December 8, 2008

"PRIDE"-ISEM PHASE 9 - ISEM EVALUATION (SPECIAL)

This is Part XIX 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: Introduction to the "PRIDE"-Data Base Engineering Methodology (DBEM).

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

Keep the faith!

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

"Systems do not have a 'life cycle.' They may go on forever if kept viable with change. The only thing that has a 'life cycle' is a project which has a beginning for planning, a middle for execution, and an end for review."

"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 "ECONOMICS 101"

There have been a variety of things blamed for the 2008 economic crunch, such as outsourcing work overseas, bad loan policies, the value of the dollar and oil, government regulation, corporate corruption, the stock markets, etc. My guess is that it's probably a lot simpler than all this, namely John Q. Public has forgotten about basic economics. Maybe it's time for a refresher course:

First, don't spread yourself too thin. This means don't spend more than you have or earn. It seems to me a lot of young people today want it all right away; the big house, the big car, the latest electronic toys, etc. This, of course, results in the big bills and big headaches. Maybe we should be less consumed with "keeping up with the Jones'" and more with paying our bills and keeping our creditors happy. To do so, minimize your financial dependencies, such as rent or mortgage, car loans, credit cards, etc. Do some soul-searching and reassess your priorities. That $400 cell phone may look pretty snazzy, but could that money be more wisely spent elsewhere?

Second, maintain a good credit record. Pay your bills on time and avoid penalties. Someone who doesn't pay their bills on time is less likely to get a loan when they need it as opposed to someone who does. Bankruptcy is not the panacea it may seem; it can be a rather arduous process to recover from it and it will be a long time before anybody offers you a line of credit.

Third, try to put something away for a rainy day. This may be hard to do, but it will be worth it during turbulent times (such as what we are currently going through). Don't know where to save your money? Consult a reputable financial planner, someone you personally trust. An independent consultant is every bit as good as some of the big boys, maybe more so.

Finally, the politicians and media have come to the realization that we're in the midst of a recession. I wonder if it's a coincidence that they had this epiphany only after the November elections. We are now in the midst of the holiday shopping madness, and when the dust clears it will be reported that sales are radically down and the gross domestic product will be lower than expected, again. I would use the word "depression", but I don't think we're that far gone yet and will be able to pull out of this. The survivors will be those who keep their cool and pay attention to the basics.

So, who is at fault for our latest round of economic woes? As Pogo said, "We have met the enemy and he is us." High finance is nice, but if everyone had paid attention to Economics 101 we probably wouldn't be in this mess today.

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 "Teen Buzz":

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

"This is really interesting, Tim. I can vouch for the acute hearing of teenagers. When my daughter was in high school, our TV was on, but set on pause, waiting to play a VHS tape. I couldn't hear anything, but she got very annoyed and turned off the set. She couldn't believe I couldn't hear the whine and I couldn't believe she could. She is 21 now, so we'll have to try that again to see if presbycussis has set in. She makes fun of me for my presbyopia and my granny glasses. Now we'll see who else is aging..."

An M.R. in Oregon wrote...

"My 16 year old standing here, he hurried and left!! I asked him what did it sound like? He said like a very high pitched squeal, like you said. The dogs did not respond, and my husband and I could not hear it. My parrot did not respond either (I thought she might). Finally my 16 year old in the other room yelled it hurt his ear and could I stop it. Very interesting! Thumbs up for your blog!"

I received the following e-mails from my "Pet Peeve" entitled, "Expanding Government":

A T.N. of Golden Valley, California wrote...

"I agree that the public sector will shrink, as the private sector is already doing. But the other end of that see-saw is welfare for those who are no longer needed for the country to function. Job programs no longer work, they ceased working at the turn of the century. A small middle class is normal. Extended families living together is normal. The past 70 or so years are not at all normal."

A D.E. of Golden Hill, Maryland wrote...

"I'd have to say that you've hit the nail on the head...again. Good post! I think a lot of it has to do with the government learning that if it gets the public to 'think' that it's getting something for nothing, they will believe it and allow government to grow. Case in point, or should I say future case in point, Obama ran a well executed race. He used the typical "Chicago politics" (that, sadly, is no longer restricted to Chicago) or 'promise them everything give them nothing and take as much as you can get'. In the next four years government will grow; sadly it will be exponentially rather than linearly. Great job!"

