October 13, 2008

"PRIDE"-ISEM PHASE 2 - SYSTEM DESIGN (SPECIAL)

This is Part XI in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of the concepts and philosophies used in the "PRIDE"-Information Systems Engineering Methodology (ISEM).

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

NEXT UP: Phase 3 of the "PRIDE"-Information Systems Engineering Methodology (ISEM), Sub-System Design.

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...

"Only when the Systems Engineer can walk in the moccasins of the user does the engineer have a right to design a system for the user."

"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 "FEEL GOOD" TYPES

I recently attended a management seminar in my neck of the woods. I don't want to mention any names here but the speaker represented a consortium of consultants who specialized in a variety of subjects, such as business process improvement, tax laws, planning, technical writing, etc. The person making the pitch specialized in "life coaching" which, as I gathered, offered the same type of advice a good parent, guidance counselor or mentor would.

I judged the speaker to be in his mid-to-late 30's and was very preppy in dress. He tried the usual speaker stunts to stimulate the audience, such as saying, "How many of you has had this happen to you? Can I see a show of hands?" He also passed out prizes if you answered a question correctly, which made people look like trained seals being rewarded for tooting the horn and clapping. In addition to his histrionics, he was an entertaining speaker and used a good multimedia presentation to support his points. After awhile though, it became apparent there was little substance in his presentation, but you were supposed to go away feeling good about yourself, the consultant's service, and a possible business relationship.

After the seminar I ran into a couple of the attendees outside in the parking lot and asked them what they took away from the pitch. They both replied, "Not much," but they sure felt good about themselves. (I even thought I heard them humming "Kumbaya" as they walked away).

I've always wondered how speakers who offered more baloney than a delicatessen survived, but I've got a feeling they do quite well for themselves. Frankly, I don't think people want to know the truth and would much rather be entertained. Truth is often sacrificed for panaceas which the public seems to thrive on. After all, why exercise and diet properly when a little pill will cause you to lose weight instead? It should come as no small wonder that a lot of snake-oil has been sold over the years. It seems the public will buy anything if we pitch it with slick talk and make people feel good about themselves. In other words, tell the audience what they want to hear, not what they need to know.

People tend to resent brutal frankness - it may be correct, it may be something that needs to be said despite the political ramifications involved, but people just plain and simply have a hard time dealing with reality and prefer living in a surrealistic comic book world instead.

Years ago we were contracted to study the problems of an information systems department for a large Midwest life insurance company. We studied the group carefully and impartially, gathered the facts, and presented our conclusions to the board of directors. We didn't sugarcoat anything and told the executives precisely what the problems were and how to rectify them. The executives went into a bit of a state of shock as they had previously believed everything was running smoothly in their systems department. It wasn't. They didn't exactly like what we had to tell them, but they listened and to their credit acted on the information. Despite this, we were never asked back due to the embarrassing snafus we uncovered.

The point is, you can only be conned if you allow yourself to be conned. "Feel Good" speakers may be entertaining, but beware of their facade and seek substance instead. Politicians are very hip to this and use "feel good" to maximum effect. But if the upcoming presidential elections are as important as everyone seems to think they are, we need more of a reality check than to just "feel good." But will the public listen? We'll find out in November. Probably not.

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 "Complications":

An L.T. in Fall River, Massachusetts wrote...

"I agree that technology should improve our lives, not make it more complicated. I was ashamed that I never learned how to program the VCR. I got over that. Now I do not know how to even turn the television off correctly, find the programs I like to watch or even memorize which station is which. We have not one but three remotes for our main television set and I am oblivious as to which one controls which function. The good news is since I can never quite figure out what station I want I now just leave the television off. Reading a book is easier, no buttons to push."

An S.G. in Mt. Vernon, Illinois wrote...

"You got up to FIVE stations? Wow. Lucky! We got the three networks, but with one or another never coming in very well - usually it was whichever one you wanted to watch. On really good days we could pull in the PBS station in a really grainy way. And that was with an antenna on a tower with a rotor to control it. You must have been a town kid."

