MANAGEMENT VISIONS: January 2008

February 4, 2008

WRITING A PRESS RELEASE

Press releases are used to disseminate information to a variety of news organizations that can broadcast your message to your customers, neighbors, friends, and potential clients. The three steps include:

DEVELOP A CONTACT LIST - prior to releasing your press release, develop a data base of people who may be interested in receiving news about your business. This should include:
- Members of the press - including the major newspapers and community publications, along with the trade press, if pertinent.
- Local television, radio, and cable operators (cable systems like to broadcast local announcements).
- Web Masters of web sites specializing in local news.
- Pertinent trade groups with newsletters and web sites.
- Customers - although you will normally want to broadcast such news to your customers via a newsletter or web site, you may also want to broadcast a press release to your customers for the broadest possible coverage.
A good mailing list and e-mail address book can be very useful for developing a contact list. One last note in this regard, please remember e-mail is not infallible. To assure your e-mail goes through to the designated receiver, you should use the "Return Receipt" option which electronically acknowledges receipt of your message.

Free Internet Press Release Distribution Outlets

In addition to the press contacts mentioned above, there are many venues on the Internet to distribute press releases, some requiring a processing or membership fee. However, there are some free ones on the web you should definitely check out:
- Free-Press-Release.com
- Pressbox.Co.UK
- PR Leap is free, but you must sign-up to become a free member to use it. When registered, you can submit news accordingly.
COMPOSITION - Compose the text for your press release carefully. Remember, most editors will simply copy your text and print it as you gave it to them. Therefore, write it as if you were the editor.

There are three parts for composing the press release:
1. Headline - keep it snappy or catchy. Always print it in upper case letters.
2. Body - begin the body with a dateline; e.g., TAMPA, FL (May 1, 2008). Write your text tightly (do not ramble, get to the point and move on). It is very important your text convey the 5-W's (Who, did What, When, Where, and Why). Avoid jargon an editor would find confusing. Also, do not include any HTML code unless your contact specifically requests it. And by all means, make it newsworthy.
3. For further info - be sure to clearly define who should be contacted for additional information. If you have a web site, be sure to include the URL web address (e.g., http://www....).
In all likelihood you will be preparing the press release with a word processor; in this event, be sure to check the spelling and grammar. There is nothing more embarrassing than sending out a press release with typographical errors in it.

For more tips on how to write a press release, see: http://www.press-release-writing.com/

USE OF PHOTOS

Whenever possible, the press release should be accompanied with a photo, either printed or digitized (JPG is the preferred format, although GIF and TIF are still widely used). When using digital photography, provide the photograph as is (with color) and allow the Editor to crop and touchup the photo (including converting it to black and white). In other words, leave it to the professionals to handle.
DISTRIBUTION - Although press releases distributed on paper are certainly accepted by the press, the preferred format today is by e-mail, hence the need to have an effective e-mail address book. It is easier to copy and edit text from an e-mail than to transcribe a paper press release. In fact, your chances of having the press release printed are better if you use e-mail instead of paper. E-mail is simply faster and more convenient to use.

If you want to attach a text file to your e-mail, be sure it is in a plain text format (ASCII) as opposed to a specific format for a word processor, e.g., MS Word. Not everyone will have the same word processor you have, but everyone will be able to read a plain ASCII text file.

Press releases can also be distributed by fax packages but this is becoming rare as e-mail has become the distribution channel of choice.

Try to personalize each press release by including a friendly note to the editor; for example: "Bob - I thought you would find the enclosed press release of particular interest to your readers. Let me know. Regards, Jim." Developing a rapport with your press contacts is important and improves your chances for having your news published.

CONCLUSION

Although writing the content of a press release hasn't really changed in many years, the method for distributing them is radically different than years past. In fact, you now have a better chance of having your release published if you send it electronically than through the post office. With a little imagination, a good word processor and the Internet, you can work miracles for your organization.

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... "We write to communicate, not to put people to sleep."

"MORPHING INTO THE REAL WORLD"

Friends, 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 "OFFICE CLUTTER"

I cringe when I hear someone say, "A cluttered desk is the sign of a brilliant mind." I don't know who invented this little gem, some say Albert Einstein, but I can't seem to find any record of it. More likely, it was some slob who got called up on the carpet by his boss for running a pigpen.

It has always been tough to run an organized and efficient office, but this seems to have been compounded in recent times when PC's started to pop-up on desks and we allowed employees to eat at their desks. Now it is not uncommon to see a number of wires running everywhere, overloaded electrical sockets, and empty fast food bags and cups laying around. We used to complain about ashtrays, but this appears to be a thing of the past. Instead, we find cigarette butts on the ground just outside of the office or outdoor ashtrays overflowing with them. Very professional.

Since I believe our work is an extension of our personal lives, I tend to think of the office as our home away from home. This makes me wonder what we might find if we visited some employees homes. Are they as big a slobs at home as they are at work? If not, why do they find it necessary to trash their office as opposed to their homes?

Office clutter is indicative of management's organization and a part of the corporate culture. Some believe the sloppier they look the more they give the appearance that are hard at work. Not necessarily. More likely, sloppiness is indicative that the person is trying to hide something and is actually quite lazy.

The military understands the need for organization and keeps their facilities spotless; you are expected to either work on something, file it, or throw it away. If you need new file cabinets, buy them. Your work is obviously not important if you keep the same clutter on your desk all of the time. In fact, such clutter will grow over time. For example, have you ever seen someone with a plastic tray on their desk? Theoretically, such trays are used for work in progress. But you'll notice the trays never empty and, if anything, the paperwork grows. Every now and then you have to simply throw the contents in the plastic tray into the garbage can.

Programmers typically like to keep a cluttered desk. To overcome this problem we warned our programmers to clean up their desks or they might find the debris in the trash. At first, they thought this was a hallow warning. They found we were serious when they came in one day and found their desks spotless (and their paperwork in the garbage). We didn't have a problem with office clutter after doing this a couple of times.