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 24, 2008

"PRIDE"-ISEM PHASE 7 - SUB-SYSTEM TEST (SPECIAL)

This is Part XVII 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 8 of the "PRIDE"-Information Systems Engineering Methodology (ISEM), System Operation.

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...

"How a system is implemented is of little importance if it solves the problem effectively."

"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 "DUMBING DOWN"

I recently read the government is forcing the manufacturers of cough medicine to add a label on their bottles warning that it is not suitable for young children under the age of four. Common sense would suggest you shouldn't give an infant a strong cough suppressant with codeine, but I guess common sense is not very common these days and we now have to explicitly tell people what to do all of the time. I refer to this as the "Dumbing Down" of America whereby we have to apply labels to everything, "Don't touch this," "Don't do that," etc.

The first example of this that I can remember is when the government mandated tobacco companies in the 1960's to put a warning on cigarette packs, "Smoking may be hazardous to your health." I've been smoking cigars for forty years now and even as a youngster I knew the risks involved, but I guess some people need a neon sign to warn them.

We're starting to see more signs like this in restaurant menus, such as, "Consuming raw or undercooked animal foods, poultry, beef, pork, seafood, eggs, may present a health risk." Really? What a shocker. The only thing I might eat raw is sushi, and I can guarantee you I'll be looking to see it is well prepared. Now there is a movement coming out of New York City whereby the government wants restaurants to post the number of calories associated with each entree. The idea is to warn consumers they might become fat if they eat the wrong items. Do you mean to tell me there is someone out there who can't tell the difference between the nutritional value of a Big Mac and a salad?

Either we're getting progressively stupid, or this is some subliminal plot by label makers and government bureaucrats to justify their existence. Do we really need to tell adults not to stick their tongues on a frozen flagpole? In a way, this reminds me of comedian Bill Engvall's "Here's your sign" routine, whereby the obvious isn't always obvious to people. Maybe some people need to get their tongues stuck now and then before they wake up. And maybe they need to come to the realization that they are responsible for their own actions, not someone else. "Dumbing Down" may be a good legal cop-out for some, but I for one do not want to be accused of lacking simple common sense.

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 "Paranoid Parenting":

An N.K. in Palm Harbor wrote...

"Your essay on parenting was right on. I say 'ditto' on that whole piece!"

A D.T. in Raligh, North Carolina wrote...

"Spot On! Parents should NOT try to be their children's friend above all. "Helicopter parents" (in a perpetual state of "hover" around their progeny) are doing their children as much disservice as parents who let pop culture raise them and provide the basis for their moral compass and interpersonal skills. Be a parent - step up, take the stand and raise your children. Give them the latitude to learn their own lessons and get their bumps and bruises. Do NOT be afraid to be "the bad guy/gal" by taking a firm position counter to the unbridled impulses of your children. In society, do not be "shocked and alarmed" when a parent disciplines their children in public. While there is NEVER justification for a closed-hand-strike or beating a child, if a parent wants to give a spanking, that is their choice. Providing redirection, discussing one's feelings and "time out" does not work for every child in every situation. Bottom line: You can't respect someone who worships the ground you walk on."

I received the following e-mails from my "Pet Peeve" entitled, "Handling Failure":

An R.L. in Seattle, Washington wrote...

"How can there possibly be success without failure? Two sides of the same coin (trite, but true). very good article!"

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

"Again, spot-on. Our society has become extremely risk-averse. Blanket zero-tolerance policies are a cop-out for never having to exercise judgment. Individual responsibility is a shade so far in the rearview-mirror, it becomes indistinguishable from the bland scenery. We, collectively, have such distaste for "failure" that nobody tries anything that isn't guaranteed (most "guarantees" have "out-of-context exceptions" that produce their own failure cases, as we are NOT omnipotent beings!). As a society, and especially in business, we reward the expected (despite the low-hurdles involved), shun the chance-takers, and celebrate our own mediocrity. We deserve better."

