College Football Standings 09

Bryce Crash Course in Management

"If we lived in a perfect world there would be no need for administrators.
However, the reality is that we live in an imperfect world. "
- Bryce's Law

INTRODUCTION

There is an old joke that a new manager was hired by a company
take charge of an operation. As the new director moved his office by accident
encounter with his predecessor who was preparing to leave. The new asked manager
if there was any advice the former manager could offer to take office. The
former manager said he had written advice to his successor and placed them
three envelopes in the desk with "1", "2" and "3", and should only be
opened its doors in case of an emergency. The new manager laughed, shrugged his shoulders,
and continued on his way thinking nothing about the envelopes.

manager's reign started well, but inevitably, encountered a problem that
he had no solution. Desperate, he happened to remember the three envelopes
and opened Number 1, which offered the following advice: "The fault
its predecessor. "Thought the manager was a clever way of obtaining
giving back hook and used it successfully.

Time passed until the manager was faced with another seemingly impossible
obstacle. Not knowing what do, he turned to envelope Number 2, containing
a note that said simply, "Reorganize." The manager believes
was a good idea and devoted himself to the reorganization of its operation. Organization
redrawn graphics, changed job descriptions, and new office furniture and
equipment procured.

The reorganization beat problem but finally director
ran into a crisis to tax their abilities as a manager. At a loss total
what to do, the manager turned in desperation to the envelope number 3, which
included a note saying: "Prepare three envelopes. "

Laugh as we can to this story, there is some truth in it. Too often
people above their level of competence to undertake work
manager. Let me give an example, in information technology
field, the first job a college graduate in this area typically assumes is the
a programmer. As time passes and the programmer excels in
duties, he was promoted to senior programmer to the analyst, the supervisor, then
manager. In this case, the director continues to be a programmer
sheep's clothing. The point is, people are too often the title of
manager without any knowledge or skills in how to do their job. Business
rush to spend a lot of technological gadgets in the past, but little
management.

Therefore, this is a guide for those of you who aspire to become a
manager or have recently been promoted to a managerial position
and are at a loss as to how to implement their functions. This is not
necessarily a guide to someone with a fast-track mind and only
see their work as nothing more than a simple step in your career. Then
again, perhaps this is for you after all. If you happen to be productive
manager, new opportunities will be presented to you. But not
Error, the lessons inculcated in this document are not suitable for a person with a
"Fast and dirty "way of thinking, but consciousness of a person under
their work.

Assume the responsibility

There is more to managing a title elegant new job, a new office,
and all the other benefits that accompany it. These traps can be nice, but
not given to you because you are a good fellow, you
expect them to win. More than anything, management is about
responsibility. Whereas a worker is only concerned with itself
the manager is responsible to his superiors to implement the policy and get a job
fact and his subordinates to depend on his view and skills. If you
do not have the mental acuity to accept responsibility, then being a manager
is not for you. It is better to recognize this now before it's too late. As a
example, I have a friend who is an expert craftsmen who work for a
machine tool company in Cincinnati. His skill and labor called the
eye of senior management who promoted him to manager with the hope that it could
successfully guide young workers. Unfortunately, becoming by Administrator
disconcerting to him. Now, instead of worrying about producing a quality
product itself had to worry about the work of employees under his command. This
was more than he could handle and developed an ulcer. Stress
simply too much for him and he asked to return to the ranks of the
workers. To his credit, he understood its limitations. Unfortunately,
many do not and try to cheat their way through of his career. Sometimes
are caught, often do not.

ABOUT THE BUSINESS

The first thing you learn as a manager is the business of company
and where they fit into your scheme. Years ago, my father was hired by the
Quaker Oats Company in Chicago as Director of MIS. During his first weeks,
took a crash course in how the business of Quaker worked. He saw it all
from the production of cereals and cookies to production dog food
(Ken-L Ration). Passing through this indoctrination, he was a
understanding of how the business works and that his department would
to serve.

Too often, managers and employees lose sight of the purpose of the company and
general management. If the mission the company is forgotten or misunderstood, then
There is a tendency in the areas of the company to work at odds with the rest of the
company. This, of course, is counterproductive. For example, I have seen too
many people in the departments of Information Technology who honestly believe that
your company's business programming and delivery of products
or services offered by the company. In order to adequately serve the company,
is essential a manager to expand their horizons and take a more global
in the company.

