February 2, 2009

"PRIDE"-DBEM - PHASE 6 - DBEM EVALUATION (SPECIAL)

This is Part XXVII in our series on the "PRIDE" Methodologies for IRM. In this edition we describe the activities of Phase 6, "DBEM Evaluation" in the "PRIDE"-Data Base Engineering Methodology (DBEM).

The full text for this section can be obtained by clicking: HERE.

NEXT UP: "PRIDE"-Project Management (PM).

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

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"Most organizations use a DBMS as nothing more than an elegant file access method. Consequently, the opportunity to share data and integrate systems is lost."

eBOOK: THE BRYCE IS RIGHT

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

The price is just $20 plus tax.

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

phmainstreet.com/mba

While there, look for our MS PowerPoint presentation describing both the book and the training program.

MY "PET PEEVE OF THE WEEK" IS "GUILTY UNTIL PROVEN INNOCENT"

I was going to entitle this piece "Bureaucrats Gone Wild" as I wanted to draw attention to the government officials who go out of their way to make life a living Hell for us, but I already covered this in an earlier column (see "Bureaucrats").

It's not bad enough that government bureaucrats create their own little fiefdoms to express their self-importance, but it is how they try to play mind games with the taxpayer that disturbs me more, particularly young ones. Let me give you a couple of examples...

I'm involved with a nonprofit group who owns and maintains their own building. Not surprising, they are subject to the same rules and government codes as everyone else, such as health, fire, and building inspections. For years, the group diligently maintained their building and conformed to ever-changing codes. However, one year they were visited by a young fire inspector who wrote up an extensive list of code violations. This came as a complete surprise to the group. Although a few of the items on the list were legitimate, there were others that could best be described as superfluous. Nonetheless, the group complied with the requests, at considerable expense, but are now leery of any more inspections by the young power-hungry bureaucrat.

In another instance, I had a friend who did some minor work in South America. For some unknown reason, a young IRS agent targeted his company for an audit and, finding out about the South American connection, accused my friend's business of making millions of dollars in South America of which they owed considerable back taxes. Understandably, this shocked the company's management as they adamantly maintained their innocence. Nonetheless, the IRS agent asserted his contention thereby forcing the company to hire a team of accountants and lawyers to successfully refute the charges, also at considerable expense.

In both examples, the bureaucrats considered the defendants guilty until proven innocent, not the other way around as we would normally expect. Reasoning with the young bureaucrats was out of the question, as they saw this as an opportunity to make a name for themselves. Not only did their inexperience lead to bad relations with the people they were suppose to be serving, but cost people a lot of money to defend themselves over frivolous charges. I guess it's no small wonder why people do not trust or respect their government officials, particularly "Bureaucrats Gone Wild."

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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mail regarding my Pet Peeve on "Making Time":

A G.A. of Tennessee wrote...

"This sounds just like the advice I give to people when they talk about having children, especially older couples. You are not the most important person in the house any more. Your schedule (your life) revolves around your kids. The older you are, the harder it is to change your lifestyle. I was 32, working full time and going to school full time at night when my daughter was born. Ten months later my son was born. Talk about time management. I still managed to spend time with the family and graduate cum laude. All it takes is putting your priorities in place and learning to live on four hours of sleep at night."

A J.S. of Skidway Lake, Michigan wrote...

"I, too, wouldn't have missed parenting for the world. I shelved my career in a heartbeat for the opportunity to raise my own child in our home. I did work part time when necessary, but I worked a different shift than my husband. One of us was always home with our daughter. Since hospitals run 24/7, I had no trouble getting evening shifts. I could have earned more money. We might have had more possessions. No amount of money or possessions could possibly have brought me the joy and fulfillment of parenting. I would make the same choice again."

I received the following e-mail regarding my Pet Peeve on "Procrastination":

A K.G. of Lapeer, Michigan wrote...

"Very true post. I am bad at it."

A K.K. of Ansonia, Connecticut wrote...

"So true, I was planning on tackling my procrastination over the weekend by doing a few things I've been putting off."

Again, 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.