Office clutter is a reflection of a person's professionalism and, as mentioned, a part of the corporate culture. It can be remedied if management is so inclined to do so. I admire an office that is well run and organized. It tells me the people are serious about their work and a company I want to do business with. Just remember, a cluttered desk is the sign of a lazy mind, not a brilliant one.

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 e-mails from my "Pet Peeve" on "Buying Personal Hygiene Items":

An S.S. in Riceville, Iowa wrote...

"I was waiting for a prescription just yesterday and was standing near the shelves stocked with contraceptives. A young man came up to them and started looking, I think I made him nervous as he left without anything. Gee whiz, I didn't say a thing to him."

A B.F. in Oklahoma writes...

"When I have to go out and get such things, I like to add some really odd items to the mix, just to see how people react... (like contraceptives, band aids, bananas, a kid's toy, and perhaps something seasonal)."

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

"Personally, I think a pharmacy is a more appropriate place than getting my 'feminine napkins' at the grocery story, and placing them next to the chocolate ice cream. Maybe it's just me?"

I received the following e-mails regarding my "Pet Peeve" on "Bureaucrats":

An S.T. in Tampa, Florida wrote...

"This is a circular argument. All bureaucrats are created and maintained by the officials that we elect, the laws that are passed on our behalf and the taxes we pay. Shame on us for allowing bureaucracy to become a burden rather than service. The corporate world often complains of similar ogres in fiefdoms such as HR and Accounting."

A T.L. in Oak Ridge, North Carolina wrote...

"Remember too that some civil servants are handcuffed by the bureaucrats they work under. It’s all a product of the individual organization and the quality, focus and efficiency of that organization. As a civil servant for the last 28 years of my life I can tell you that I’ve seen both the good and the not-so-good. So the next time you’re frustrated with a civil servant, and feel the need to blurt out the infamous 'I help pay your salary,' remember that this civil servant is probably feeling the same frustration only for them it may come from the shackles placed on them from above. They deal with it every day!"

Thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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

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This is Tim Bryce reporting.

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

END

Labels: Tim Bryce MBA Florida Management Visions Press Release Pet Peeve Office Clutter

January 28, 2008

"CRAFTSMANSHIP: its Cultural and Managerial Implications"

INTRODUCTION

The purpose of this essay is to review the state of craftsmanship in the 21st century, determine if it still has merit in today's corporate culture, and if so, devise recommendations for perpetuating it.

Background

Although there are no definitive numbers to prove so, there is a general consensus that craftsmanship has been in decline in North America since the 1980's. This era marked the beginning of stiff worldwide competition in just about every industrial sector, led predominantly by Japan and Germany. Since then, the European community has been unified and become a formidable foe, as has the rest of Asia. In response, American corporations began a policy of belt-tightening, downsizing, outsourcing, and use of new technology (e.g., robotics) all of which played an important part in the decline of labor unions during this period. This also led to the implementation of several corporate cost-cutting measures, including the reduction of employee education/training. In-house training and schools to develop employee skills were sharply curtailed, if not eliminated completely. Consequently, this led to a noticeable decline in human skills and a change in attitude by employees towards their work, thereby becoming more apathetic. It could be argued this also led to an increase in defects in workmanship which triggered the interest in Quality Assurance concepts and techniques beginning in the 1980's.

Today, the prevailing attitude in the workplace appears to be less focused on what is to be produced, and more on the time needed to produce it. In other words, employees are more focused on their paycheck as opposed to their work product. Undoubtedly this has contributed to the current trend of micromanagement (a Theory X dictatorial style of management).

As such, an interesting dichotomy has emerged between management and workers:

Management - believes there is no employee loyalty, dedication or professionalism.
Employees - lack faith in management's judgment and are suspicious of business ethics. Believes management is more concerned with the bottom-line as opposed to people.

Whereas micromanagement is the dominant style of management in today's workplace, workers generally want more freedom and participation in the decision making process. But instead of worker empowerment, there is more of an inclination by management to dominate and more closely supervise workers. This growing rift between management and workers, along with changes in corporate socioeconomic conditions, has led to the decline in craftsmanship.

In the decades prior to the 1980's, craftsmanship flourished primarily because workmen were well trained, they were empowered to perform their work accordingly, and the work produced was considered a reflection of the worker's personal character. But if continuous employee improvement is discouraged (such as the reduction or elimination of employee training), self-initiative is prohibited (through micromanagement), and there is a general lack of trust between management and workers, then the decline of craftsmanship was inevitable.

The term "craftsmanship" is still bandied about, but more for marketing purposes than anything else. Most of the true craftsmen of this country have long since retired, but there are still a few practicing their craft either at home or in small-to-medium sized businesses where it is appreciated.

Why the interest in craftsmanship now? Due to heightened awareness by the media in such things as fashion, food, and architecture, there appears to be a growing trend in prestige consumer products. The fact that companies advertise their products are produced with "high craftsmanship" is indicative the consumer appreciates superior work products. There is also a growing realization that superior goods will last longer.

CRAFTSMANSHIP DEFINED

Before we go further, let's examine what exactly we mean by the term "craftsmanship":

"The practice and pursuit of excellence in building/delivering superior work products by workers."

This implies craftsmanship is a universally applicable concept for any field of endeavor, be it producing a product or delivering a service. Basically, it is a commitment to excellence which is most definitely not the same as quality. Quality simply relates to the absence of errors or defects in the finished product or service. In other words, finished goods operate according to their specifications (customers get precisely what they ordered). Although quality is certainly an element of craftsmanship, the emphasis on "superior work products" means the worker wants to go beyond the status quo and is constantly looking for new and imaginative ways to produce superior results. This suggests the craftsman is personally involved with the work products and treats them as an extension of his/her life.