To properly understand a business, a manager should know:

• The products and / or services offered by the company.
• How is the business and who is responsible for what.
• What the company's current priorities are.
• The company market. This includes the types of clients
  it serves, competitors will battle with and vendors / suppliers
  it works with.
• Operating policies of the company (for example, Manual of Standards).
• The culture corporate express or implied terms of acceptable
  forms of behavior (social structure).

The Japanese refer to this perspective thinking more broadly as "360 Degrees". In
In other words, in an age of specialization, it is wise to be aware of the total image
of the company and understanding the influential factors that affect you.

RUN YOUR BUSINESS LIKE A DEPARTMENT

Although the administrator will responsibility for only part of the company
(It is a division, department or group) is wise to think in your area as a
autonomous business. This does not mean developing a maverick attitude
as opposed to corporate objectives and culture, but for organizational purposes.
By assuming the role of an entity separate business, the director is more inclined
to exercise wisdom, focus on the work effort required, considering the risks,
and develop a spirit entrepreneur.

The establishment of their "business" starts with a thorough understanding of the
products and / or services in your area is required for produce and process
necessary to produce them. This is not necessarily the same products and / or
commercial services offered by the company, but rather components
them. Regardless of size, think of them as the products "finished"
your business is responsible for the production. From this point of view, we can begin
to measure output (GDP specific to your department).

Just as it is important to know the business of the company, it is important that
manager understand the business of his department to either
operate within its scope. This includes:

• Knowing the products and / or services to be produced by the department
  together with the processes needed to produce them.
• Knowing your customers (so they are better service).
• Knowledge suppliers (for better service).
• Knowing your side working relationships within the company to
  to understand alliances of their department and how to work with them.

To establish your "business" requires three things:

1. Defined infrastructure - as represented by a single organization
   graphic and job descriptions.

2. Financial budget. In this sense, the ability to use spreadsheets
   be seen as a prerequisite for the post of director. The development of a
   budget is relatively easy, adherence to it is another matter.

3. Take an inventory of your human machine resources and so
   availability and the capacity of its resources. A
   Skills Inventory is invaluable for cataloging resources, along
   their skills and competencies. You can also highlight weaknesses
   that require training or additional resources. In addition, a draft
   Management (PM) system is useful for resource study
   allocations and monitoring activities.

For additional information, see:

Number 15 - Creating a Skills Inventory - March 14, 2005
http://www.phmainstreet.com/mba/ss050311.pdf

"PRIDE" Project Management
http://www.phmainstreet.com/mba/pride/pm.htm

A Human Resources Department may also offer assistance in this regard.

These three elements (infrastructure, budget, and inventory) are useful
to establish the scope and limits of the department as well as
parameters which is operating under.

Finally, the owners understand your business and its board of directors as
represented by their superiors and perhaps lateral relations. Thinking
in terms of a standalone business to be increasingly self-sufficient
and be more aware of serving its customers.

His three first duties

As a manager, you have three main tasks to be performed: To provide leadership,
Establish good working environment and produce / emit its
products or services.

1. LEADERSHIP

As the field general for the department, the manager must be able articular
the objectives of your area, and conquer strategy. In other words,
must have a vision and power that could communicate to their subordinates
in order to inspire confidence and give a sense of direction. People like to know
where to go and see a direction in their lives. As social creatures,
We are comforted to know that we are working in concert with common goals
goals you find important. As such, a manager need not only a vision,
must be able to convince their employees of their need. If workers believe
the director's vision and are confident in their ability to lead is with joy
follow.

After this, the manager must be able to develop practical work plans
for staff to follow (for example, structures breakdown of jobs and units, and
priorities). These project plans should be explained along with their staff
rationale. Thus, workers may claim to not know the plan or what
his role was in it. Think of the football game where he plays are called for
eleven players on the field, all were assigned tasks to perform to a common
objective. If any player who does not know the plan, in all likelihood will
one wrong step and make the computer lose yards. 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. With this
end, keep your project plans and schedules update day and visible for all
in the department.

In any given area of a company are the projects that are similar or repetitive
in nature. For example, processing an order, the creation of a product, etc. All are based
the accepted norm and processes carried out over and over again. As such,
documentation standard methodologies for use as template material can help
streamline project planning. In addition, the constant work effort leads to a energy
and uniform results, as well as providing a standard and consistent line
communications between the project staff. The use of defined and reusable
methodologies is also encouraged by standards organizations such as ISO-9000.

For the manager to instill a sense confidence in staff, should not
just being able to show that he knows what he is talking, he also must express
a high level of moral conduct. The word manager should consider his bail. If
is caught in a lie, deceit, deception, backstabbing, or any misconduct
this will noted by staff that no longer trusts him. A manager is true
a person of integrity.

