December 3, 2007

"LIVING IN A PERFECT WORLD"

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. This particular chapter sums up the concepts contained in the book and makes some concluding comments. I hope you enjoy it.

LIVING IN A PERFECT WORLD

If we lived in a perfect world, everyone would know what their job assignments would be and execute them in the most productive means possible. But because we are human and have to work with others who do not share our same interests or think the same way as we do, problems arise in terms of perceptions, communications, cooperation, and priorities. In other words, due to the sheer nature of the human spirit, we live in an imperfect world and, as such, we require management to overcome the many foibles we all suffer from.

The younger generation entering the workforce today has a lot of unbridled enthusiasm, as we all did when we first entered it. But the latest generation seems to believe they are uniquely different, that corporate cultures will need to adopt to them, not the other way around. First, we all had the same unbridled energy as you do now. And Second, I can assure you the corporate culture will not change to suit you, but you must adapt to it instead.

As a young adult you will need to assume more responsibilities and make more decisions, both personally and professionally. This will require you to become more organized and disciplined out of sheer necessity. This will be hard for those of you who simply were not prepared for it by your parents or schools, or perhaps you rebelled against authority at an early age. But understand this; as long as you accept wages from someone else, you must comply with their wishes. If this is unacceptable to you, then I exhort you to create your own company and establish your own rules. Then again, you will have to comply with several government related rules and regulations which may encumber how you want to operate. This is called reality. Something we all experience as we enter adulthood.

Some of you may think a lot of the principles described herein are archaic from a bygone era. True, there are many rules and observations inculcated herein which were cultivated over the last century, but you have to marvel at the business boom of the 20th century. Fueled by two world wars, the past century witnessed radical changes in communications, transportation, health, housing, the military and worldwide business, all of which have affected us socially. Yes, some of the principles may appear dated, but they are all based on real world observations and are every bit as applicable today as they were yesterday.

Perhaps the biggest difference between the 20th century and the 21st is how technology has changed the pace of our lives. We now expect to communicate with anyone on the planet in seconds, not days. We expect information at our fingertips. We expect to be up and walking shortly after a hip or knee replacement. Basically, we take a lot for granted. But this frenzied pace has also altered how we conduct business and live our lives. To illustrate, we want to solve problems immediately, and have no patience for long term solutions. Consequently, we tend to attack symptoms as opposed to addressing true problems, and apply Band-Aids to pacify the moment as opposed to tourniquets which are actually needed. We are easily satisfied with solving small problems as opposed to conquering major challenges. Personally, we tend to live for today, as opposed to planning for tomorrow. This mindset concerns me greatly.

More than anything, mastering human dynamics is critical for becoming successful in business and is a natural part of adult life. In addition to a fast paced world, the young adults entering the work force today must contend with a much more competitive job market. For example, out of financial necessity the Baby Boomers are remaining on the job much longer than expected; menial jobs are being outsourced offshore, and; more and more younger workers are entering the work force who are better educated and more competitive than their predecessors. All of this means that as a young adult, you have to find your niche and fight to keep it.

You may not enjoy the job you currently have, but you should be thankful you have it and put the best spin on it as possible. This doesn't mean you should accept mediocrity, but rather you should continually strive to improve yourself and lead a worthwhile life. Fortunately, as a young adult you have the energy and independence to make changes early in your career, but it is these early years that will greatly impact the rest of your life. The point of my book, therefore, is to help point you in the right direction. What I am basically telling you here is essentially no different than what your parents have told you, but as an outside consultant, perhaps you will listen to me.

I am reminded of the story Samuel Clemens (Mark Twain) told of when he left home at an early age and joined the Confederacy in the Civil War, after which he went out west to seek his fortune in the gold rush in the western United States which disappointed him greatly. After a few years he finally worked his way back home where he was surprised to discover how smart his father had become. In other words, he had no appreciation for what his parents had been telling him as he was growing up, but as an adult who had experienced the perils and pitfalls of the real world, he found the advice his parents had offered him wasn't bad after all.

I wish you all the best of luck in all your future endeavors.

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 we lived in a perfect world, there would not be a need for managers."

"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.