Craftsmanship can be found in either the overall work process or a section of it. For example, there are craftsmen who are intimate with all facets of building furniture, such as a table, a chair or desk, and can develop the product from start to finish. However, as products grow in complexity, it becomes difficult to find people suitably qualified to build them from the womb to the tomb. Consider military weapons alone, such as the complicated ships, tanks, and airplanes we now use, with thousands or millions of parts to assemble. Such complexity makes it virtually impossible for a single person to have the expertise to build the whole product. The same is true in the service sector where different types of expertise and capabilities may be required. In other words, craftsmen have a specific scope of work. The scope of work may relate to other types of craftsmen through a chain of work dependencies, e.g., Craftsmen A, B and C concentrate on separate subassemblies which are eventually joined into a single product.

Craftsmanship is also a human trait. Some might argue a computer or industrial robot can produce quality products and are, therefore, craftsmen. However, we must remember these devices are programmed by human beings in accordance with the rules of the craftsman. As such, they are nothing more than a tool of the craftsman.

ATTRIBUTES

Craftsmen can be characterized by a variety of adjectives, such as: patient, determined, curious, thorough, expert, methodical, focused, self-starter, and pays attention to detail. More specifically though, craftsmanship requires the use of:

TOOLS - In addition to the hand, the foot, and the eye, craftsmen must be knowledgeable in the use of other mechanical devices for his/her area of specialty.
THE MIND - Requiring specific knowledge, experience and judgment to implement the work product. This brings up an important point: education alone is not sufficient to be recognized as a craftsman; it also includes a record of proven success to demonstrate the worker knows how to apply the education.

In terms of education, there are two parts to consider: initial education, either learned through formal training (e.g., college and vocational school diplomas) or through on-the-job experience ("School of Hard Knocks"), and; continuous improvement, representing ongoing training/education through such things as certification, supplemental training, studying industry periodicals and books, or participation in industry trade groups. Although initial education is certainly important, continuous improvement is the earmark of a craftsman.

The craftsman is knowledgeable in all facets of the methodology for his/her line of work. For our purposes here, a methodology refers to "Who" is to perform "What," "When," "Where," "Why," and "How" (aka "5W+H"). As such, the craftsman must be fully cognizant of the work breakdown structure, the dependencies between steps, deliverables, along with the various techniques and tools used throughout the methodology. From this, he/she can devise a reliable estimate of the costs needed to produce the work product, as well as schedule the time to deliver it.

A true craftsman is so knowledgeable about the work product and the methodology to produce it he/she can even advise other professionals in how to modify/improve them, such as architects and engineers (including industrial engineers).
THE SPIRIT - This represents the personal desire to not only see the job performed correctly, but better than others. This means the craftsman is personally committed to producing superior work products simply because he/she views his/her professional life as an extension of his/her personal life. As such, the craftsman must be empowered to make certain decisions on how to build/deliver the work product in order to achieve a sense of ownership. From this perspective, techniques such as micromanagement is not conducive for encouraging a program of craftsmanship.

A craftsman sweats over the smallest details in producing the work product and is well aware of the risks involved with skipping steps or doing something out of sequence. Such commitment to producing superior results suggests the craftsman possesses a higher work ethic than others, and in all likelihood possesses higher moral values due to his/her fastidious attention to "Right and Wrong."

To summarize, the elements of craftsmanship can perhaps be best expressed using the following formula:

Craftsmanship = (Knowledge + Experience + Attitude) X Success

Knowledge - refers to both the person's initial and ongoing education.

Experience - refers to the person's application of his/her knowledge.

Attitude - refers to the person's sense of professionalism and dedication to his/her craft.

Success - refers to both customer and company satisfaction of the person's work.

WHO IS AFFECTED BY CRAFTSMANSHIP?

There are three interrelated parties involved with craftsmanship:

The Worker - charged with producing the work product.
The Company - which provides for a program of craftsmanship.
The Consumer - to purchase and express satisfaction with the work product.

Without any one of these elements, craftsmanship breaks down. For example:

It is not sufficient for a worker to simply want to be a craftsman; if the company implements an unsuitable corporate culture, craftsmanship will not be allowed.
It is not sufficient for the company to simply want to promote craftsmanship; if workers do not exhibit self-initiative to produce superior results, craftsmanship will not flourish. After all, "You cannot make a silk purse out of a sow's ear."
It is not sufficient for the consumer to simply say they want products built by craftsman; they must create the demand for such products and offer feedback in terms of their satisfaction with them.

IMPLEMENTING CRAFTSMANSHIP

To embrace craftsmanship, a company must devise a suitable corporate culture. This includes the following elements:

EMPOWERMENT OF THE WORKER to make certain decisions regarding development of the work product. This is often described as managing from the "bottom-up" as opposed to just "top-down" which is conducive to a Theory Y form of management philosophy. Under this scenario, the worker is given assignments by management and is held accountable for delivery. In turn, decisions regarding the development of the work product are delegated to the worker who is responsible for the preparation of an estimate and schedule to deliver the work product for approval by management. In other words, the worker is allowed more freedom to manage his/her own affairs and is not under the constant scrutiny of management. Further, the worker is allowed to offer feedback to management for improving products and work conditions. Last but not least, workers are recognized for outstanding achievement.
CREATION OF A MORE DISCIPLINED AND ORGANIZED WORK ENVIRONMENT promoting a more professional attitude amongst the workers. Ideally, the creation of an environment where workers can focus on their work with minimal distractions and take pleasure in coming to work (a sort of "home away from home"). Inevitably, this will include a redefinition of acceptable forms of dress and behavior, grooming, form of address, and office appearance.