Finally, beware of becoming a "reactionary" admin why you just go
from one problem to another as they occur. Under this scenario the manager is
not control the fate of his department and must dance to the rhythm of a person
another is the violin. Some reactionary management will inevitably be necessary, but
take control of their environment and practice more "proactive" management
instead of "reactive" management. Too often people are lulled into a reaction
mode of operation or as we refer to it, a fire "fight" mode. As a
manager, was warned to be careful Fire your boss are probably
and his chief of arson. Also, remember the old adage, "If you do not make
decision, the decision will made for you. "Control your destiny: a proactive approach
management approach.

1. ENVIRONMENT

The administrator beating able to appreciate the need to cultivate the right job
environment. If a worker feels comfortable in his environment, he will feel
susceptible work and take a more positive view of their work. But if one
Workshop "Sweat" is always the environment, the worker will be afraid to come to work
and at least try harder to do its job.

There are two dimensions to create a work environment: physical and logical. The
physical appearance is more easily explained and involves installations and equipment
used in the business, which impact the morale and attitudes toward work. How
people behave in a clean and contemporary facility is significantly different from
working under outdated and dirty conditions. As the first supports a
professional attitude, the latter promotes a cavalier attitude. Basically, a clean
and the contemporary workplace are saying employees, "I care about you and tomorrow
willing to invest in you. "However, economic reality may be not
pay later "The state of the art" facilities or equipment. However, you should do
an effort to maintain their physical environment as clean and up to date possible. As
For example, the military normally operates under a philosophy by which you
or work on something, keep it away, or dispose of it. This forces people
be organized. Some say "is a cluttered desk sign
a brilliant mind. "Nothing could be further from the truth. A messy desk
represents laziness and disorganization. People, especially our customers prefer
an orderly workplace. Think about this the next time you go to a grocery store.

The point is that our physical environment affects our attitude toward our work. For
example, I know a printing company with a director who insists on keeping it clean. Its
paper products are packaged and shipped promptly, the inventory is well stocked and
maintains waste is disposed of immediately, and the machines are cleaned routinely
and kept in pristine form. In addition, printers are dressed in uniform overalls to maintain
inks and chemicals from soiling the clothes underneath. Contrast this with the typical
the press is often full of debris and machines infrequently cleaned. The
printers of the "Clean" shop to have a more positive attitude and professional relationship with
their work that other printers that work in "dirty" shops. In addition, absenteeism is not
a problem in the "clean" shop and the printers are proud of the products
produce. Basically, they see their work as an extension of your home and try
as such.

As a footnote, I asked the manager why the printing press their printers maintained
so clean installation when others were so dirty. He jokingly told me, "No
know any better. " In fact, the manager has established performance standards and routinely
inspect the premises to ensure compliance. Over time, became a
natural part of the print culture and now rarely have to inspect. This
of course, means the discipline that leads to the logical aspect of our work environment.

While the physical aspects of the work environment are tangible and easy
assimilate the logical aspects are intangible and perhaps more difficult handling
since it involves dealing with human perceptions, attitudes and emotions. Along these
lines, there are three considerations:

A. Culture Corporate

The company culture is expressed in terms of the accepted customs, morals,
and society of the institution.

• Customs dictate the expected manner of conduct for the culture. Prescribe
  the label to be observed in dress, speech, civility and politics
  (Wits). Several companies, notably IBM, have long
  understood the power of the office. These standards are designed to
  project a particular image the company wants transmit.

• Morality is the basis of our values. Influences our opinion as to
  what is ethical and what is not. Although uniform sound moral
  attractive to executives, can be very dangerous if unethical practices are
  allowed to flow into the moral fiber of the company.

• Society defines our interpersonal relationships. This
  Includes how to choose to govern and live our lives. Society
  define the class structure in an organization, from President
  Board the hourly worker. Defines the government, laws and
  institutions that must be respected by its members.

A corporate policy manual is useful in explaining the official rules and
regulations of a company, but will not find the corporate culture
expressed printing. Why? Due to changes over time as people
entering and leaving the organization. Normally a new employee is taught
the corporate culture of the principal, by other workers with
tenure of service, or by personal observation. The result will be an important
point: Culture is learned. To illustrate this, I know that a baseball manager
who inherited a team of high school with a long tradition of losing. A
overcome this problem, the coach had to break habits, change attitudes,
and impose new disciplines. By reshaping the culture of the team
coach finally became a winner for several years. Even
coach after he retired, the team continued its winning ways, because
the coach has succeeded in integrating culture in the psyche
team. Concepts such as discipline, organization, processing,
and accountability are all derived corporate culture.