Bonnie Wooding, the President-elect of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

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

MY "PET PEEVE OF THE WEEK" IS "ANALOG VS. DIGITAL GENERATIONS"

We've all heard about "The Greatest Generation," "the Baby Boomers," and Generations X, Y, and Z. These are all labels used to describe and contrast the characteristics of the various age groups of people. I've used it myself in my writings to describe the behavior of different classes of workers, but recently I had someone in an Internet Discussion group tell me there was a easier way of differentiating people, namely Analog versus Digital. I found the description to be simple, yet profound, in terms of differentiating people. To illustrate:

ANALOG GENERATION understands...	DIGITAL GENERATION understands...
Super 8mm movies	DVD's
Turntables, 45s & LPs	CD's
Rotary telephones	Cell phones, iPhones, and BlackBerrys
Rotating knobs for Radio-TV tuners	Radio-TV Scanners
Clamation and cartoon animation	Pixar Animation
Black and white TV	High-Definition TV
Magnetic Tape	Memory sticks
Carburetors	Electronic fuel injection
Cash	Electronic banking
Monitors	Flat screens
VHS and BETA	MP3, WMV, MPG, AVI
Cards, Monopoly, Chess and Checkers	Video Games
Land Line	Wireless
Rand McNally	GPS, Mapquest

These comparative lists could go on and on, but basically, under this approach you are not differentiated by age, but by how well you have adapted to technology, and there appears to be a lot of truth in this. Those people shopping for jobs acutely understand this. On your resume it is becoming more important to list the technology you are familiar with as opposed to your command of the English language, or your understanding of business and management. In other words, the person who is proficient in the use of MS Office or Adobe Photoshop stands a better chance of being hired than someone who possesses good business and communications skills. This is like being rewarded for your skill in the use of a calculator as opposed to your basic comprehension of math.

The point is, we are defined more by our ability to assimilate with our technology than by age or any other factor. This emphasis on technology is another indicator that the human being is being subliminally programmed, not just the computers and equipment we use.

A lot of people are unsure as to which generation they belong to. I guess the best way to discern whether you are of one generation or the other is whether you can competently program a cell phone or change the clock in your automobile. If you rely on a son or daughter to program it, you're probably Analog.

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 "SFB's":

An L.O. in Turkey wrote...

"LOL! We can't seem to escape from them. Like ants stuck to a blanket, they are just as hard to shake off."

An M.B. in Clearwater, FL wrote...

"I have noticed that SFB's who know you personally are often very jealous of you, though they will never admit to it. Setting out wires to trip you up is the only way they can "one up" someone who is smarter than they are. The ones who don't know you well, like your mail carrier, are often government employees: translation = exempt from firing. They are basically giving you a verbal raspberry, just because they can."

I also received a General Comment from a G.D. in Willoughby, OH who wrote...

I'm a relatively new sailor in the "Navy of Management," and I wanted to let you know that the insights and suggestions you put up on your blog and podcast have really been invaluable to me as I'm getting my feet wet. I've been managing a small, technical team for about a year now in a large multinational corporation. Unfortunately, one of my employees has been a bit upset, lately. He doesn't seem to want to talk to me directly about why he's upset, but I've learned by talking with other people that he isn't happy with some of the decisions that my own manager/mentor has made regarding product lines and task prioritization.

Now, my own challenge is that this guy is probably one of the most technically competent employees we have working here. He's proven that he can really get quality work out the door in short order when he's motivated, but his attitude lately has been really negative. I've talked with my mentor about this problem, but I'd also like to hear your opinion, as an objective "management guru." What should I focus on with this employee? Is it more important that we encourage him to be a team-player who more willingly accepts the decisions without constantly pushing back, or is it more important that we cultivate his technical skills and encourage a less hierarchical decision-making process? Or what sort of balance between those two extremes should I try to reach with him?

We really don't want to let him go or transfer him away from the group, but how much freedom can I give him without disrupting the rest of the organization?

Any thoughts that you have on the matter would be greatly appreciated, Tim. Thanks again for maintaining such an awesome site!"

MY RESPONSE:

Many thanks for your comments. Sometimes the grossing may stem from something that isn't work related; e.g., a divorce, a death in the family, etc. Sounds like it is time to talk with him privately and find out what is bothering him. You may also want to point out his attitude is beginning to have a negative effect on others. Avoiding the situation will only allow it to fester and grow worse.

He may have some legitimate gripes about the direction of the work place, and maybe have a suggestion or two for improving it. If it sounds legitimate, bring it to the attention of your mentor and discuss it.

It also sounds like you are being put into the uncomfortable position of arbitrating the differences between the two parties. Be careful here. I know the techie may be good, but you have to know where your allegiance lies. If your manager's decision is final, the techie has to either quit his complaining and comply or move along. Regardless of his technical skills, you should never allow him to hold you hostage. Otherwise he will be managing you and not the other way around.