This also includes a corporate position of zero tolerance in defects and inferior workmanship and the adoption of standard methodologies thereby defining best practices for building/delivering work products. Such standardization provides consistency in deliverables and allows for the inter-changeability of workers on different assignments. For example, suppose a worker becomes ill in the middle of an assignment and is unable to work on it further. Standard methodologies provides the means to allow another worker to complete the assignment in the same manner as the first worker. Also, standard methodologies provides an excellent training vehicle for young workers to learn and grow to become craftsmen.
PROMOTE A PROGRAM OF CONTINUOUS IMPROVEMENT to sharpen worker skills, stay abreast of industrial developments, and seek new ways of improving work products and the methodologies used to produce them. This will undoubtedly result in the reintroduction of in-house training and schools, as well as participation in certification programs and trade groups.
ESTABLISHMENT OF THREE CLASSES OF WORKERS to denote the level of expertise. Historically, this has been referred to as "Apprentices" (novices requiring training), "Intermediate" (educated and experienced, but not yet expert), and "Master" (expert craftsman). Such a designation of craftsmen is needed not to create barriers but to help establish a career path and mentoring program whereby the more experienced workers provide guidance to those less experienced or knowledgeable.
ESTABLISH LINK BETWEEN WORKERS-PRODUCTS-CUSTOMERS to establish a feedback loop to judge satisfaction with a specific product and to the exact worker(s) who produced it. It is impossible to recognize or reprimand workers without such a loop. For example, without it, customers may complain or compliment the company on the work product, yet management is at a loss as to who produced it. Ideally, a system should be set in place to provide for such analysis thereby providing a convenient means to monitor worker performance.

The premise behind affecting the corporate culture in this regards is to treat workers like professionals who should act as such in return.

BENEFITS & BYPRODUCTS

From a corporate viewpoint, is true craftsmanship the right path to follow? Does it really add value to the corporate bottom-line or not? First, it is a myth that work products produced by craftsmen costs more than those produced by less skilled workers. For products of the same class, it actually costs more to produce products using less skilled workers; after all, they do not have the same level of knowledge and experience that veteran craftsman have to produce it and, as such, craftsman can produce it faster with fewer mistakes. The cost for an experienced craftsman will undoubtedly be higher than novice workers, but savings will be realized simply by expedited development time and fewer mistakes (thereby causing the elimination of corrections or replacements). Further, superior work products have the added nuance of developing satisfied customers representing repetitive business as well as referrals.

Comparing the development cost of different classes of products is like comparing apples and oranges, it is simply not an accurate comparison. For example, the cost to build a luxury automobile will be substantially different than the cost to develop an economical subcompact. But if the product is of the same fundamental class, the craftsman will produce it faster and better than the novice (and at less cost).

Some of the byproducts realized from embracing a corporate program of craftsmanship includes:

A work environment more conducive for building superior work products.
Employees develop a better sense of self-worth which promotes loyalty, dedication, and professionalism.
Standard methodologies promote consistent and measurable work products, the inter-changeability of workers on assignments (as opposed to developing dependencies on individual worker expertise), provides a career path for younger workers, and brings order out of chaos. Also, standard practices improves communications, thereby promoting cooperation and teamwork.

CONCLUSION

A program of true craftsmanship adds value primarily to three parties:

The customer - Satisfaction with the product means the consumer believes his money was well spent and takes pride in it, thereby encouraging others to purchase the same, thereby benefiting the company.
The worker - believes he/she is leading a worthy and meaningful life, thus promoting self-esteem and employee development.
The company - receives fewer customer complaints and returned products that are defective requiring replacement or rework. Workers who take pleasure in their work are less likely to switch jobs thereby causing production interruptions. Harmony in the workplace also promotes improved communications, teamwork and corporate loyalty. In other words, craftsmanship adds to the bottom-line of a business.

But make no mistake, the consumer is the impetus for craftsmanship. As long as customers accept inferior workmanship without complaint, companies will continue to produce shoddy work products in the least expensive means possible and workers will not be allowed to produce superior products.

The outcry for craftsmanship must begin with the customer.

NOTES

The author wants to acknowledge and thank Mario Guertin of Painting in Partnership for his generous input.
In an Internet survey conducted in December 2007, random people were asked, "In your opinion, do you believe Craftsmanship in general is in decline in North America?"
- YES - Craftsmanship is in decline., 25 votes, 81.00%
- NO - Craftsmanship is not in decline., 6 votes, 19.00%

REFERENCE

Craftsmanship: the Meaning of Life by Tim Bryce "PRIDE" Special Subjects Bulletin #6, January 10, 2005 - (alternate site)

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... "Craftsmanship = (Knowledge + Experience + Attitude) X Success"

"MORPHING INTO THE REAL WORLD"

Friends, 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 "BUREAUCRATS"

Some time ago we built our office building down here in Florida. We also built one up in Ohio and this gave us an opportunity to watch bureaucrats up close and personal, and I can't really say there are substantial differences between the north and the south in this regards. In both instances we had to deal with government regulators who issued permits, inspectors and others who supervised construction. I think it's good that we have such checks and balances, but I'm disturbed by the inordinate amount of red tape they create. I also find such bureaucrats to be a temperamental lot who changes their minds at the drop of a hat. One minute our water and sewer lines were fine, the next minute they weren't. Most of the time you get the feeling that the left hand doesn't know what the right is doing. Frankly, I believe bureaucrats add at least 33% to the cost and time for such projects, but perhaps I'm being too conservative in my estimate.

Obviously bureaucrats are not limited to the construction field. We find them in post offices, drivers license bureaus, and just about anywhere we have to interact with the government. I'm certainly not suggesting all civil servants are bureaucrats, but it sure seems like they've got the lion's share of them. These are people who like to create little fiefdoms and thrive on power plays over the people they are supposed to be serving.

You've got to wonder about the effect such people have on productivity. For example, I've been reading about companies who are privatizing the prison system. Instead of the government constructing and operating the prisons, private companies have gotten into the business and are building and operating first class facilities at a fraction of the cost than governments can do. Some people are alarmed by this. Frankly, I think its a no-brainer and smart business.