Copyright © 2009 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

January 26, 2009

"PRIDE"-DBEM - PHASE 5 - APPLICATION PHYSICAL DB DESIGN (SPECIAL)

This is Part XXVI in our series on the "PRIDE" Methodologies for IRM. In this edition we describe the activities of Phase 5, "Application Physical Data Base Design" in the "PRIDE"-Data Base Engineering Methodology (DBEM).

The full text for this section can be obtained by clicking: HERE.

NEXT UP: Phase 6, "DBEM Evaluation," the concluding phase of the "PRIDE"-Data Base Engineering Methodology (DBEM).

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

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"A Data Base should naturally evolve over time and synchronize with all Information Systems."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 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 "PROCRASTINATION"

I think we're all pretty much guilty of some form of procrastination during our lives. I know I am. The word itself comes from the Latin word "procrastinatus": pro- (forward) and crastinus (of tomorrow). We try to put something off as long as possible, hoping that it will go away, but it rarely ever does. We avoid it because procrastination means to do something considered painful to us, be it a hard decision or a difficult task. We often use the lame excuse that we don't have time to do something, but the reality is we plain and simply don't want to do it. I don't think anyone actually procrastinates over something they really want to do. So we should look upon procrastination as a sign of how a person really feels about something.

This got me thinking about how many decisions we make during the day. We make all kinds of trivial decisions, such as what clothes we will wear, what to eat, etc., but how many significant decisions do we really make? Probably not as many as we think. Financial decisions are often painfully difficult, such as where we should invest money, the purchase of a new house or automobile, insurance, etc., but we don't make as many of these decisions as we should. We also infrequently think about career and health related decisions. Probably the two areas we most frequently make decisions about is related to our jobs and maintaining our homes. In terms of our jobs, it seems the bigger the assignment, the harder it is to make decisions regarding it and we often seek advice, particularly if our job depends on it. But the same is true at home as well; the bigger the task, the more likely we are to seek advice. For example, there is a big difference between replacing carpeting in a room, and replacing a roof. This implies there is a comfort factor involved with making a decision. In other words, do we know all of the variables and are we convinced this is the proper course of action to take? If we do not, we tend to procrastinate. Replacing a roof is a much more complicated problem than simply replacing a carpet, thereby requiring more studying and advice.

Perhaps the best way to overcome procrastination is to simply prioritize your objectives and assignments, determine not only what you would like to do but what would be most beneficial to you, and get up off your ass and do it. Avoid defeatist attitudes, and try to think positive. You might just find that the problem you have been procrastinating over is not as difficult as you thought it was. But understand this, it will not go away on its own and the old axiom, "Not to decide, is to decide," will inevitably kick in (and usually not in your favor).

"Take time to deliberate; but when the time for action arrives, stop thinking and go in."
- Andrew Jackson

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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mail regarding my Pet Peeve on "Are these the Good Old Days?":

An R.S. of India wrote...

"Good questions and a good time to bring this up. All I can be sure about the future is that my best guess will be as inaccurate as anything printed by those professional predictors (Jean something) in the grocery store tabloids of the recent past (except I am very sure that Elvis will surface to marry Marlyn Monroe to claim thier love child)."

A D.K. of Brussels, Belgium wrote...

"Time provides perspective...and revisionism."

I received the following e-mail regarding my Pet Peeve on "Resumes":

A C.P. of Cincinnati, Ohio wrote...

"This is a good one. The resume is not suppose to be a car salesman. As Jack Webb said, 'Just the facts ma'am.' Well written doesn't mean BULLSHIT."

A J.D. of Tampa, Florida wrote...

"Too funny. Right now, in the graphic design classes I teach, the students are writing their resumes. I teach them exactly what you say - give them the facts, quickly, and without difficulty. Artists can get as creative as they want visually, so long as the one reading it doesn't get lost in a sea of flourish, only to toss it all in the recycling bin."

Again, 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.

Copyright © 2009 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

January 19, 2009

"PRIDE"-DBEM - PHASE 4 - ENTERPRISE PHYSICAL DB DESIGN (SPECIAL)

This is Part XXV in our series on the "PRIDE" Methodologies for IRM. In this edition we describe the activities of Phase 4, "Enterprise Physical Data Base Design" in the "PRIDE"-Data Base Engineering Methodology (DBEM).