I also wonder if this is an isolated incident. If other employees feel their voices are not being heard by management, an ugly situation may be brewing.

Hope this helps.

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

November 26, 2007

"MANAGEMENT 101" (PART III OF 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 some basic management concepts and philosophies.

Over the last couple of weeks I described the Three Prime Duties of a Manager, organizational structures, The Five Basic Elements of Mass Production, and Understanding Productivity. This week, I'll describe a set of management related laws and rules you will undoubtedly hear about in the workplace. As such, you should become familiar with these concepts and how to use them to good effect.

Management 101 (Part III

Peter Principle

Introduced by Dr. Laurence J. Peter in his 1968 book of the same name, the Peter Principle relates to how people move up and down the corporate hierarchy, specifically how they rise to their level of competency. A problem occurs though when a person rises above his level of competency, whereby he becomes ineffective in performing his job function. Keeping people at such a level is a disservice not only to the company, but to the worker as well. When a person has risen above their level of competency, it will become obvious to others and may affect morale. Standard and routine performance appraisals should help overcome this problem, but if they are infrequently performed or done in an inconsistent manner, the Peter Principle will inevitably kick in. Management will either work with the person to get him back on track, or terminate his employment.

Parkinson's Law

"Parkinson's Law" was devised by C. Northcote Parkinson, noted British historian and author. His original book, "Parkinson's Law: The Pursuit of Progress," was introduced in 1958 and was a top-selling management book for a number of years (it is still sold today). The book was based on his experience with the British Civil Service. Among his key observation's was that "Work expands so as to fill the time available for its completion." Basically, he suggests people make work in order to rationalize their employment. Consequently, managers create bureaucracies and superfluous work to justify their existence, not because it is really needed (aka, the "making mountains our of mole hills" phenomenon). As an aside, CEO's clearly understood Parkinson's Law, which became the driving force behind the flattening of corporations during the 1990's.

80/20 Rule (Pareto's Principle)

I have often been asked why it seems only a handful of people always carry 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 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 the 80 percent do not care about their work, they just may not be as talented, experienced or as motivated as your 20 percent workers.

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

As an aside, I am not a proponent of "Employee of the Month" programs as they tend to encourage individual achievement as opposed to teamwork. The concept of "Employee of the Month" programs is to recognize and reward an employee for outstanding effort and, hopefully, inspire other employees to work as diligently. Instead. such programs tend to generate petty jealousies and disrupt the harmony of the workplace.

W. Edwards Deming (Win/Win)

W. Edwards Deming pioneered quality control principles through statistical analysis in the early part of the 20th century. Unfortunately, his early work was unappreciated in America and, consequently, he applied his talents to help rebuild the industrial complex of postwar Japan. It was only late in life did he receive the recognition of his work in the United States (after Japan became an economic powerhouse). The Deming Award for quality is still coveted in Japan. One of his most famous quotes is, "Quality is everyone's responsibility."

To me personally, one of Deming's biggest contributions was his philosophy of creating "Win/Win" situations in business. Instead of competition, he preached cooperation; instead of rugged individualism, he preached the need for teamwork. Deming observed people too often create "Win/Lose" situations, whereby one person can only win at the expense of the other party losing. Instead, he recommended the creation of "Win/Win" situations whereby both parties cooperate towards success. To illustrate, he would describe how "Nylon" was created by DuPont, which was actually based on a joint research project between offices in New York and London, hence the name "NYLON."

Deming's philosophy in this regard is very much compatible with our own Bryce's Law stating, "The only good business relationship is where both parties benefit." Instead of promoting cutthroat tactics promoting individualism, what is wrong with achieving success through cooperation?

Catch 22

The term "Catch 22" was derived from Joseph Heller's book of the same name about World War II. It is commonly used in the business world and represents a no-win situation, e.g., no matter what how you attack a problem, you cannot conquer it. In the course of your personal and professional life you will inevitably run into a Catch 22 along the way.

Murphy's Laws

Murphy's Laws originated in the 1940's from the American military and consists of a series of amusing axioms relating to real world experiences. For example, perhaps the best known law is, "If anything can go wrong, it will." This expression rightfully admonishes us to always prepare for the unexpected. There are many other amusing Murphy's Laws, but none as profound as this simple expression.

Murphy's Laws was also the inspiration that led to the development of Bryce's Laws.