I received the following e-mails from my "Pet Peeve" entitled, "The Attributes of a Tough Task Master":

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

"Your article this week really filled my tank and gave me energy. I can really relate to your article today. I just took on a new training consulting assignment and realized that I am filling the task of the 'poor slob'. Got a call on a Thursday, to be at a client's site on Friday morning. It seems they need someone that can prepare and deliver 70 hrs of training two weeks from now. However, all the students are non citizens, from India and are hard to communicate with. So guess who got the job to deliver for these people. Hopefully I can, but will see. It's crunch time, and gotta run. Great Article as always. Just me the 'poor slob', trying to save face for usual 'postpone, delay, and put off until its almost too late' to save face with the client and its customers."

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 © 2008 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

September 15, 2008

"PRIDE"-EEM PHASE 5 - EEM EVALUATION (SPECIAL)

This is Part VII in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 5 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: Introduction to 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.

Keep the faith!

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

"A project will only be accomplished if the individuals performing the work want to do it."

"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 "360 DEGREES"

My company has been doing business in Japan since the mid-1970's. We have enjoyed the experience and have marveled at how Japanese businessmen act and think. For example, it is very important for the Japanese to reach a group consensus on major decisions (an inherent part of the concept of Theory Z). By doing so, they solicit the input from all of the workers before making a decision (a bottom-up type of approach). As an American, I found this to be radically different than the western world's top-down micromanagement approach. The Japanese approach may make for a longer sales cycle, but it simplifies implementation (after all, everyone has agreed to the decision).

As the Japanese work through a problem they tend to look at it from every angle or as they refer to it as thinking in "360 degrees." This is a much wider perspective than what you typically find in western companies. Whereas the Japanese tend to think in terms of 360 Degrees, Americans tend to suffer from tunnel-vision, meaning they become overly concerned with a single piece of the puzzle. Maybe this is because the western world is somewhat territorial in nature. We become so obsessed with our piece of the pie we tend to overlook the entire dish.

I think a lot of this has to do with our conditioning. Whereas the Japanese are taught at an early age the importance of teamwork and cooperation, Americans are taught to be individualistic and competitive. No wonder Japanese think of the bigger picture while Americans tend to build and fight over their little fifedoms.

Over the years I have learned that larger and more complex projects require teamwork, communications and cooperation. Maybe it is because of our natural aversion to cooperate, and not to think in terms of 360 degrees, that we have difficulty conquering anything of substance in this country anymore. This may be a major factor why we no longer think big and are content doing small things.

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 "Print Journalism":

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

"The political slant in the mainstream media has, in my opinion, led to the decline in both print and broadcast media. The range is from left-to-FAR left. Folks are not getting balanced news and they know it, so they seek alternative news sources. The rise in popularity of FoxNews is testimony to that. The slants are obvious. The media's romance over one presidential candidate is seen as the other is referred to simply as "Senator", and not as "Presidential Hopeful" as they had done repeatedly with their favored ticket. Too bad they are so smug as to miss the fact that they're shooting themselves in the foot. It would be interesting to see how a more balanced paper would fare in today's market."

An R.B. in Bedford, Massachusetts wrote...

"I no longer get my news from either TV or print because they are slanted and poor mediums for me to feel I get what I want. I have found the Internet and RSS feeds have totally replaced them as my source of news. I think this will be a growing trend as I look at my sons' generation and they only get news from the Internet."

A B.D. in Scottsdale, Arizona wrote...

"I completely agree. Haven't picked up a paper in a long time, so I'm not as familiar with the newer advertising regimens, but I find it somewhat sad that a source with such a noble history would go down like that. TV news, on the other hand, well, it's pretty much useless. Pretty people telling you they don't know all the details, but here's the scene so you can get all worked up about things while they get you "the latest." Or the local, evening news, which spends an average of fifteen seconds on any story, saving some story about a sex scandal for the end, to which they devote a solid 45 seconds. It's all fluff."

I received the following e-mails from my "Pet Peeve" entitled, "The SFB Quotient":

A C.S. in Florida wrote...

"As I was reading your first question I was thinking to myself..."why isn't there a good pick?""

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

"Ok I liked this one. The thing that amazes me is that each week you are right on!"

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 © 2008 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

September 8, 2008

"PRIDE"-EEM PHASE 4 - ENTERPRISE INFO STRATEGY (SPECIAL)

This is Part VI in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 4 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: PHASE 5 - EEM EVALUATION

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...