I guess the point is, bureaucrats impede progress and productivity. They may like to create their little fiefdoms and drive us all crazy on detail, but I see them more as a barrier than anything else. These are the types of people who see the glass as half empty; they can dream up more reasons why something can't be done as opposed to accomplishing anything. I guess they have forgotten the meaning of the expression "civil servant" which is supposed to serve the public as opposed to the other way around.

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 e-mail from my "Pet Peeve" on "Office Temperature":

A D.O. in Michaigan wrote...

"So true. In the area that I used to sit, it was mainly controlled by menopausal women. That was AWFUL!!!"

I received the following responses from my "Pet Peeve" on "Parental Visions of Grandeur":

A C.S. in Tampa, Florida wrote...

"Good article Tim. I think a parent must balance the want of giving thier children all the OPPORTUNITIES that can be afforded them vs. making them live a life a parent wants for them. Hope that makes sense."

An S.S. in Massachusetts wrote...

"I totally agree with you about pushing. My middle son quit soccer because it was too competitive, and only now has been convinced to join a group which is less competitive. Some kids feed off competition, they adore it while others get burned out by it. Parents should be aware of their children's limits. Having said that, I do push my son to continue his music lessons. Yes, I would love to see my son do well but No, I don't want to live through him. I just want my kids to be the best they can be, not to give up, to continue, to seek aims and goals, to reach high. I think just as it is important NOT to push too much, it is still important to ENCOURAGE and SUPPORT. The father of my kids is a coach, I watched him last time give orders and yell. I don't like that. Some kids enjoy that an adult takes games so seriously, but I think the kids are there to enjoy, to socialize, to grow, not to be Olympic champions necessarily. what is the goal of kids doing sports? Many, but mostly learning to be together with others, working together towards a common goal and if you can learn that, it will be useful whether you work in a supermarket, maybe more so, or as a rocket scientist."

And finally, a D.O. in New York wrote...

"200 bonus points to Tim for using the work 'malarkey' in a post."

Thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

This is Tim Bryce reporting.

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

END

Labels: Tim Bryce MBA Florida Management Visions Craftsmanship Craftsmen Pet Peeve Office Bureaucrats

January 21, 2008

"STANDARD SYSTEM STRUCTURE"

There has been a lot of discussion in I.T. circles the last couple of years regarding system architecture, yet there appears to be general confusion over the inherent properties of an information system. To some, a system is nothing more than a collection or suite of programs. Computer hardware manufacturers tend to believe it is either a collection of physical components or the operating system itself. Data Base people think it is nothing more than the interfaces to the DBMS. These are all rather myopic points of view and a source of confusion to a lot of people in the industry, not just now but over the last four decades as well. And if I.T. people are confused, imagine the effect on the end-users who must work with the systems they produce. Fortunately, there is a rather simple and proven solution to all of this; something that was first introduced 37 years ago. Let me explain.

First, let's ask what type of system we're talking about; an irrigation system, a communications system, a software system or what? If we are talking about satisfying the information requirements of a business, than I guess we mean an "Information System"; a systematic approach for collecting, storing and retrieving the data necessary to produce information to support the business. So far we have not addressed the method of implementation. Undoubtedly we will use the technology of the day, namely computers, but we can also implement information systems manually as well (and have for centuries). Does this mean the design and development of information systems should be treated differently to suit the technology of the day? Surprisingly, the answer is "No." But to do so requires standardization of terminology and agreement on the fundamental structure of an information system.

Taking a chapter from industry, we have always contended that an information system is a product that can be engineered and manufactured like any other product. This is a difficult concept for some people to grasp as information systems tend to be much less tangible than other products, such as automobiles or other mechanical devices. But if we can break through this barrier we can make use of the same concepts as found in engineering and manufacturing.

Using this product orientation, an information system can be depicted as a four level hierarchical structure:

LEVEL 1 - representing the system overall (the product).

LEVEL 2 - represents the sub-systems contained within the system. Each sub-system represents a business process to collect, store and retrieve data that is executed within a specific time frame such as daily, weekly, monthly, quarterly, annually, or upon request (on demand). As an aside, "Chronological Decomposition" is an effective design technique for specifying sub-systems. Perhaps the best way of thinking of sub-systems here is to think in terms of "assemblies" as found in manufacturing.

LEVEL 3 - represents the procedures needed to implement each sub-system. Here, emphasis is placed on designing the work flow of the business process, consisting of procedures implemented by human beings, office automation equipment, and by the computer. The selection of technology to implement each sub-system at this level should be based on what is cost-effective to implement. Again, going back to the manufacturing analogy, procedures represent "subassemblies."

LEVEL 4 - represents the steps needed to implement each procedure. For manual procedures, specific actions and decisions are defined in terms of what the human-being must perform. For computer procedures, the programs are defined in terms of what the computer must perform. In manufacturing terms, this level represents specific "operations" to be performed.

Standard System Structure

The glue holding this structure together is the data base representing the standard and reusable parts to be used between assemblies (sub-systems). In this regards, data represents the formal interfaces between the various parts of the system. This is no different than how parts are shared and reused between assembly lines in production.

This hierarchical structure is commonly referred to as a "four level bill of materials." and offers many benefits:

In terms of design, the structure is designed top-down, from the general to the specific, yet testing and implementation is performed bottom-up, from the specific to the general. This is commonly referred to as an "Explosion/Implosion" approach to design and development.
Designs are recorded using layered blueprinting to show the various levels of abstraction in the hierarchy, for example, a system flowchart shows sub-systems; a sub-system flowchart shows procedures; a computer procedure flowchart shows programs. This approach is also referred to as "stepwise refinement."
The hierarchy ultimately represents the project structure. Following decomposition of the system into sub-systems, the project branches into separate parallel paths to be followed. By doing so, the hierarchy ultimately represents the road map for the project and, as such, provides the means for effective estimating and scheduling. It also provides greater flexibility in terms of deploying human resources to its development and allows for the completion and delivery of some sub-systems before others, yet assuring everything will fit when completed.
Because virtually any information system can be depicted using this model, it provides for the effective re-engineering of sub-systems without having an adverse affect on others.