CONCLUSION

When describing the duties and responsibilities of management, I often use the analogy that management is like driving a car. Too often managers become more obsessed with reading the dials and gauges than actually driving the car. True, the dials and gauges are important and tell us how fast or slow we are going, but they are no substitute for actually driving the car to where we want to go. Management is about leading people in the right direction, creating a suitable work environment for them to perform their work, and having the tenacity to see the job through to completion.

As is mentioned frequently throughout my new book, how we elect to manage others or how we elect to be managed is based on human perceptions, right or wrong. These perceptions dictate the necessity for improving our social skills in the workplace, both the manager and the worker.

Management is about people. And because of this, it's about effectively communicating, developing trust, and learning to socialize with others.

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... "The only good business relationship is where both parties benefit."

"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

MY "PET PEEVE OF THE WEEK" IS "SFB's"

Something that bothers me is what I call an "SFB" which I'll define in a moment. In a nutshell, an SFB is a type of person who doesn't want to cooperate with you and comes down with a bad case of the stupids to confound you. The first case of an SFB that I can recall is a guidance counselor I had in High School. She disliked my family for some reason and seemed to work overtime to screw up my older brother who was trying to apply for college. When my turn finally came around, I was summoned into her office where she greeted me cheerily as if we were long lost friends. I said to her frankly, "Look, let's not kid each other, you have no use for me and my family, and I frankly have no use for you. I am going to work through the principal instead of you."

She looked at me coyly and said, "Well, I don't know what you mean." She knew exactly what I meant, she just came down with a bad case of the stupids to cloak her dislike of me. I've come across this same type of scenario time and again as I got older, especially from government bureaucrats and people participating in nonprofit volunteer groups. They just look at you seemingly dumbfounded and say, "Gee, I don't know what you mean," or "Whatever gave you that idea?" This really bugs me. Instead of saying, "Look, I'm having a bad day, why don't you go away until I'm in the mood," or "Quit bothering me and talk to someone else." Even when you articulate your problem carefully, they pretend ignorance instead of trying to help you.

This SFB phenomenon is really disturbing in business, particularly in a Customer Service situation. Instead of looking for ways to help you, people look for ways to confound you so that you will take your problem elsewhere. I think this is why voice mail was invented, so people can pick and chose who they want to talk to.

I recognize there are times where it is necessary to practice tact and diplomacy when dealing with people, but pretending to be brainless is certainly not a good practice particularly when interacting with people on a regular basis is an inherent part of your job.

As I've mentioned in the past, I have a letter carrier who delivers mail to my office only when he is in the mood (which seems to be twice a week). When I confronted him about why he wasn't delivering our mail regularly, he became an SFB and feigned ignorance about what I was talking about. Even when I complained to his superior at the post office, he also became an SFB and pretended not to understand what I was talking about. I guess being an SFB is contagious.

So what exactly is an SFB? Actually, it's quite simple; it's three little letters representing: Shit for Brains.

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 the following comment regarding my "Pet Peeve" on "Chinese Fire Drills":

A G.T. in Utah wrote...

"Could it be, those teenagers years ago who participated in 'Chinese Fire Drills' are now the managers and feel that chaos trumps control in today's office environment?"

An H.T. in Lansing, MI wrote...

"Great article. I have occasionally seen kids do these (and yes, back in the day, I participated a time or two...) still as recently as a few weeks ago."

An S.S. in Decatur, GA wrote...

"My dad taught us how to do this when we were kids...but, he called it a Fruit Basket Turnover."

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

November 19, 2007

"MANAGEMENT 101" (PART II OF 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 some basic management concepts and philosophies.

Last week, we described the Three Prime Duties of a Manager; this week we'll discuss types of organizational structures, The Five Basic Elements of Mass Production, and Understanding Productivity.

Management 101 (Part II

TYPES OF ORGANIZATIONAL STRUCTURES

Within any organization, be it commercial or nonprofit, there is always a chain of command that dictates how the organization will be governed. To this end, there are basically three types of organizational structures:

• Hierarchical - representing a classic tree structure (top-down) defining administrative relationships between people. The hierarchical organization, as depicted by an organization chart, expresses superior, subordinate, and lateral relationships within an organization. It also suggests the scope of activities within an organization.

• Matrix - represents a pool of people serving different capacities in an organization. For example, on one business function a person may represent the leader, on others he may be a follower. Under the matrix approach, one person may serve more than one leader.

• Project Team - is similar to the Matrix except as performed on a project-to-project basis. In other words, a person's tasks are prescribed by the project for which he is assigned. He will serve in this capacity until the conclusion of the assignment, after which he will be assigned to another project in perhaps another capacity.