This brings us to another point: the corporate culture change is not
easy task. As creatures of habit, human beings have natural aversion
change of any kind. However, for a successful manager
be able to change the corporate culture in your area to meet their needs. A
doing so, the administrator can make changes, have their subordinates
establish a new path, or a combination of both. Either way, necessary
to set examples and precedents, thereby creating models
others to assimilate. Understand this, if not taught by the company
right culture, employees learn on their own.

Develop standards of conduct is the first step in instilling discipline
their workers. This begins with standard and consistent terminology
in order to avoid a "Tower of Babel" effect during production. Once a
rule set, enforce it. There is little point in enacting a
change if no one is going to fulfill it. To do this, the manager must
do more than inspect and comply should lead by example. If the
manager is caught violating the rules of corporate culture is
does not go unnoticed by his subordinates, that in all probability, assimilate
indiscretion.

Finally, be wary of creating a subculture in total disagreement with the
corporate culture. Top management allow some leeway in
the behavior of your apartment, if you do not seriously conflict
with corporate standards.

For more information on corporate culture, see:

No. 28 - "Understanding Corporate Culture" - June 13, 2005
http://www.phmainstreet.com/mba/ss050613.pdf

B. Management Style

In my last newsletter, I described the three theories of management,
X, Y, Z, each with a base different philosophical than the others. View:

No. 50 - "How do we manage?" - November 14, 2005
http://www.phmainstreet.com/mba/ss051114.pdf

Now it becomes necessary to determine their own personal style
management, for example:

• Want to adopt a dictatorial approach and try to "micromanage"
  all or will allow group participation in decision
  decision-making process?

• Available for additional training to cultivate personal or
  Will it be left to their own discretion?

• How much responsibility staff will allow its workers to
  assume a bit much, or nothing at all?

• How much discipline and organization you require?

As mentioned in section "How We manage our own?" Article, administrators
use of various elements of theories X, Y and Z to meet their needs. It
is ultimately based on the perception of the manager of workers
in terms of their level of intelligence, motivation and attitudes toward
work. It is therefore important that the head of research and understand
their employees. If he is in line with its workers, will produce a suitable
management style that both the manager and workers can
accept. Ultimately, the manager is a uniform and consistent approach
management style that is fair and not show favoritism, which
affecting morale.

Note that management is definitely NOT a democracy, a dictatorship,
be it autocratic or benevolent. How much freedom of the workers are allowed
is based on what the administrator permits.

But the manager should not be afraid to push the staff
excel to a new level and affect the culture of his department (such as is
in the example of baseball manager). Being a manager means
is not in the business of popularity. Do not be afraid to exercise
authority in case necessary. Its decisions are not always
popular with staff. Anyway, you have a job to do.

Understanding this, in many situations people prefer be told what
and willingly do agree with the orders of the manager if they believe
it is for his own good. But beware of becoming dominant and
stifle freedom and creativity of their workers. Get to work
instead of against them.

To promote the moral, the director not only must be fair and effective
implementing the change must be the main cheerleader. If the
manager loses his faith in the ability of his department to carry out their workers
lose faith in their ability to guide them.

As for me, I am inclined to believe what President Ronald Reagan said:
"Surround yourself with the best people you can find, delegate authority,
and do not interfere in the time that the policy is being decided out. "

I'm really a believer in the empowerment of people at
treating all of micro-management. However, it is sometimes necessary
micromanage the activities of others in order to achieve the accuracy results
you want when you want, but this can result in having a
adverse effect on staff. Its like saying, "Look, you're not smart enough
to do this, so I'm going to run their business. "As the old adage," If something
It is urgent, do it yourself. If you have time, delegate it. If you have always
form a committee. "The manager should be smart enough staying for a couple
of steps in front of staff and constantly review the project plans to
micromanagement is not necessary.

To help train people, I think a manager should handle
from the bottom up, instead of just the top down. Under this philosophy,
manager assigns the project plans and authority to do the job
(From top to bottom) and staff should participate in the project estimate
process and work according to their assignments (From bottom to top). This is why
in "PRIDE" Project Management who do not use the concept
man hours, "but rather, "Direct Time" and Time "indirect." Direct
The time represents the time required to perform the necessary tasks
and administered by the worker. Time represents indirect
interference or distraction from performing the work and is the
responsibility of the administrator to control. For example, meetings,
training, review journals, and breaks may fall under the
Time indirect category. If a worker suffers a delay
assignment, the manager of the option to minimize distractions
the worker can tend to their work. The direct relationship of time
Indirect Time called "efficiency Vote."