This concept of standard system structure helps bridge the gap between system architects and software engineers by using a standard model that is elegantly simple and has been proven to work on just about every information system imaginable. By using a standard approach to design, it materially improves productivity simply by improving communications between project participants. It also brings uniform consistency to the work effort. In other words, all parties know where they stand in the design and communicate on a common level.

So you have to wonder why people in the I.T. field are trying to reinvent the wheel when a practical and universal approach already exists. I tend to believe the reason is twofold; first, because we live in a fast paced world of changing technology where there is a tendency to resist standardization of any kind, and; second, over the last few decades the industry has become immersed in programming and has lost sight of total systems. Hacking away at systems one program at a time obviously hasn't been successful, hence the renewed interest in designing enterprise-wide systems. So, instead of other esoteric approaches, how about a little commonsense for a change, such as thinking of systems as products and designing them as such? After all, if it's good enough to build just about every other product, why not information systems as well?

For additional information on this subject, see the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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... "An information system is a product that can be engineered and manufactured like any other product."

"MORPHING INTO THE REAL WORLD"

Friends, 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 "OFFICE TEMPERATURE"

One of the touchiest subjects in any office is the room temperature. This has probably touched off more arguments in the office than just about anything else. It may seem like a small thing but people tend to be passionate about the temperature. When it comes to controlling the thermostat, women typically like to turn it up, while men turn it down.

There are pros and cons to keeping the office cool or warm. If it is cool, people tend to be more alert but it may also affect the joints (as anyone with arthritis can tell you). Interestingly, certain office equipment, such as computers, operate better under cooler temperatures. On the other hand, a warm room on a cold winter day is welcomed by just about everyone, but if it becomes too warm, especially on a summer day, it can put people to sleep particularly after lunch. It can also cause people to slowly become irritable, impatient and irrational which isn't exactly conducive for a cooperative work environment.

If you leave the temperature to the employees to control, you'll probably hear the thermostat click up and down like a pogo stick which inevitably drives heating and air conditioning bills sky high. If you're an office manager, you would be wise to put a lock on the thermostat and hide the key. Whatever you do, don't turn the temperature over to the employees by a show of hands. I've seen this done and believe it or not has led to a division in the employees and hurt morale. As manager, you are responsible for controlling the work environment which includes the temperature of the room as well as other things, such as noise and cleanliness.

As for me, I'm of the school of keeping it "cool" as I would rather keep the employees more alert during the work day. If you've got a problem with it, they've got this new thing out to keep you warm: sweaters.

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 responses from my "Pet Peeve" on "$3 Words":

An F.S. in Williamsburg, VA wrote...

"A wonderful post to read this morning... I totally agree with what you've said here. I love to read, but more than that I love to comprehend what I'm reading without having to read more than once! Speaking should be as concise and easy to understand as the written word."

A D.M. in Redmond, Washington wrote...

"Spanking 'linear', what a magnificent opus of words carefully crafted on only the finest of electrons. LOL! Sorry."

Thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

This is Tim Bryce reporting.

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

END

Labels: Tim Bryce MBA Florida Management Visions Standard System Structure Pet Peeve Office Temperature

January 14, 2008

"PROJECT MANAGEMENT REQUIRES A ROAD MAP"

The principles of Project Management have been with us for a long time. There has also been a number of Project Management software packages introduced over the years, beginning with mainframe based commercial packages introduced back in the early 1970's. Some of it has been quite good, others are based on sheer quackery. Some people naively buy such packages in the hopes they will be some sort of panacea to cure all project woes; that projects will start to come in on time and on budget simply because a certain tool was purchased. Inevitably, they are puzzled when projects still go awry even with the latest software. I believe there are three reasons for this:

Companies are blinded by technology and fail to recognize the human dynamics involved with Project Management. Instead of working with people to successfully achieve their project assignments, they rely totally on numbers instead.
Companies fail to consider the total processes involved in Project Management and tend to attack it in piecemeal. For example, there are interdependencies between planning, estimating, scheduling, reporting, and control. Attacking only one of these problems will inevitably have an adverse affect on the others. In other words, companies fail to grasp the comprehensive nature of Project Management and tend to attack the problem of the moment, such as estimating or scheduling.
Companies believe Project Management is an end to itself; that by mastering the mechanics of Project Management, development projects will come in on time and within budget. They are easily shocked when this does not occur.

I refer to this last item as the "tail wagging the dog" phenomenon. True, the mechanics of Project Management are important, but too often people forget it represents nothing more than the dials and gauges to our business. To illustrate, a company using an assembly line process can effectively produce products without the aid of Project Management. The assembly line simply denotes the dependencies and sequencing of the work effort in order to produce a product. Project Management can then be applied to monitor activity and determine slowdowns and work stoppages or accelerations of production, all of which may require corrective action by management. However, trying to apply Project Management without the assembly line is an exercise in futility (it measures nothing). In other words, the assembly line represents the road map from which we will start and end our development efforts. Without the road map, Project Management is useless.

Ultimately, the assembly line represents the methodology for a project which defines Who is to perform What task, When, Where, Why and How (which we refer to as the 5W's + H). Without a defined methodology, you simply cannot perform Project Management. Without the road map, you cannot plan; without a plan, you cannot estimate or schedule; without an estimate or schedule, you cannot determine if you are ahead or behind. Bottom-line: Everything starts with the road map.