Regardless of how companies organize themselves, either in a multi-tiered hierarchy or in a flat organization, there is always a superior/subordinate relationship between personnel for administrative purposes. The notion that an organization runs as a pure democracy is a myth. There will always be a need for leaders and followers.

THE FIVE BASIC ELEMENTS OF MASS PRODUCTION

There is basically two ways of producing any product, either one at a time or in mass production. Mass production affords us the ability to produce more products at reduced costs. As such, industrial engineers have long known that in situations involving voluminous work products of the same type, an organization needs to observe the five basic elements of mass production:

1. Division of Labor - to break the production process into separate tasks performed by workers with different skills.

2. Assembly Line - defining the progression and synchronization of work.

3. Precision Tooling - for mechanical leverage in the assembly line.

4. Standardization of Parts - for inter changeability and assembly by unskilled and semiskilled workers.

5. Mass Demand - the impetus for mass production.

You will find these five elements in every company who offers repetitious work products, be it an automotive manufacturer, a restaurant, a bank or insurance company, an engineering firm, etc. Actually, more organizations operate in accordance with these five elements than those who do not.

These five elements lead to the need of standard and reusable methodologies representing the business processes needed to perform the work. Such methodologies define Who is to perform What work, When, Where, Why, and How (I refer to this as "5W+H").

UNDERSTANDING PRODUCTIVITY

Productivity = Effectiveness X Efficiency

Too often people fallaciously equate productivity with efficiency. Efficiency simply represents how fast we can perform a given task. For example, an industrial robot on an assembly line can perform a task such as welding very precisely and quickly. But if the weld is being performed at the wrong time or wrong place, then it is counterproductive, regardless of how efficiently it performs the task. Effectiveness, on the other hands, is concerned with the necessity of the task itself or as I like to say, "Do the right things." Under this scenario, the manager should consider effectiveness first, and efficiency second. By being conscious of both effectiveness and efficiency, the manager can avoid the "Rearranging the Deck Chairs on the Titanic" phenomenon whereby people work on the wrong things at the wrong time.

Undoubtedly, you will meet salesmen who will offer products promising improvements in efficiency. But if they cannot be implemented into your operation effectively, it will be counterproductive.

Just remember, 100% efficiency multiplied by 0% effectiveness equals zero productivity.

In terms of delivering a quality work product, the manager should understand the relationship of quality to the time necessary to produce the goods.

The faster the product is produced, the more likely it will contain defects in workmanship; conversely, the more time allowed in production, the greater the chances for producing a high-quality product. Although everyone stresses the need for quality, the reality is the manager must be able to balance development time against defects in workmanship and that a suitable development time needs to be devised to match the level of quality desired. This also means the level of precision in production is proportional to the level of quality desired, all of which will greatly influence a manager's style of management. For example, in a high pressure situation, the manager may exercise more supervision and a little friendly bullying in order to get the job done. Under less pressure, the manager will allow more worker freedom and participation in developing decisions.

NEXT WEEK: We will conclude this three part series with a review of some important Laws and Rules to observe in the workplace.

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... "Productivity = Effectiveness X Efficiency"

"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

MY "PET PEEVE OF THE WEEK" IS "CHINESE FIRE DRILLS"

Years ago, teenagers used to conduct what was called "Chinese Fire Drills." Basically, they would load up a car with as many kids as possible. When they pulled up at a red traffic light, the driver would put the car in park and yell, "Chinese Fire Drill," whereby everyone got out of the car, then would run around it shouting, before the light turned green and then piled back in. To neighboring motorists, it would be very distracting yet amusing. I don't think they practice "Chinese Fire Drills" anymore but it is a phrase that has come to mean helter-skelter in the workplace.

I'm sure we have all had days where we felt we've been in a "Chinese Fire Drill," where we are inundated with interferences which kept us from getting our work done. I experienced one recently myself and boy did I find it irritating. Instead of concentrating on my work, I was interrupted by an inordinate number of telephone calls and e-mails. But to top it off, my wife called to tell me our water heater was broken and water was spewing out in our garage. I then had to call a plumber who I had to meet at my house to replace the water heater. In other words, I didn't accomplish much that day.