Efficiency Rate = (Weather Direct + Indirect Time) / 100

In the work of most offices, employees are usually 70% effective, meaning
in an eight-hour day conducting about five hours of direct
work. Efficacy rates should not be interpreted as an efficiency
qualification. For example, a worker may have a high efficacy rate
however, be your worst worker, but simply means that he know how to manage their
time. Moreover, a worker may have a low effectiveness rate, however, be
most of their productive worker. The concept the rate of effectiveness is
useful for calculating project schedules, but more importantly, it represents
worker empowerment. Once again, the workers responsible for direct time
and the manager is responsible for indirect time. For more information
on this topic, see:

No. 09 - "Managing from the bottom up" - January 31, 2005
http://www.phmainstreet.com/mba/ss050131.pdf

The ultimate goal of administrator is to promote teamwork. Sure, you
will have people who can perform miracles, but he must either
become a team member of intricate or exit. Remember,
teamwork can accomplish far more than individual effort.

C. Continuous Improvement

The manager should have sex with all aspects of production
your area. It should also be constantly looking for new and
imaginative ways to improve it. Before doing so, the manager
must understand this basic concept of productivity:

Productivity = Effectiveness X Efficiency

Also people often falsely equated productivity with efficiency.
This is simply not true. Efficiency simply represents the speed with which
can perform a given task. For example, an industrial robot a
assembly line can perform a task such as welding in a very precise and
quickly. But if welding is done at the wrong time or
wrong place, then it is counterproductive, regardless of how efficiently
performing the task. The efficiency, in other hands, is concerned
the need of the task itself, or as we like to say: "Be fair
things. "Under this scenario, the administrator must consider the effectiveness
first, second and efficiency. Undoubtedly, the manager will meet
vendors who offer products promising improvements
efficiency. But if they can blend into their operations effectively,
be counterproductive. Being aware of both efficiency
and efficiency, the administrator can prevent the "Rearranging the deck chairs
on the Titanic "phenomenon in which people work in the wrong
things in the bad weather.

The latest gossip can be technologically attractive but the manager
cost must find pragmatic solutions to suit your
the environment. Consider this, even if you buy the latest technology
wonder, did your people are sophisticated enough to use it? Moreover,
new technology may require the development of a dependence
a new supplier. For me, simple solutions are best. Be practical
and be reluctant to develop a "Keeping up with the" Jones' mentality. After of
However, the Jones may be in more trouble than they are.

Whether the implementation of change is large or small, recognize
people resists until it becomes a natural part of the company
culture. As creatures of habit, humans have a natural aversion to
change, even if for their own good. But if the manager is convinced
the need for change, should persist in its implementation. Treat
with change is a difficult challenge for manager and subject
another article:

No. 24 - Why do we resist change "- May 16, 2005
http://www.phmainstreet.com/mba/ss050516.pdf

If there is anything constant in life is change. Both the manager and
workers must understand this is a natural part of our lives. Not
combat it, adapt to it. But understand this change by the mere fact
change is ridiculous. There must be a significant reason
the implementation of change.

Understanding that change is an inherent part of life, the manager should
consider the need for continuous training of its workers to improve its
skills. Again, a skills inventory can help in staff supervision
capabilities and the development of appropriate curricula to fit your department
needs. We also encourage staff to participate in trade groups and
Subscribe to trade publications related to keep abreast of developments
and sharpen their skills.

The bottom line on the Environment: As a manager you want to create a workplace
people want to come and think like your home away from home, a place
are proud, loyal to, and take pride in workmanship. As noted British
economic historian Arnold Toynbee said: "The supreme accomplishment is
to blur the line between work and play. "

1. PRODUCT / DELIVER

Like the leadership and creating the proper environment, it is the duty of the manager
be capable of producing the goods or services which can be attributed to deliver. Even
if you have the best plans and the environment, if you fail to send their products
or services, you have failed as a manager. To illustrate, President Lincoln
first commanders of the Army of the Potomac during the American Civil War was
Gen. George B. McClellan, an engineer and organizer special, but
complete failure in implementation. If you are convinced of a specific course of action,
do not procrastinate, act. An opportunity rarely occurs twice.