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

October 8, 2007

"TACT AND DIPLOMACY"

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

Tact and Diplomacy

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

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

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

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

Above all else, watch your temper. As the old adage admonishes us, "You catch more flies with honey than you do with vinegar." A little courtesy can go a long way towards building fruitful relationships.

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

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

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

"MORPHING INTO THE REAL WORLD"

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

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

AND FINALLY...

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

A D.B. of Tampa, Florida wrote:

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

An N.K. also in Tampa wrote:

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

And an I.V. in Florida wrote:

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

Thanks for your comments.

Keep those cards and letters coming.

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

Our corporate web page is at:

http://phmainstreet.com/mba/

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

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 1, 2007

"COMPANY PARTIES"

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 how to behave at company parties.

Company Parties

During your employment, you will undoubtedly have to attend some company sponsored parties, be it a year-end party or simply going out for a drink with the boss. Your attendance is important as the company is trying to relieve some stress and promote camaraderie among the workers. If you are married, bring your spouse (if they are invited) as companies tend to like to create a family-like environment. If the spouse refuses to attend, it will send a negative message. But assuming they are going to attend, be sure to brief your spouse prior to the function on any pertinent politics so he/she will not accidentally say something inappropriate thus causing an embarrassing situation to make you look bad.

Yes, it is time to relax and unwind, but it is also time to be on your toes. Alcohol tends to loosen the tongue so do not imbibe to the point of drunkenness. Now is not the time to tell off your boss or coworker. Do not say something you will live to regret, such as revealing a dark chapter of your past or how you screwed something up at work, which is how rumors are started. Keep cool and collected. If you are leery of alcohol, order something that looks like a regular drink, such as club soda and lime (which could pass as a gin or vodka tonic) or apple juice (which easily passes for whiskey). This leads people to believe you are a social drinker, yet allows you to maintain control over your faculties.

Aside from this, company parties tend to loosen up inhibitions and allows you to get to know your fellow workers and boss on a more personal level. Also observe protocol in regards to smoking. Some people enjoy a good smoke, others vehemently dislike it. Do what is suitable for the occasion.

If you are ever put in charge of coordinating a company party, make sure it is a success and accommodates everyone, especially if it is the year-end holiday party. Companies take such parties seriously and you are often measured by how successful the party is executed. For example, I have a friend who served at IBM in New York years ago, and was saddled with the company holiday party where families were invited to attend. He quickly found this to be a big responsibility. Nonetheless, he put on a great party where everyone enjoyed themselves. He even had a Santa Claus there to deliver a present for every child in attendance. And best of all, he delivered the party under budgeted costs. In fact, the party went off so well, that his career at IBM took off immediately thereafter.

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... "Do not underestimate the power of the company party."

"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 100107". 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 "LABOR FAKERS"

Not long ago Budweiser put out a funny TV ad about their fictitious Bud Lite Institute who had invented the "Fake Cup of Coffee 3000" which a person could program to steam at any given time thereby giving the illusion the person was hard at work somewhere in the office when, in reality, he was slacking off somewhere. Maybe you've seen it as it was very funny.

I have met quite a few labor fakers in my day. Most dress the part quite well with sleeves rolled up, ties undone, or shirts pulled out of their pants, anything to look like they're hard at work. They also like to keep their desks cluttered and always carry a lot of paperwork to meetings. Maybe you haven't noticed but it's the same papers they've been carrying around for weeks and are of no material significance. As the Bud Lite ad indicates, labor fakers like to arrive early but make themselves scarce to find.

Labor fakers believe its the time they put in during the day that is most important, not what they produce. I'm sorry but it's just the opposite. Managers really don't care how much time you put in during the day, it's what you produce that concerns them most. If they believe otherwise, then they are as incompetent as the labor faker.

I'm also seeing a lot of young people pick up on the habits of the labor faker, particularly the disorganized look in the office. Let me ask you something; Since when can a slob outperform someone who has got his or her act together? Frankly, I would rather see people clean up their personal appearance and desk. This would tell me they are at least organized and disciplined, and not trying to hide something.

Yes, appearances are important, but being able to produce quality goods and services on time and within budget should be considered of paramount importance.

Such is my Pet Peeve of the Week.