I guess having a "Chinese Fire Drill" is to be expected now and then but I have also seen companies who seem to live in a perpetual state of "Chinese Fire Drills," where constant interruptions are the norm as opposed to the exception. Interestingly, I find the managers of such shops are typically oblivious to the problem and think everything is normal. As creatures of habit, I tend to believe we become conditioned by our work environment. What appears to be chaos to one person, may seem perfectly normal to another. Some people appear to thrive in an environment of "Chinese Fire Drills," others can't take the pressure and eventually bail out. However, I would wager you there is a correlation between the level of chaos to resignations, tardiness, and absenteeism.

It is the manager's job to control the work environment. I'm not suggesting micromanagement but, instead, to implement some simple controls over the distractions which keep workers from performing their jobs, such as minimizing personal telephone calls, breaks, or inconsequential meetings and discussions. There is a human inclination to be distracted even by simple things, such as an occasional e-mail or text message. These little distractions add up quickly during the work day and unless someone takes action to curb them, they can become rather costly to a company and leads to project delays. When a manager does exercise his/her authority and implements such controls they are sometimes regarded as an ogre. Well, not really; they're doing what they are paid to do which is to get people to work on the right assignments, and one way of doing this is simply by controlling the work environment.

I loathe "Chinese Fire Drills" but recognize they are inevitable now and then. However, I can't imagine working in a chaotic environment on a regular basis and probably most employees cannot either. It is up to the manager to put his/her foot down and bring order out of the chaos. If the truth were known, I think most workers are looking for managers to lead them towards stability, not "Chinese Fire Drills."

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 the following comment regarding my "Pet Peeve" on "Rearanging the Deck Chairs on the Titanic":

A C.R. in Dunedin, Florida wrote...

"I just wanted to say that I knew exactly what you were talking about with the deck chairs so I went to read your pet peeve (being as that it's one of my own peeves as well...) Thoroughly enjoyed it and just thought I'd let you know."

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

November 12, 2007

"MANAGEMENT 101" (PART I OF 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 some basic management concepts and philosophies.

Management 101

In order to effectively work within a company, it is necessary to understand some basic management principles so employees understand what is going on in the minds of their superiors. The better the employee understands the manager, and vice versa, the better they will be able to work together in harmony. This broadcast, therefore, covers basic management concepts you will undoubtedly come across in business. If you comprehend these principles and are able to assimilate them in your work effort, this will have also served as a primer for your advancement.

INTRODUCTION

There is an old joke whereby a new manager had been hired by a company to take over an operation. As the new manager was moving into his office he happened to bump into his predecessor who was preparing to leave. The new manager asked if there was any advice the former manager could offer on assuming his duties. The former manager said he had written down advice for his successor and placed them in three envelopes in the desk marked "1," "2," and "3", and they should only be opened in the event of an emergency. The new manager laughed, shrugged it off, and went about his business thinking nothing about the envelopes.

The manager's reign started off fine but inevitably ran into a problem for which he had no solution. Desperate, he happened to remember the three envelopes and opened Number 1 which offered the following advice: "Blame your predecessor." The manager thought this was a clever way to get himself off the hook and used it to good effect.

Time went by until the manager was faced with another seemingly impossible hurdle. Not knowing what to do, he turned to envelope Number 2 containing a note that read simply: "Reorganize." The manager thought this was a sound idea and set about reorganizing his operation. Organization charts were redrawn, job descriptions modified, and new office furniture and equipment obtained.

The reorganization overcame the manager's problem but he eventually ran into a crisis taxing his abilities as a manager. At a total loss as to what to do, the manager turned in desperation to envelope Number 3 which included a note that read simply, "Prepare three envelopes."

Laugh as we might to this anecdote, there is a bit of truth in it. Too often people rise above their level of competency to take on the job of manager. Being a manager is substantially different than the duties and responsibilities of the worker. Some people have the fortitude for it, others do not. While I have personally seen some very good managers who have excelled in their jobs, I have also seen people become physically ill from being elevated to a position of management. Being a manager, most assuredly, is not for everyone.

Management is not about numbers or technology, it is about getting people to perform specific work in the most productive means possible. Monitoring numbers and implementing technology to assist in our work effort is important, but we should never lose sight of the fact that projects and work assignments are performed by human beings who possess emotions and different levels of intelligence and interests. As such, the human dynamics of management is much more challenging than most people realize. There is a countless number of books on the subject of management alone. But for our purposes, perhaps the best way to think of "management" is simply, "Getting people to do what you want, when you want it, and how you want it."

The Three Prime Duties of a Manager

A manager has three primary duties to perform: Provide Leadership, Establish the proper work Environment, and Produce/Deliver products or services.