"There is nothing more unproductive than to build something efficiently that should not have been built at all."

"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 "THE SFB QUOTIENT"

Anyone who has ever taken an IQ test knows you have to endure a battery of multiple choice questions aimed at measuring your intelligence. Some are simple and common sense, others are a little tricky. This got me thinking whether we could devise a similar program aimed at determining if a person suffers from SFB (Shit for Brains) which you may recall me commenting on not long ago. As a result, I have devised the following set of questions:

1. During a business meeting you disagree with a coworker, and your boss sides with the coworker; What do you do?

A. Send a blind text message to everyone else in the department that your boss and the coworker are lovers (regardless what sex they are).
B. Change the coworker's time sheet to show he/she is goofing off more than yourself.
C. Using Adobe Photoshop, you manufacture compromising photos of your boss and e-mail it anonymously throughout the company.

2. Your boss asks you to work overtime in order to complete a key project; What do you do?

A. File a grievance with HR.
B. Change the office clocks (including those on the server) so everyone else has to stay late with you.
C. Manufacture an excuse, preferably the death of a loved one.

3. You have been asked to return your neighbor's chain saw after having it for six months; What do you do?

A. Before you return it, you hack away on a tree bordering your properties, particularly your neighbor's side.
B. Anonymously report him to the homeowners association that his lawn is a mess.
C. Pretend you didn't get the message and keep it for six more months.

4. It's 4:55pm on Friday, a customer calls desperately in need of one of your products; What do you do?

A. Send his message to voice mail and answer him on Monday.
B. Send him the wrong product (or an insufficient quantity of the right product).
C. Send a text message to him that you are on the golf course and wish him a good weekend.

5. The office temperature satisfies everyone in the office but you; What do you do?

A. Adjust the thermostat to suit your needs.
B. Open the windows.
C. While the boss is away, issue an e-mail memo that only you can adjust the thermostat.

6. While in the midst of a critical project assignment, your boss calls for another boring meeting; What do you do?

A. Briefly attend the meeting, but then excuse yourself leaving behind a notepad, pen and coffee cup indicating you will return (you don't).
B. You record the meeting with your cell phone, and e-mail it anonymously to your boss' boss.
C. You have someone call your cell phone every few minutes so that it disrupts the meeting and the boss asks you to leave.

7. You're traveling on company business and spend a tidy sum at a local Exotic Dance club; what do you do?

A. Report it on your expense account as "entertainment" of a client.
B. Doctor your receipts with a graphics package to make them look legitimate.
C. Tell your boss you were conducting some market research.

8. A shipping company is trying to make an urgent delivery to one of your rivals at work who is currently off-site; What do you do?

A. Refuse to sign and accept the package.
B. Forward the shipment to your Scranton office.
C. Forge his name on the delivery and hide the package in the building.

9. It is rush-hour and you want to get home in the most expeditious means possible; What do you do?

A. While driving, call a loved one on your cell phone and ask what's for dinner.
B. At a stop light, you roll down your window and ask your neighbor for directions, but since he can't speak English you flip him the bird.
C. Using your GPS, you plot a course that takes you through Las Vegas.

10. The new technology you've installed in the company is not living up to your promise of improving productivity and is actually a financial drain instead; What do you do?

A. Blame the end-users for incompetence in the use of the technology.
B. Blame the vendors for inferior products.
C. Blame the programmers for lousy software.

Now, for your score. Actually, it's rather simple. If you answered any one of these questions, give yourself a score of 100 as you are a bona fide SFB.

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 "The Olympics":

A D.T. of Raleigh, North Caolina wrote...

"I would think that a former military base would prove an ideal permanent location for the Olympics.

1. There is symbolism in converting a mechanism of war into a facility focused on celebrating sport and human athleticism.
2. The facilities are already set up, logistically, for moving/recieving material - air/lift and rail capability, and being secured.
3. They are self-sufficient towns with their own power stations, medical facilities, dormitories, shopping, recreation, etc.
4. Vast tracts of land are usually on-hand for new development.
5. Many are simply going into disrepair."

I received the following e-mails from my "Pet Peeve" entitled, "Making your problems mine":

A P.O. in Greeley, Colorado wrote...

