are warning young people what they are in for. Considering the way parents coddle their kids today, they are in for one hell of a shock."

A D.B. in Tampa wrote:

"I could have told you that, all rich people are flaming assholes to the core.

You should see how cheap they are when they come in to buy a funeral for a "loved one," talk about cheap! I had one who wanted to bury his mother in a pine box, while he was driving a Bentley. Never ceases to amaze me."

Thanks for your comments.

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:

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 © 2007 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

October 8, 2007

"TACT AND DIPLOMACY"

The following is an excerpt from my new book, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. The book offers considerable advice regarding how to manage our personal and professional lives. As a part of this, I found it necessary to discuss the political ramifications of being the new kid on the block.

Tact and Diplomacy

Unlike school where there are few rules in terms of decorum, you will find it necessary to practice tact and diplomacy in the workplace. As the "Newbie" to the company, you are considered to be at the bottom of the totem pole and have to prove yourself. This means initially, you will have to practice a little humility until you've proven yourself.

Many young people initially have trouble adapting to the pressures of corporate life. Stay calm and collected. Getting uptight is not going to help anyone, particularly yourself. If you get in trouble, the worst thing you can do is not ask for help. Remember, you will be judged by how well you react to pressure.

There will be situations where it will be necessary for you to be passive, and others where you will need to demonstrate some aggressiveness. It all depends on the responsibilities and assignments given you. Bottom-line, you have to get the job done. To do so, you will either have to do it yourself or require the cooperation of others. You do not want to appear to be a pushover, nor do you want to be overbearing. Instead, you have to find a balance between the two, particularly as the new hire. If you are not sure, consult your manager for advice.

Most people want to simply be treated fairly, courteously and respectfully. The problem arises when having to deal with people who do not have the same moral values or interests as you do, thereby causing conflicts. If you run into a problem with another worker, try to talk it out initially. Try to put yourself in the other person's shoes and understand their point of view. In most instances, problems arise simply by having different perceptions of a situation. Endeavor to find out the cause of the problem and, if necessary, seek a mutually agreeable compromise. Avoid butting heads if at all possible. But if the problem persists, consult your manager.

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.

If you make a mistake affecting someone else, learn how to make a sincere apology. Nobody likes to "eat crow," but there will be times when you have to put your dignity aside and mend a fence. If you have to make an apology, try to do so in person as opposed to by telephone or in writing. Your personal sincerity is better expressed in person, and you do not necessarily want to admit a mistake in writing which may be used against you later on.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "As the "Newbie" to the company, you are considered to be at the bottom of the totem pole and have to prove yourself."

"MORPHING INTO THE REAL WORLD"

Friends, as mentioned, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life. Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book." The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

LIKE TO WIN AN AUTOGRAPHED COPY OF MY NEW BOOK? Be the first one to e-mail me a message with your name and shipping address. In the SUBJECT or BODY of the e-mail, be sure to write "Morphing Book 100807". E-mail it to me at timb001@phmainstreet.com. Only one free book per person. I'll announce the winner on next week's broadcast.

MY "PET PEEVE OF THE WEEK" IS "THE SECRET TO SUCCESS"

I think I finally figured out the secret to success. It came to me as an epiphany one night as I was driving home from work. Frankly, it was so simple and obvious, I can't believe it took me years to figure it out. It came to me as I was thinking about some of the key people I've met over the years in the Information Technology field, and I found their attributes were essentially no different than other successful businessmen I've met. I guess we should begin by asking ourselves what we consider to be a "success." To me, this is not just making a comfortable living. Instead, I'm talking about those people who dominate an industry or company, primarily through their personalities. I do not wish to portray this concept of success in a cynical light, but rather as a realistic perspective of the captains of industry.

In order to become a success in any industry or business, I have discovered it is not necessary to produce a good work product, nor do you have to be conscientious about your craft. No, it's much simpler than that; you just have to be an asshole. And I say this with the utmost sincerity. All of the "movers and shakers" I have met over the years, particularly in the I.T. industry, fall into this category and you would be hard pressed to find anyone that doesn't possess these simple attributes as described herein.

First, you have to find a cause for you to pitch. It really doesn't matter what it is, just something you are comfortable with, and something that appeals to the masses, particularly if it relates to a human weakness such as greed, violence or sex. Or it might be that you have invented a new mousetrap. In this event, you need to portray it as "state of the art." Either way, you want to go well beyond simply peddling your offering, you want it to dominate market share.

Next, you have to cultivate a certain physical image, something that distinguishes you, usually by not conforming to current standards. This could be something as simple as a new hair style, facial hair, clothes, hats, jewelry, etc. The more outlandish, the better as you will inevitably be falsely mistaken for a genius and it becomes your unique logo which people remember. For example, I remember one guy who loved to wear a cape. You may not remember exactly what he said, but you remembered him because of that stupid cape.