The full text for this section can be obtained by clicking: HERE.

NEXT UP: Phase 5, "Application Physical DB Design" of the "PRIDE"-Data Base Engineering Methodology (DBEM).

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

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"Whereas the logical Data Base will remain relatively static, the physical data base changes dynamically."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 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 "RESUMES"

I've read a lot of resumes in my day. Coming from the Information Technology sector I have seen some pretty crazy ones filled with a lot of gobbledygook involving technical acronyms and programming jargon. Here's an example, "Proficient in the following languages and operating platforms: C, C++, DOS, MVS, CICS, ISPF/VS, DB2, OS/2, OS/400, AIX, UNIX, Java, JavaScript, Perl, Basic, HTML, DHTML, XHTML, XML, PHP, PDP, JCL, SQL, George 3, Win95/98/Me/XP/VISTA, etc." Sounds pretty impressive doesn't it? The problem is verifying that the person does, in fact, know these things. Most of the time I've found they might have nothing more than a rudimentary knowledge of the subject which is why we recommend testing the applicant as opposed to just taking his/her word for it.

I also find it irritating when a person uses verbose language to describe himself. For example, whenever someone says they are a "Senior Software Engineer," this simply means he is nothing more than a programmer with two or more jobs under his belt. Some people add so many adjectives to describe their credentials and boast of their successes (not their failures) that you would think he is the second coming of Christ. Whenever I see this, I ask myself, "If this person is so great, why isn't he running his own company; why does he need a job from me?" Touting ones' successes is natural, but a little humility in the presentation of the resume would sure be refreshing.

I may not be an expert in preparing resumes, but I think the ones that appeal to me most are those that are simple and to the point. Frankly, if they cannot keep it to one page that isn't too busy looking, I think people will lose interest. I know I do. If I want additional detail, I'll ask for it. Tell me plain and simple: What are you interested in doing? What's your background? (your employment history) and What do you know? (your skill set). I don't want to know how you conquered neuro-electronic fusion systems based on a hashing algorithm you invented; do not try to baffle me with your brilliance. Just tell me how you can do a job for me and blend into the corporate culture. I think team accomplishments are still valued over individual achievement by most employers today.

Just remember if the person's resume seems too good to be true, in all likelihood it is.

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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mail regarding my Pet Peeve on "Trust":

An M.R. of Oregon wrote...

"I have been pondering such changes in society myself. Honor, handshakes, and promises just do not matter anymore. The John Waynes, Roy Rogers and the like, and what they stood for, no longer apply. Now the hero's are drug popping athletes, actors and musicians who drug overdose. Good is bad, bad is good and the bad guy is the hero in our movies....... Chaos."

A J.S. of Skidway Lake, Michigan wrote...

"This is so well expressed and on the money, Tim. "Once bitten; twice shy" is an old adage, but was seldom applied to friends, family, neighbors, co-workers and government officials. With all the scams, spam, identity theft, internet hoaxes and computer viruses, it gets harder to trust anyone or to recognize a legitimate opportunity. I wonder how many of us have missed out on something good due to lack of trust. It is very hard to earn back trust once it has been lost. If a contractor cheats us, we can sue or simply not hire him again. When a family member violates our trust, it becomes much more serious. Wanting to love and trust family has to be tempered by a lock on the wallet and a healthy dose of skepticism. It can take as little as one minute to lose trust and a lifetime to regain it."

I received the following e-mail regarding my Pet Peeve on "Managing a Nonprofit Organization":

A D.T. of San Francisco, California wrote...

"Tim, I was expecting "peeves." Thanks for the useful, constructive comments. Being in California myself, I also would remind people to make sure they are in compliance with the appropriate laws and/or insurance needs, such as for liability, employment, and tax matters."

A G.W. of Miami, Florida wrote...

"One look at my bank account and you will see I have many years experience running a nonprofit venture."

Again, 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.