"I just read your piece on your dumpster problem and responsibility. One course you might think about pursuing is getting the name of the owner of the trash and then contacting local law enforcement, either the sheriff's office or police depending on where the dumpster is. The person dumping the trash is guilty of "Theft of Services" and most law enforcement officers will happily site the offender for this. That way instead of having to deal with the offender yourself you can let the guys or gals who get paid to do it handle the difficult situation and the dumping (at least from that person) will end."

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 © 2008 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

September 1, 2008

"PRIDE"-EEM PHASE 3 - PHYSICAL ENTERPRISE ANALYSIS (SPECIAL)

This is Part V in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 3 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: PHASE 4 - ENTERPRISE INFORMATION STRATEGY

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...

"All companies have a culture. In order for employees to function and succeed, it is essential they understand and believe in the culture."

"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 "MAKING YOUR PROBLEMS MINE"

Have you ever noticed how people try to make their problems yours? Let me give you an example, we have a small garbage dumpster next to our office building and other people began using it to dump their trash as soon as we got it. Of course, we then put a lock on it but this didn't seem to deter a few people who put their trash on top of the dumpster. We even had one instance where someone deposited an old sofa on the dumpster which caused me to pay the garbage man a little extra to dispose of it. In other words, people were transferring their problems to us.

There seems to be a lot of this going on, particularly among Customer Service people. A lot of the service people I talk to seem to be more interested in compounding my problems as opposed to solving them. Nobody really likes to deal with problems, but if that's what you're getting paid to do I fail to see the rationale of complicating life as opposed to simplifying it.

You see this "pass the buck" mentality just about everywhere, not just in the office but at home as well. It has become so prevalent it's like a giant merry-go-round with everybody passing their problems on to someone else. Here's an idea; why not pull the plug on the ride and have everyone address their own problems, it's what we call "responsibility," something a lot of us cannot seem to accept.

As to our dumpster problem, we picked through a couple of bags of garbage that had been dropped off on us and found the name and address of the person who dumped it. We then dutifully returned the bags of trash to their rightful owner who was unhappy to see it returned. I think we need to see more of this type of action, instead of letting the buck stop on our doorstep, how about returning it to its rightful owner?

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 "Reading the Signs":

A J.G. in Pampa, Texas wrote...

"'Parking for Drive-Thru Service Only.' Wow... I don't even know what else to say to that one."

An F.D. in Edmonton, Alberta wrote...

"One thing that has always perplexed me is why they have Braille on drive-through ATM's?"

I received the following e-mails from my "Pet Peeve" entitled, "How much do we really use our head?":

An S.S. in Wisconsin wrote...

"I agree totally with the thought that people operate mostly on autopilot, and that all our advances in technology have actually made us lazy, because anymore there's some gadget to do just about everything for us. I'm no exception, but it still irritates me sometimes to even see a cashier fumble for the right change unless the register tells them what to give back. As a society we have pretty much conditioned ourselves to look to other things to tell us how to act and what to do. It's sad, really, and to be honest I kind of feel sorry for my girls' generation, which is quickly becoming one completely reliant on technology instead of self reliance and good ol' fashioned elbow grease."

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 © 2008 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

August 25, 2008

"PRIDE"-EEM PHASE 2 - LOGICAL ENTERPRISE ANALYSIS (SPECIAL)

This is Part IV in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 2 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: PHASE 3 - PHYSICAL ENTERPRISE ANALYSIS

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...

"Enterprises with identical missions will also be identical in terms of their logical structure."

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 "HOW MUCH DO WE REALLY USE OUR HEAD?"

Ever wonder what goes through people's heads? Or maybe you have heard yourself say, "What the hell are you thinking of?" It shouldn't come as a surprise to find a lot of people don't use their head during the day. A couple of years ago I wrote a paper entitled, "Increasing Brain Power." Although the intent of the paper was to suggest ideas for sharpening worker acuity, I made the observation that we typically don't use our head as much as we assume we do.