"BRYCE'S PET PEEVE OF THE WEEK"

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

AND FINALLY...

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

A T.C. in Deerfield Beach, FL wrote:

"You might be interested to know that the field of education is among the worst offenders in terms of looking to technology as a panacea. We seem to jump on every new technological innovation as if it is the long lost panacea we have been searching for. The result is that a lot of valuable time is wasted in education learning technologies that are soon discarded. Furthermore, technological razzle-dazzle too often supplants quality teaching. So goes my rant..."

A T.S.S. of Dallas, TX wrote:

"I would have to agree that most people are looking for the shortcuts in life. I truly believe that it is in the "crisis'" we experience in life that we truly find our truest meaning. Although I guess the shortcuts could potentially end in more crisis. Hehe.

I work as an information architect/UX designer and I spend most of my days collaborating with clients on their system needs, expectations, and how my team can create/manipulate systems that will actually help make the user's work life easier. It is very fulfilling to see a client's eyes light up when we discover that it is not just their systems that need updating but their business processes as well.

I look forward to reading other posts by you and plan on visiting your site."

I also received an interesting e-mail regarding the piece I wrote on "Common Courtesy" not long ago.

An M.M. in Pennsylvania wrote:

"Great observations. In particular I found the common courtesy missing in my last job. People did not respond to good morning or much else. I no longer work there."

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

September 10, 2007

"PERSONALITY TYPES"

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 describe the four types of personalities commonly found in the work place.

Personality Types

You will undoubtedly encounter many different types of personalities in the work place, each with their own unique blend of nuances. But there are four basic types of personalities from which they are based, which is commonly referred to as A, B, C, and D. Although volumes have been written on such personality traits, here is a synopsis:

Type "A" Personality - Is a highly independent and driven personality, typically representing the leaders in business. They are blunt, competitive, no-nonsense types who like to get to the point. They are also strong entrepreneurial spirits (risk takers). As such, they embrace change and are always looking for practical solutions for solving problems.

Type "B" Personality - Represents highly extroverted people who love the spotlight. Because of this, they are very entertaining and possess strong charisma (everyone likes to be around them). Small wonder these people are sales and marketing types. They thrive on entertaining people and are easily hurt if they cannot sway someone (such as "bombing" on stage).

Type "C" Personality - The antithesis of Type "B"; they are introverted detailists as represented by such people as accountants, programmers, and engineers. They may have trouble communicating to other people, but are a whirlwind when it comes to crunching numbers or writing program code. They tend to be very cautious and reserved, and will not venture into something until after all the facts have been checked out.

Type "D" Personality - Is best characterized as those people who resist any form of change and prefer the tedium of routine, such as in clerical assignments. They are not adventurous, resist responsibility and prefer to be told what to do.

It is not uncommon to find people with a blend of personalities, particularly A-B and C-D. But these basic personality types explain why some people work well together and others do not. For example Type-A clashes with Type-D simply because one is more adventurous than the other, and Type-B clashes with Type-C as one exhibits an extroverted personality and the other is introverted. Conversely Type-A works well with Type-B, and Type-C works well with Type-D.

The leveling factor between these different personality types is Common Courtesy which we will discuss next week.

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

OUR BRYCE'S LAW OF THE WEEK therefore is... "If the mind really is the finest computer, then there are a lot of people out there who need to be rebooted."

"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 091007". 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 "SISTERS"

Coming from a male dominated family, I missed out on having a sister. I always found the discourse of men and women to be rather interesting. They are entirely different. Men like to get to the point in their discussions, they enjoy a good joke, and like to BS about trivialities like sports and business. I find the banter of women to also be interesting yet substantially different than men. I think most like to size each other up and talk about family and events within their circle. Nonetheless, I find the talk between men and women to be substantially different than when they are amongst their own gender. They are either cordial, flirtatious, or candidly talk on the square, such as that between a brother and a sister. I have a son and daughter and have always admired their relationship as they tell each other things they wouldn't normally tell their best friends or parents.