Copyright © 2009 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

January 12, 2009

"PRIDE"-DBEM - PHASE 3 - ENTERPRISE LOGICAL DB DESIGN (SPECIAL)

This is Part XXIV in our series on the "PRIDE" Methodologies for IRM. In this edition we describe the activities of Phase 3, "Enterprise Logical Data Base Design" in the "PRIDE"-Data Base Engineering Methodology (DBEM).

The full text for this section can be obtained by clicking: HERE.

NEXT UP: Phase 4, "Enterprise Physical DB Design" of the "PRIDE"-Data Base Engineering Methodology (DBEM).

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

Keep the faith!

OUR BRYCE'S LAW OF THE WEEK therefore is...

"Data Resource Management is a neutral third party who represents the enterprise's overall interests, not just a single application."

"MORPHING INTO THE REAL WORLD"

Friends, be sure to check out our 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 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 "MANAGING A NONPROFIT ORGANIZATION"

Recently I was adding up the number of Board of Directors I have served on over the years for nonprofit organizations. This includes computer societies, fraternal organizations, homeowner associations, even Little League. The number was close to 40 where I have served in some capacity or other, everything from president, to vice president, secretary, division director, finance chairman, publicity and public relations, newsletter editor, webmaster, even historian. In other words, I think I've learned a thing or two about nonprofit organizations over the years. One of the first things I learned early on is that unless you manage the nonprofit group, it will manage you.

Running a nonprofit group is not exactly rocket science and is actually pretty simple, but surprisingly few people grasp the basics and end up bungling the organization thereby creating upheaval for its constituents. If you are truly interested in properly managing a nonprofit group, consider these ten principles that have served me well over the years:

1. Know the rules. Get a copy of the governing docs, read them, and keep them with you. Do not try to hide them. In fact, make them available to your constituents either in paper form or as a download on the computer (such as a PDF file). Got a briefcase dedicated to your group? Keep a copy of the docs in it and, if an electronic version is available, place an icon on your desktop to quickly access it.

2. Get to know your constituents. How can you expect to adequately serve them if you do not know what their interests are or the group's priorities as they perceive them? They won't always be correct, but understand their perceptions and deal with them accordingly. You might want to circulate a survey to get their view on certain subjects, and to solicit their support.

3. Communicate - not only with the other members of the board, but with your constituency as well. Failure to do so only raises suspicions about what you are doing. Newsletters, e-mail blasts, and web pages are invaluable in this regard, particularly the latter where you can post news, governing docs, contact information, meeting minutes, audit reports, correspondence, etc. Simple communications will clear up a lot of the problems you will face as an officer on the board.

4. Administer - keep good records, regardless if government regulations require it or not. Whether you are maintaining records with pencil and paper or by computer, it is important that accurate records be maintained, particularly about the group's membership, logs of activities, attendance, finances, minutes, etc. It is not really that complicated to perform; you just need someone who pays attention to detail. Don't have the manpower to do it yourself? Then hire someone, such as a management company, who can competently keep track of things.

5. Lead - People like to know where they are headed. If you are in charge of the group, articulate your objectives and prepare a plan to get you there. Also, do not try to micromanage everything. Nonprofit groups are primarily volunteer organizations and the last thing they want is Attila the Hun breathing down their necks. Instead, manage from the bottom-up. Delegate responsibility, empower people, and follow-up. Make sure your people know their responsibilities and are properly trained. Other than that, get out of their way and let them get on with their work.

6. Add value to your service. People like to think they are getting their money's worth for paying their dues. In planning your organization's activities, be creative and imaginative, not stale and repetitive. In other words, beware of falling into a rut. Your biggest obstacle will typically be apathy. If your group's mission is to do nothing more than meet periodically, make it fun and interesting, make it so people want to come and participate. Try new subjects, new venues, new menus, etc. Even if you are on a tight budget, try to make things professional and first class. Change with the times and never be afraid of failure. You won't always bat 1.000 but you will certainly hit a few out of the park and score a lot of runs.