Although companies may occasionally have a project using a unique methodology that will be executed no more than once, most companies have standard and reusable methodologies they use for different parts of the business. For example, a methodology for engineering a product such as an automobile is essentially the same for all such projects. The same is true for designing and constructing a building, performing customer service, managing finances, laying out marketing campaigns, or engineering enterprise-wide systems and software. Unknowingly to most, companies have a portfolio of reusable methodologies they regularly use on projects.

Methodologies consist of a work breakdown structure which expresses dependencies between steps in the project. Each methodology is normally defined using different levels of abstraction which breaks the project into smaller, more manageable pieces; such as phases, activities, and tasks. By doing so, the methodology defines the 5-W's + H. Other characteristics include review points (for stop/go/revise decisions) and benchmarks used to substantiate completeness of a step within the methodology. Such benchmarks typically take the form of "deliverables" to quantify completeness before proceeding with the next step in the project. Finally, a methodology includes a beginning phase for planning, middle phases for execution, and a final phase for review or audit. As an aside, Industrial Engineers have been devising methodologies for many years (long before the advent of computers).

The current fascination with Project Management is healthy and should not be discouraged, but people should be reminded that it is only possible with an effective methodology; it is the Achilles' heel to Project Management. Without it, you will inevitably drive in circles. This may all sound rather obvious, but as I have discovered in this field, the obvious isn't always obvious.

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... "Having a Project Management system without a methodology is like attaching a speedometer to an orange crate; it measures nothing."

"MORPHING INTO THE REAL WORLD"

Friends, 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 "$3 WORDS"

When you travel around the corporate world you inevitably run into a lot of buzzwords and catch phrases which we like to use in our daily vocabulary. This may be okay if we are amongst our peers, but it has a tendency to turn off strangers, such as guests visiting our offices. There seems to be a great inclination to impress others with a rather verbose vocabulary. Some people take it a step further and use what I call "$3 words" in an attempt to impress you. For example, today you now hear a lot about project "stakeholders" which represent the customers or clients sponsoring a project and are footing the bill. I guess terms such as "customer" and "client" sound rather mundane when compared to something like "stakeholder." Another term we hear a lot about is "agile" which implies a speedy approach to solving a problem. Frankly, I find the expression "quick and dirty" to be a more apt description of what people have in mind. "Nonlinear management" is another classic expression. I'm not too sure exactly what this means; "linear management" would imply an orderly progression of decision making. So I presume "nonlinear management" simply means "chaos."

I find $3 words to be a very irritating and I'm sure they are used to do nothing more than divert attention away from the subject matter. I know it turns me off immediately. Whenever I hear terms like these, I start to hold on to my wallet as I know someone wants something from me.

Having been in the Information Technology business for a long time, I have heard a lot of mumbo jumbo over the years, For example, I have heard expressions like "data stores," "tuples," "views," and "segments" which, when translated, means "files" and "records." I have also heard of such things as "afferents" and "efferents" (meaning "inputs" and "outputs"), and "central transforms" (meaning "updates"). I guess if you can't invent anything original, you simply change the vocabulary so you can sell more books and training courses. If you have ever had to work closely with Microsoft products you know they march to their own drummer and use technical words to suit their needs as opposed to those already adopted in the industry.

Here's a tip I learned a long time ago: "speak to communicate." Wouldn't it be nice if people used words we already understood as opposed to trying to invent a whole new vocabulary to impress and confuse others? Think of the time we would save just learning and using what we already have. But alas, we live in a world that resists any form of standardization. To paraphrase George Bernard Shaw, we live in a single country separated by a common language.

I'll give you one last $3 word: "pseudo-intellectual" and that's simply referring to people who pretend to be something that they really are not (and like to use $3 words).

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 responses from my "Pet Peeve" on "Fixing Toilets":

A C.M. in Ohio wrote...

"Great article! I got a laugh out of that because you hit the nail on the head."

An L.M. in Philadelphia wrote...

"Great write. I notice at the bottom, 'over 30 years experience in the field'. Is that in toilet repair? (grins) Damn. I gotta go take a schmidt now..."

Thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

This is Tim Bryce reporting.

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

END

Labels: Tim Bryce MBA Florida Management Visions Project Roadmap Methodologies Pet Peeve Words

January 7, 2008

"PROACTIVE VS. REACTIVE MANAGEMENT"

I have been thinking a lot about micromanagement lately. It seems the corporate world is consumed with mini-dictators who are bent on directing the activities of others. I also see this in nonprofit organizations consisting of volunteers and managed by leaders who can be rather ruthless. Nonetheless, I have also noticed there appears to be an inclination for such managers to be reactive as opposed to proactive in their style of management, and I cannot help but think that micromanagement and reactive management are somehow related.

I have met a lot of reactive managers in my time. All exhibit the following characteristics:

Seldom has time for interoffice planning/organization meetings.
Has trouble effectively communicating with the staff, particularly articulating objectives and plans.
Not interested in or doesn't heed input from subordinates.
Spends more time supervising than managing.
Changes priorities on the fly.
Rarely, if ever, produces priority lists (keeps it in his/her head).
Bipolar - knows great enthusiasms and is easily depressed.
Thrives on chaos - sees themselves as saviors. Likes to swoop in and solve problems.

As to this last point, we have encountered situations like this on more than one occasion, but in particular we were contracted by a large insurance company in the Midwest to audit the performance of two systems development groups in the company. One group appeared to be well organized and managed; they quietly went about their business and delivered their work products on time and within budget. Another group was just the antithesis of the other; systems were installed prematurely and never to the customer's satisfaction, and assignments were routinely late and over budget. Nonetheless, the manager of this latter group was well respected for being able to put out fires at a moment's notice.