1. Leadership

As the field general for his department, the manager should be able to articulate the objectives of his area, and the strategy for conquering them. In other words, he has to have a vision and be able to effectively communicate it to his subordinates in order to instill confidence and provide a sense of direction. People like to know where they are going and appreciate some direction in their lives. As social creatures, we take comfort in knowing we are working in a concerted manner towards common objectives we deem important. As such, not only does a manager need a vision, he must be able to convince his workers of its necessity. If the workers believe in the manager's vision and are confident in his ability to lead them, they will gladly follow him.

Following this, the manager must be able to develop practical project plans for the staff to follow. These project plans should be explained to the staff along with their rationale. By doing so, workers cannot claim they didn't know the plan or what their role was in it. Think of the game of football where plays are called for the eleven players on the field; all are given assignments to perform towards a common objective. If any one player doesn't know the plan, in all likelihood he will make a wrong move and cause the team to lose yardage. As my football coach was fond of saying, "A team is as strong as its weakest player." Planning requires communications which ultimately leads to teamwork and harmony. To this end, managers should keep their project plans and calendars up-to-date and visible to everyone in the department.

In order for the manager to instill a sense of confidence in the staff, he must not only be able to demonstrate he knows what he is talking about, he must also express a high level of moral conduct. The manager's word should be considered his bond. If he is caught in a lie, cheating, defrauding, back stabbing, or some other misconduct, this will be noticed by the staff who will no longer trust him. A true manager is a person of integrity.

Finally, beware of "reactionary" managers whereby they simply go from one problem to another as they occur. Under this scenario, the manager is not in control of his department's destiny and has to dance to the tune of someone else's fiddle. Some reactionary management will inevitably be necessary, but managers should take control over their environment and practice more "proactive" management as opposed to "reactive" management. Too often people are lulled into a reactive mode of operation or as I refer to it, a "fire fighting mode" of operating. As a manager, you are cautioned to beware of your chief firefighters, they are probably your chief arsonists as well. Also remember the old adage, "If you do not make the decision, the decision will be made for you."

2. Environment

The astute manager will appreciate the need for cultivating the proper work environment. If a worker feels comfortable in his environment, he will feel amenable to working and will take a more positive view of his job. But if a "sweat shop" environment is provided, the worker will dread coming to work and put forth minimal effort to accomplish his assignments.

There are two dimensions for creating a work environment: logical and physical. The physical aspect is somewhat easier to explain and involves the facilities and equipment used in the business, both of which impact morale and attitudes towards work. How people behave in a clean and contemporary facility is noticeably different than those working under dingy and antiquated conditions. Whereas the former supports a professional attitude, the latter promotes a lackadaisical attitude. Basically, a clean and contemporary work place is saying to the employees, "I care about you and am willing to invest in you." However, the economic reality may be the manager cannot afford the latest "state-of-the-art" facilities or equipment. Nonetheless, the manager should make an effort to keep the physical surroundings as clean and up-to-date as possible.

Whereas the physical aspects of the work environment are tangible and easy to assimilate, the logical aspects are intangible and perhaps harder to manipulate for it involves dealing with human perceptions, attitudes and emotions. Along these lines, there are three considerations:

A. The Corporate Culture.
B. Management Style - micromanagement versus worker empowerment.
C. Continuous Improvement - to constantly seek new and improved ways for producing superior work products.

3. Produce/Deliver

Equal to Leadership and creating the proper Environment, is the manager's duty of being able to produce the products or services he is charged to deliver. Even if you have the best plans and environment, if you fail to deliver your products or services, you have failed as a manager. To illustrate, one of President Lincoln's first commanders of the Army of the Potomac during the American Civil War was General George B. McClellan, an extraordinary engineer and organizer, but a complete failure at execution. If you as a manager are convinced of a specific course of action, do not procrastinate, act. An opportunity rarely presents itself twice.

NEXT WEEK: We will discuss types of organizational structures, The Five Basic Elements of Mass Production, and Understanding Productivity.

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... "Management is getting people to do what you want, when you want it, and how you want 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.

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

MY "PET PEEVE OF THE WEEK" IS "REARRANGING THE DECK CHAIRS ON THE TITANIC"

This has been a favorite catch-phrase of mine for a number of years and I have used it to describe the state of management in many of the companies I have consulted with over the years. Basically, it's saying people tend to work on the wrong things, that their priorities are not right. You see this phenomenon just about everywhere you go these days. In addition to the business world, I have seen many nonprofit organizations operating in this manner. Frankly, this is very disconcerting.