7. Keep an eye on finances. As officers of the Board, you have a fiduciary responsibility to maintain the group's finances and report on their status. I cannot stress enough the importance of having a well thought-out and itemized budget. Operating without one is simply irresponsible. And when you have a budget, manage according to it; if you don't have the money allocated, don't spend it. Obviously, you should also have routine finance reports produced (at least on a monthly basis) showing an opening balance, income, expenses, and a closing balance. Most PC based financial packages can easily do this for you. At the end of the year, perform a review of your finances by an independent party, either a compilation as performed by a CPA or a review by an internal committee. Post the results so the constituency can be assured their money has been properly handled.

8. Run an effective meeting. Nobody wants to attend an inconsequential meeting. Whether it is a weekly/monthly board meeting or an annual meeting, run it professionally. Print up an agenda in advance and stick to it. Start and end on time and maintain order. Got a gavel? Do not hesitate to use it judiciously. Maintain civility and decorum. Allow people to have their say but know when issues are getting out of hand or sidetracked. And do yourself a favor, get a copy of "Robert's Rules" and study it.

9. Beware of politics. Like it or not, man is a political animal. Politics in a nonprofit group can get uglier than in the corporate world. Some people go on a power trip even in the most trivial of organizations. Try not to lose sight of the fact that this is a volunteer organization and what the mission of the group is. Keep an eye on rumors and confront backstabbers, there is no room for such shenanigans in a nonprofit group. If you are the president, try to maintain an "open door" policy to communicate with your constituents. It is when you close the door that trouble starts to brew. Also, ask yourself the following, "Who serves who?" Does the board serve its constituents, or do the constituents serve the board? If your answer is the latter, than dissent will naturally follow.

10. Maintain control over your vendors. Try to keep a good relationship with those companies and people who either work for or come in contact with your group, particularly lawyers. Always remember who works for whom. I have seen instances where attorneys have taken over nonprofit groups (at a substantial cost I might add). The role of the lawyer is to only offer advice; he or she doesn't make the decision, you do (the client). One last note on vendors, make sure you maintain a file of all contracts and correspondence with them. Believe me, you're going to need it when it comes time to sever relations with them. Keep a paper trail.

Bottom-line: run your nonprofit group like a business. Come to think of it, it is a business, at least in the eyes of the State who recognizes you as a legal entity (one that can be penalized and sued). There are those who will naively resist this notion, but like it or not, a nonprofit group is a business. Consider this, what happens when the money runs out?

I mentioned earlier that you might want to hire a management company to perform the administrative detail of your group. To me, this is an admission that the Board is either too lazy or incompetent to perform their duties (or they have more money than they know what to do with). Just remember, it's not rocket science.

Such is my Pet Peeve of the Week.

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"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.

Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop by and check out our new Palm Harbor Business OASIS, a new business venue offering local business people a place to meet, work, network, and relax. Why pay a lot for leasing office space when you can become a member of the OASIS for as little as $100/month? For more information, visit our web site at: http://www.phboasis.com/

AND FINALLY...

I received the following e-mail regarding my Pet Peeve on "Some New Year's Resolutions for 2009":

A J.S. of Skidmore Lake, Michigan wrote...

"Good ideas, well expressed, Tim. I hadn't thought about ammunition, but stashing some cash isn't a bad idea. Cash may be the wave of the future. I wish the tax deferred retirement savings options had included one for burying cash in a coffee can instead of the currently worthless stocks we had hoped to live on. It wouldn't have earned interest, but at least it would be there."

An A.P. of Wichita, Kansas wrote...

"These resonate with me. They seem realistic and acceptable ideas to hold and strive towards in doing good by yourself and others."

I received the following e-mail regarding my Pet Peeve on "Finding Comfort in Incompetence":

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

"Great piece Tim! Not too long ago I was working under a board of directors as you such mentioned. I'm sure that before I got there they served a functional purpose and probably was good for the operation. After years had gone by, and as the organization grew, this board served as nothing more than a power-trip for some, a vehicle to provide personal gain for others, and merely a chance to get out of the house for a few to attend the monthly board meeting. Their old-school ways and ideals made changes very difficult, despite the growing need for them. So instead of being a resource, the board became a hinderance and made life for those around it very tough."

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

Keep those cards and letters coming.

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

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This is Tim Bryce reporting.

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END