When we finally presented our results to the board of directors, we made the observation that their head firefighter was also the cause of all of the problems he was correcting. Yet, whereas the manager of the group who quietly produced superior work products was unrecognized, the head firefighter was being amply rewarded for his efforts. Basically, he was taking advantage of the "squeaky wheel getting the oil" phenomenon. Frankly, the executives were surprised by our comments and that such a situation had arisen in their company.

There are two reasons for reactive management; either for political gain (as in the insurance example above), or because people simply do not know how to be proactive. One excuse commonly heard from reactive managers is, "We never have enough time to do things right." Translation: "We have plenty of time to do things wrong." True management is hard work, requiring skills in planning, analysis, organization, leadership, and communications. To some, it is easier to let problems come to them as opposed to trying to anticipate problems and take action before they occur. In other words, they resign themselves to a life of reactive management.

The proactive manager invests his time and money in planning and, consequently, spends less in implementation. In contrast, the reactive manager regards planning as a waste of time and is content spending an inordinate amount of time in implementation, thereby incurring more costs and, because of the ensuing chaos, needs to micromanage people.

Young people coming into the workforce tend to learn from their managers and emulate their style for years to come. If they see proactive management, they will believe this is the proper way of conducting business and perpetuate this style, but if they only see reactive management...

This leads me to believe we will be plagued by reactive management for quite some time to come.

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... "Beware of your 'firefighters,' they are probably your chief arsonists.

"MORPHING INTO THE REAL WORLD"

Friends, 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 "FIXING TOILETS"

As the man of the house I have had to do a lot of odd jobs around it, everything from fixing sprinkler heads and garbage disposals to replacing lights. But I would have to say one of the most irritating jobs to perform is fixing the toilet. Regardless how clean they are, I don't think anybody likes to work on a toilet which typically breaks down at the worst possible moment, such as just before you host a dinner party.

It seems you never have the correct parts on hand to fix the toilet. You then have to go to the hardware store where you inevitably pickup the wrong parts which forces you to return them to the store and pickup replacements. For those of you who have had to fix a toilet, wouldn't it be nice if they had standard parts so you picked up the right thing the first time? I remember one time when I picked up the wrong overflow pipe. It worked fine, but the back toilet lid sat up several inches too high. I kind of felt like the guy on the old Ed Sullivan show who spun dinner plates on top of six foot wooden sticks. The wife didn't think it was funny either.

I also had to replace the copper tubing that feeds water to the toilet with some of the new flexible tubing. These worked great but the sales clerk sold me lines that were simply too long. Now my toilet looks like its got a Boa Constrictor hiding behind the bowl.

The biggest problem though is when you have to totally replace all of the guts in the tank. No matter how you try to drain the tank before you work on it, whenever you unscrew the master screw underneath it, water inevitably comes out either on the floor, you or both. I'm sure someone who designed the tank did this deliberately for a good laugh. They also designed it so all of the screws are in the most uncomfortable place possible, making it awkward at best to loosen or tighten them. In most cases you feel like Helen Keller groping around underneath the tank.

Thomas Crapper is credited with the propagation of indoor toilets, hence the use of his name to denote what you are using the toilet for. I find it somewhat ironic that the name of the person who gave us what is generally regarded as the most useful plumbing device ever is now a term we use in a derogatory sense. I wonder what would have happened had his name been something else like "Schmidlap"? Would we say, "I have to take a good schmidt"? But I guess we use something like that already.

Toilets may be invaluable indoor commodities but I wish they were easier to work on. I guess the alternative would be to go back to outhouses and Sears catalogs.

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 response from my "Pet Peeve" on "Celebrity Endorsements":

An S.U. in Iowa wrote...

"Honestly, endorsements from friends mean way more to me than celebrity ones.....sorry, but I trust friends much more in that sense!"

I also received quite a few comments regarding my "Pet Peeve" on "Christmas":

An L.O. in Turkey wrote...

"The holiday of Christmas used to be a pagan religious holiday IIRC. Because the masses wouldn't give up that holiday the Christians made it their own. Maybe full circle has come around. I too feel that many of our religious holidays have become not much more than commercial enterprises and many have forgotten the true spirit."

A G.L. in Michigan wrote...

"I feel the same way.... and I am beginning to hate Christmas. Instead of Christmas cheer all I am seeing is Christmas GREED. As I have been watching the news these last few days I realized that our whole "economy" seems to hinge on "Holiday Sales." What??? Do they mean that without Christmas America would be in a depression or something like that? I'm glad that Jesus came to save the world... and is saving our economy too. What a nice added bonus. Nice article Tim. Have a great Christmas too."

A D.F. in Ohio wrote...

"You raise some very valid points, particularly about the office parties versus a bonus, which is pretty much a thing of the past, except for those who already pull in a six figure income."

A J.U. in Clearwater, Florida wrote...

"Interesting writing regarding Christmas. It is the savior for the retail industry, the beginning of the end of many people's financial stability, the reasons for a few suicides, and of course the reasons for many visits to the shrink's office, and let's not forget the reason for relationships to come apart because the poor slob did not buy the right size diamonds for his special friend!"

And finally I received a comment regarding my "Pet Peeve" on "Christmas":

An M.B. in Clearwater wrote...

"EXCELLENT! Like many "middle class" people these days, people are not really middle class, but maintain the pretence by being in debt up to their eyeballs, and each time their cards get maxed out, they sell their fancy home at a profit and buy another one, using the profit to pay off the credit cards, and start the process of living off the cards all over again. I am amazed how many people I know who actually live this way! The housing crash has ended the ability to live like that, and for a lot of people, the piper now wants to be paid and they are up the proverbial creek. I don't give a fig what other people have. We believe in living debt free and always have. People need to get a grip and realize how marketers are manipulating them like puppets and laughing all the way to the bank."

Thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

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.

This is Tim Bryce reporting.

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

END

Labels: Tim Bryce MBA Florida Management Visions Reactive Proactive Pet Peeve Fixing Toilets

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