One of the best examples of this is the Hurricane Katrina disaster not long ago. A few months prior to this, I happened to see a documentary on television regarding the future impact of hurricanes. Interestingly, they centered their attention on the City of New Orleans where they talked to engineers who described the system of levees protecting the city. One engineer pointed out that the levees would have a hard time sustaining a Category 3 storm, and that either a Category 4 or 5 would breach them which, unfortunately, proved tragically correct. What this tells us is that city planners knew full well the levees were inadequate, yet chose to ignore the problem and diverted money elsewhere.

I am sure we all know of many other examples of this "Deck Chair" phenomenon (anybody remember the Mayor in the movie "Jaws"?). Instead of doing what is needed, people tend to take the path of least resistance; the least painful path which inevitably leads to serious consequences later on. Nobody likes to deal with problems as they are perceived as burdensome and something we don't want to be bothered with. Instead, we tend to attack symptoms which are less painful and seemingly easier to cure. This is like trying to apply a Band-Aid when a tourniquet is really needed.

I'm a bit of a history buff and one of my favorite examples I use to illustrate this point is General Billy Mitchell who was a big proponent or air power following World War I. In 1924 he was sent on assignment by the Army to study Pacific defenses, including Pearl Harbor. This resulted in an extensive 323 page report which detailed with great accuracy how vulnerable our military bases were to attack. Although his report was rebuffed and ridiculed by the Army, Mitchell proved to be prophetic as the Japanese attacked Pearl Harbor in 1941 in accordance with his report produced 17 years earlier. In other words, the military knew they were vulnerable, yet did the bare minimum to prevent attack, thus resulting in a heavy casualty rate.

As the Mitchell case proves, in addition to having a good understanding of our strengths and weaknesses, planning requires some farsightedness to anticipate problems before they occur. But we have become lax in terms of our long-term planning skills. Maybe it's because we now live in a fast-paced world and tend to live for the moment as opposed to planning for tomorrow. Or maybe we've been doing things wrong so long, we think it is right. This leads me to believe we are better reactionaries as opposed to far-sighted planners. Instead of looking into a crystal ball, we prefer to wait until havoc strikes then point fingers at each other as to whose fault it was.

Consider the banter of the various Internet Discussion Groups dedicated to specific subject areas. I find it amusing that people tend to talk around a topic or grouse about something as opposed to directly addressing the subject. In other words, we as human beings have a natural tendency to avoid addressing problems and discuss inconsequential items instead. Having been involved in the I.T. field for many years now, I have never encountered a technical problem that couldn't be overcome as long as you are allowed to address it openly and rationally. Managers should encourage constructive discourse as opposed to trying to suppress it.

If everyone would set aside some time to regularly examine and organize their priorities, think of how we might be better off. First, everyone would be rowing on the same oar as opposed to working against each other. Second, we might properly tackle the problems that really need to be addressed. But planning doesn't come easy. It requires brain power. Something we don't like to engage. Ask yourself, when was the last time you truly organized your own personal set of priorities? See what I mean.

As for me, I'm a big believer of either patching the hole in the ship, or getting into a life boat. I'll leave others to "Rearrange the Deck Chairs on the Titanic."

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 "The Cost of Technology":

A B.A. in India wrote...

"I think you make some very valid points in your agrument that technology is controlling us. Today's soceity is dependent upon tecnology and without it, we would be lost. I agree that we take a lot for granted with today's technology. If a computer crashes or a cell phone dies, we feel as if we are no longer in communication with the rest of the world. Technology has become so vital to everyday life that it has taken over our lives. Your opinions have made me realize how much I depend on technology in my own life. I have my laptop, my iPod, cell phone, television, and digital camera all sitting next to me in my dorm room, and I never think twice about it. Technology is a part of my everyday life and I can't imagine life without it. I think it's important to recognize the great accomplisments and success we have had with all these new developments, but we also need to stop letting technology control our soceity."

A P.B. in Alabama wrote...

"I said to my husband recently that I would not buy an iPhone. They can forget that! I am a sucker for gadgets. One of my doctors was playing with a new laptop she got the other day, and I asked her to let me have a go at it. Well, traffic was high and it was slow, so she got out her new iPhone. To my amazement I got quite excited. It is a neat gadget. I am impressed. It might become a business tool! Anyway, I am having second thoughts. I am sure they will improve upon it before I get one, but it is a real sharp tool."

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