Although I never had an actual sister, I have been very fortunate to have three people I regard as sisters. Interestingly, two of them are named "Nancy," one was a next-door neighbor I grew up with as a kid, and the other is someone I coached softball with years ago. The other is a sister-in-law whom I have known since High School. All three are down-to-earth people who I have enjoyed many a laugh and disagreement with over the years. More importantly, we have developed a rapport whereby we can talk candidly with each other. I respect their opinions and have often sought their advice on a variety of issues. We don't see each other often, but when we talk, we simply pick up where we left off.

Although I enjoy their company and we have had our share of good times together, I think I appreciate their candor most of all. If I get off-track on something, they reel me in by speaking heart-to-heart with me. Their honesty is refreshing and something you don't always hear among men. I suspect the same is true among women. We've discussed everything from raising families to our professional interests.

The discussions among husbands and wives is substantially different than between brothers and sisters. Whereas husbands and wives are trying to work together to make ends meet, brothers and sisters are more inclined to look at things from another perspective. My wife has a brother and I have observed how she talks to him is different than how she talks to her sisters. They laugh a lot, but they have also gone toe-to-toe on some issues. Regardless, they are blood and work out any differences that may surface.

Brother/Sister relationships are interesting. Although they are generally positive, there are instances where a feud can erupt, but this is not as common as Brother/Brother or Sister/Sister feuds. I think the difference of gender is the leveling factor.

For men, having a sister you can trust is very comforting. I hope women feel the same way. I just wish we had a Brother/Sister Day to remind us of how we value each other. We have holidays for just about everything else, but few are as important as the relationship between a brother and a sister.

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 many responses to my "Pet Peeve" regarding "Screamers" (children in public places):

A B.L. in Georgia wrote:

"My guess is you will take some hits for being un-PC to even suggest the idea of an aerosol spray for unruly children....but LOL...I know it was tongue-in-cheek and boy do I "get it"!

My sister can go into almost any restaurant or get on any airplane and be assured that an acting-out child WILL soon be seated near her...it's kind of like I am with birds...if there is one out there, it will surely find me, and I will suffer the consequences."

Perhaps you and my sister are related? ;-)"

A D.B. in Colorado wrote:

"As a mom I would kill you if you sprayed my kids, but as a fellow patron who HATES screaming kids I would have to say go for it. Parents who let their kids scream to the detriment of others are RUDE. It's one thing to ignore them at home, let them scream it out, and such, but in public it's different. I don't let my kids have fits, they can pout all they want but NO screaming. And yes I do spank. Only on their bottoms and never in public, because I don't want social services up my butt."

A P.C. in Oregon wrote:

"Parents have learned to ignore screaming children because that's all they're allowed to do in the nanny state we live in. If they attempt to discipline their children, they go to jail. And taking a child out to the car, someone could call the cops on you for "potential child endangerment". If you say something that could be construed as threatening in any way, you could open your door one day to see a cop and child welfare workers waiting to take your kids from you.

Don't we live in such a wonderful, free country?"

A J.K. of Massachusetts wrote:

"Did you ever see the Arnold Schwartsenegger movie where he's sitting in front of a seat-kicker on an airplane, and leans around and says, "Hey, Kid, cut it out."

No response, so he leans around again, "Hey Kid, cut it out!"

Again no response, so this time when he leans around, he doesn't say anything, but he has a lead pencil lodged between his first, second, and third fingers, and closes his fist. The pencil shatters into three pieces.

The kid's hair practically stands on end, his eyes bug out, and his foot stops in mid-swing."

An M.B. in Clearwater, Florida wrote:

"LOVED your Pet Peeve this week. My husband and I will get up and leave and ask to have our meal put in take out boxes when that happens. We were at one small restaurant that had outdoor tables too, when a toddler erupted, running all over the place shredding paper and dropping silverware and food all over the floor and screaming, and all five occupied tables asked to be relocated to the outdoor area. The parents and their screaming kid then had the entire empty inside of the restaurant to themselves. They acted like they did not even notice us all leaving, and made no attempt to stop the kid. The toddler's two older siblings were cringing with embarrassment. What kind of adults will these bratty kids grow up to be? I shudder to think. Imagine an entire society full of narcissists."

And finally, an S.B., also from Clearwater, wrote:

"When I saw this topic title, I thought it was about women that are rowdy in bed...sorry."

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