Next, you have to master the art of communications as well as miscommunications. Very important: you do not have to be right in your message, just entertaining. This means you can be loud, obnoxious, even insulting in order to get noticed. And the more verbose Your vocabulary is, the better, as people will misunderstand what you say yet regard you as a genius. This means you always try to speak above your audience, and most definitely not at their level. By doing so, you are endeavoring to dominate your audience through intimidation. You must also be a master politician as you have to be acutely aware of the hot buttons needed to motivate or coerce people to do what you want them to do.

This fixation on physical image and communications obviously means you realize the importance of facade as opposed to substance. It also means you understand the need to keep moving along before somebody understands what you are truly about. This requires you to be able to move politically faster than your opponents and undermine them as required. I am reminded of one CEO in the I.T. field who during the work week would make the life of everybody in the office miserable, but always made it a point to attend his church each week to be absolved of any wrong doing.

All of this highlights two points: first, morality and ethics have nothing whatsoever to do with becoming a success, and second; you must be self-centered with a huge ego. You see workers more as servants as opposed to employees. It also means your word is not your bond. In fact, honesty and integrity have absolutely nothing do with becoming a success. TO illustrate, I remember when Hitler wrote that preposterous Munich Agreement for Neville Chamberlain promising he would never invade the Sudetenland: what a classic!

To be a success your behavior is perhaps best characterized as "pompous" and you enjoy a highly visible profile. I am reminded of a customer of ours in the Midwest who was developing new information systems for the business. Whereas most of the project teams quietly went about their business and delivered quality systems on-time and within budget, there was one Project Manager who never delivered anything of substance on time or within budget. But because of the nature of the projects he was working on, whereby he was applauded for his skills for putting out fires, he enjoyed much higher visibility than everyone else and was promoted more rapidly than others. In other words, he capitalized on "the squeaky wheel gets the oil" phenomenon. As an aside, we advised our client that their chief firefighter was also their chief arsonist (which never quite set well with management or the subject in question).

Successful people are certainly not afraid of stepping on toes and making enemies as they already know how to combat them. Show me someone who is successful without making any enemies and I'll show you a fraud. If they're not pissing someone off, they're not doing their job. In fact, they've discovered employees generally work better when they're pissed off. This sense of ruthlessness may make his confidants squirm a bit, but not to the point of creating a mutiny.

To offset their unscrupulous tactics, successful people will support high profile causes, such as charity, which is designed more to improve the person's image as opposed to helping a worthy cause (besides, it's a handy tax write-off). Another earmark of the successful person is his/her infatuation with toys. They have to have the most expensive car, the largest boat, or their house has to be wired with the latest technological gizmos. All of this is aimed at projecting a certain "winning" image to impress others. It's one thing not to be apologetic for your success, quite another to flaunt it like P.T. Barnum.

Now for the big question: Do you have the strength and temerity to be a success? Just remember, you have to look at yourself in the mirror every day. Frankly, most of us do not have the intestinal fortitude for it, and quite often our moral convictions prohibit us from acting accordingly.

Please understand, I do not present this thesis to be insulting, cynical or even humorous, but to consider the subject very objectively. We certainly do not like to believe these attributes for success are valid, but are they? The idea of someone working their way from the mailroom to the boardroom in this day and age is simply a ludicrous fantasy. It requires taking some rather unscrupulous tactics in order to succeed.

But interestingly, the masses are enamored with successful people, even in the face of some of their practices. For example, on one hand we are appalled by executives who are generously rewarded with hefty bonuses even if the company is floundering, but on the other hand we envy their success.

There is only one drawback to being a success, it is very lonely as you have no true friends to confide in. In fact, you are closer to your attorneys and accountants than you are to your friends and neighbors. Nonetheless, you trust nobody but yourself. But if you have supreme confidence in yourself this may be a small price to pay.

I guess the point of all of this is that there is nothing fair in business, a message I often convey to young people entering the work force. If you want something, you are going to have to earn it, which will inevitably require you to compromise your principles.

A lot of people confuse the quirky mannerisms described herein as "entrepreneurial" or mistake them as signs of brilliance. In reality, it is nothing more than a charade. To paraphrase an old expression, "You don't have to be a brain to be a success, just an asshole."

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "Labor Fakers":

A D.B. of Tampa, Florida wrote:

"I would tend to agree considering most office boys have never put in a hard days work in their lives (mowing the grass does not count)."

An N.K. also in Tampa wrote:

"Just because someone isn’t doing hard physical labor doesn’t mean they aren’t working hard, the stresses and responsibilites of office work can sometimes take more out of you than digging a ditch all day. I’ve done both."

And an I.V. in Florida wrote:

"Great article, you hit it right on the head. Now you've got me thinking, maybe I am a faker too. Often I tell my employees if you don't know what you're doing, try to pretend that you know especially when customers are watching. And you thought there were only fake employees out there, how about fake employers like me? Fake, faking, fakers... very powerful words. Now you got me compiling all the different types of faking that is going on. For example, fake orgasms, fakes smiles, fake finger nails, fake breasts, fake, fake, fake... everything is fake, even imitation crab meat is fake. Anyway, I enjoyed your article; there is too much faking going on. "

Thanks for your comments.

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:

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.

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Copyright © 2007 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