First, we typically rest or sleep for eight hours each day whereby the brain is not truly engaged. We then spend eight hours for work and eight hours for personal time. In the typical work day, office workers are normally 70% effective, meaning we spend about five and a half hours on productive work. During personal time, we perform pet projects and hobbies, pay the bills, run errands, attend a meeting or function, relax, and wake up or go to sleep. During this time we typically spend two hours on concentrated work. All of this means in a typical work day, we only spend about eight hours to really exercise the brain. But from a management perspective, we can expect to get only three hours at peak performance. Actually, this number fluctuates based on how well the worker is able to engage the brain. Some people are able to engage their brains for several hours, some for only an hour, and some not at all.

I guess what I am getting at is that people tend to operate at a primal level most of the day representing nothing more than their basic instincts and reflex actions (I call this the "autopilot" mode). We see this on our commutes to and from work, we see it as we shop in stores, and we see it as we "zone out" watching television. Basically, people prefer to tune out than to tune in to what is going on. As a systems man, I tend to make the analogy that we take in more input than we produce output. Because of this, we are highly susceptible to subliminal messages from the media and are easily influenced.

We commonly make extensive use of technology to assist us at work. But because technology often supersedes our thought processes, it actually causes us to be less sharp intellectually. To illustrate, not long ago a study was performed by Kings College in London for Hewlett Packard, the purpose of which was to study the effect of technology on worker performance. According to Dr. Glenn Wilson, the author of the study: "Results showed clearly that technological distraction diminished IQ test performance." Basically, the study said that excessive use of technology can have an adverse effect on a person's brain power. This is somewhat disturbing as technology permeates our society.

So, the next time you have a confrontation with the human animal, just remember they are probably not operating at the same level as you are; they could be a lot smarter or a lot dumber than they may appear.

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 "Who's in charge here?":

An I.L. in Kansas City, Missouri wrote...

"All you have to do is look at how screwed up this planet is and you will know that no one is in charge. The inmates are running the asylum."

I received the following e-mails from my "Pet Peeve" entitled, "Thinking Small":

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

"I'm no business analyst, but I'm thinking a few things are happening, which changed (and continues to change) the corporate landscape. First is the idea that many trends are cyclical. We may return to a "think big" mentality soon enough. But the other thing is the explosion of small entrepreneurs, work-at-home sole-proprietorships. You can blame corporate lay-offs, down-sizing, and bankruptcies for dumping large numbers of workers back into the fray of unemployment. Also, many workers are fed-up with, or not interested in, working for the large corporate machine. Too much politics and b.s. to contend with, where often you're rewarded socially for *not* working too hard and making everyone else look bad (a socialist state within the corp.), or you just don't mix well with the personalities involved. You don't have to "fit-in" if you're a sole proprietor. I'm one of the latter group - I work for myself now, and the fruits of my labors go directly to me, not some ivory tower CEO whom I never met."

An R.G. in Richmond, Kentucky wrote...

"Hey! I'm one of those bean counters. All we do is tell you how much it will cost. The execs decide what they will spend. I, for one, try very hard to think long term. My personal budget projections go out 4-5 years. However, I do understand what you mean. Instant gratification seems to be the mantra these days. Even more so than I remember in the 80's."

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 © 2008 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

August 18, 2008

"PRIDE"-EEM PHASE 1 - EEM PROJECT PLANNING (SPECIAL)

This is Part III in our series on the "PRIDE" Methodologies for IRM. In this edition we provide a description of Phase 1 of the "PRIDE"-Enterprise Engineering Methodology (EEM).

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

NEXT UP: PHASE 2 - LOGICAL ENTERPRISE ANALYSIS

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...

"Organizations progress when the impact of good actions and decisions outweighs the impact of poor actions and decisions."

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 "THINKING SMALL"

I don't necessarily like to make a comparison of generations; every time I do, I'm accused of clinging to archaic ideas from a bygone era. Nonetheless, it seems a lot has changed in the work force since I got into it in the 1970's. Keep in mind, I've primarily been in the Information Technology (I.T.) field long before it was called that (it used to be "MIS" or "DP").

If I were to pick out one specific aspect to differentiate generations it would have to be that we think a lot smaller these days. Coming out of the 1960's we were taught to think big, to challenge the status quo, and "to boldly go where no man has gone before." We talked about racing the Russians to the moon, designing supersonic jet aircraft, saving the environment and civil rights, building skyscrapers, roads, bridges and tunnels that changed the face of the planet, and introduced computer technology to revolutionize business. But you don't hear such talk anymore. Now we're into smaller things, "gadgets," such as cell phones, games and other personal electronic devices. In the I.T. field, you no longer see companies trying to build enterprise-wide systems. Instead, they are delighted if they can write a single program in 30 days.

I'm not sure why this happened. I tend to believe we have gone from a generation of conceptualists to a generation of detailists. Whereas one group wanted to see the big picture, the other is focused on the job at hand, regardless how it interfaces with others. We have also gone from long term planning to instant gratification. I think long term planning is now down to 30 days or the next payroll cycle. Have we grown impatient for results? Definitely. We now expect and demand to communicate instantaneously around the world, to be up and walking shortly after a medical operation, and to have information and entertainment at our fingertips. The problem with this mindset though, there is the temptation to apply Band-Aids to quickly fix problems when major surgery is really needed. This is very prevalent in the I.T. field. I know we all like to be specialists, but we still need people who can orchestrate all of the elements together. Take cooking for example, do we still know how to prepare a full meal or do we settle for something frozen we can cook with the microwave?

Perhaps the reason we are enamored with thinking small is that it requires far less commitment and patience than to think big. Tackling an assignment that takes a few minutes is much more tempting than taking the long road. For example, "flipping" a house is a lot easier than building a new one.

I tend to believe it is more rewarding to see something long term come to fruition, be it an offspring, a portfolio, or a major project such as seeing a man land on the moon. This requires patience, vision, and a little confidence in what you are doing. I think we can thank the bean counters of the late 20th century for changing this mindset. Instead of long-term strategies and investing in people, we only looked at the bottom line and slashed everything that got in our way. Who knows, maybe it's just simple greed that drives us all.

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 "Wristwatches":

An R.G. in Richmond, Kentucky wrote...

"I haven't worn a watch in four years, ever since the battery wound down on my last one. I never seem to have a problem knowing the time and acutally have a pretty good internal clock. I never did understand why people spent so much on Rolexes, etc."

And a T.F. in Arkansas wrote...

"I'm with you, Tim -- I'd rather have a watch than a fancy-schmancy cell phone. However, that phaser attachment would be way cool."

I received the following e-mails from my "Pet Peeve" entitled, "Auto Dealership Ads":

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

"I am one of those beeatches who insist on having the dealer advertising removed when I buy a car. They always look offended, but if they want the sale, they have to comply."

A B.D. of California wrote...

"I've often wondered if the children of those guys who do the car dealership radio commercials get the same tone when they bring home a poor report card or don't do their chores around the house. Can you imagine that? Crazy. If you're not easily offended by four letter words, there is a parody car dealer commercial on YouTube for a dealership called "Big Bill Hell's." Same loud-mouthed tone, only they sort of tell it like it is. Considered by many to be an internet "classic."

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 © 2008 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

November 12, 2007

"MANAGEMENT 101" (PART I OF III)

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

Management 101

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

INTRODUCTION

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

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

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

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

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

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

The Three Prime Duties of a Manager

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

1. Leadership

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

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

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

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

2. Environment

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

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

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

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

3. Produce/Deliver

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

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

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

OUR BRYCE'S LAW OF THE WEEK therefore is... "Management is getting people to do what you want, when you want it, and how you want it."

"MORPHING INTO THE REAL WORLD"

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Such is my Pet Peeve of the Week.

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

"BRYCE'S PET PEEVE OF THE WEEK"

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

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "The Cost of Technology":

A B.A. in India wrote...

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

A P.B. in Alabama wrote...

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

Thanks for your comments.

Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

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

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

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

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

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

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

Copyright © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END

October 15, 2007

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

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

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

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

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

Employment

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

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

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

Punctuality

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

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

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

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

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

Personal Time, Sick Days, Vacations and Holidays

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

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

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

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

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

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

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

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

"MORPHING INTO THE REAL WORLD"

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

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

AND FINALLY...

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

An M.B. in Clearwater, Florida wrote:

"BRAVO!!!

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

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

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

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

A D.B. in Tampa wrote:

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

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

Thanks for your comments.

Keep those cards and letters coming.

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

Our corporate web page is at:

http://phmainstreet.com/mba/

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

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

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

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

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

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

Copyright © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

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

END