Production includes the delivery of quality goods on time, within the time allowed, and within
budget. It is therefore prudent to establish a role production control
your area, someone to oversee the activities and speed problems
that may arise. This can take many forms depending the size of your department
and resources available, either a strong secretary, a foreman or perceptual
supervisor, or staff of a person to monitor production. Here, tools such as Project
Management tools (PM) and work measurement systems provide a large
assistance in this regard. PM is used for reporting time, cost and control
schedules. work measurement tools to identify trends and performance, whether
written words per minute, number of keystrokes, compilations, machine cycles,
or when performing a specific task to errors or mistakes. Not only are
invaluable tools for troubleshooting production programs but are also
stained useful inefficiencies in need improvement.

In terms of delivering a quality product / service, the manager must understand
the ratio of quality to the time needed to produce property.

http://www.phmainstreet.com/mba/blog/ss051121.jpg

The faster the product is presented, the most likely to contain defects
labor, conversely, the more time allowed in the production, the greater the
possibilities for the production of a high quality product. While everyone stresses the need
the quality, the reality is the manager must be able to balance the development time
against manufacturing defects and development time appropriate to the needs
be designed to match the level of quality. This also means that the level
Precision production is proportional to the desired quality level, all
that will greatly influence a manager of management style. For example,
in a situation of high pressure the manager can exercise more vigilance and
unfriendly intimidation in order to get the job done. In less pressure, the manager
enable workers greater freedom and participation in decision-making.

Finally, the administrator must keep an eye on the bottom line and be smart
enough to know when you have hit a wall and know when to ask for help.
But please do not be driven by numbers only, consider the risks and as
opportunity. For additional information, see:

No. 48 - "The first thing we do, Let's kill all the accountants" - October 31 2005
http://www.phmainstreet.com/mba/ss051031.pdf

THE MANAGER'S PERSONAL DEVELOPMENT

As stated in the introduction, people often inherit the post of director
with little training or background. Since the management is primarily concerned
with people, a manager must have good interpersonal relations and communications
skills, including:

• Public speaking
• Persuasion and salesmanship
• Rhetorical thought
• Interviewing
• Negotiation
• Debate
• Listening
• Reasoning
• Patience
• Advice
• Team building and coaching
• Writing (for things such as notes, proposals and business letters)
• basic math (for calculation of cost / benefit analysis and return on investment)

You should never lose sight of the fact that you work for, with, and do things
done through people.

Other than this, the manager must understand:

A. How to hire / Fire people as well as how to make an assessment of the performance.

corporate policy manuals certainly must have standards seen in
this regard. However, being fair and objective. I always thought that the best training
Learning of honesty and fairness is for the expenditure time as a judge or arbitrator
sports. My years as a Little League umpire taught me many things and be allowed to sleep
well at night. Even if a person who despises not stoop to their level, be fair and
fair, the world will think better of you. On the other hand, be smart enough admit when
has made a mistake and correct the situation.

When evaluating the performance of an employee of employment, be careful with Principle Peter
which a person has been elevated to their level of incompetence. Agreement
people on one level is a disservice not only to the company, but for the worker
too. When a person has risen above his level of competition, will become
obvious to others and can affect morale. Consequently, the administrator capacity
to be fair and equitable begin to be questioned by the workers. Standard and
routine performance evaluation should help to overcome this problem. But if they
rarely performed or performed inconsistently, the Peter Principle
inevitably occur, however, if you, as manager, believing that the person is worth
rescue work with the person and get back on track.

For additional information about the firing of people, see:

No. 33 - "firing employees is not for sissies" - July 18, 2005
http://www.phmainstreet.com/mba/ss050718.pdf

B. How to deal with corporate policies.

As social animals that live in a competitive society, politics are a fact of life,
either large scale or a minor application for consideration. Not
ignore it, address it. In Western culture, it is common for people
for dig and scratch your way to the top, either by merit or policy
(Especially the latter). In Eastern culture, especially Japan,
a class Workers are placed in the same career path for ten years
after which their performance is evaluated and rewarded accordingly. This
system promotes merit over politics. Interestingly, while the
Western system promotes individual achievement, the system of the East
promotes teamwork. Culture business has much to do with
east. Regardless, office politics is a fact of life in all societies.

As a manager, it is prudent to identify the various fiefdoms of the company,
that the Kings are, how they operate their subcultures, and the general pecking
application. Learn to keep your distance, operate within their own kingdom and make
Do not try to usurp the authority of another way the creation of an enemy. Stay
focused on its own territory. When it comes to feuds others, little
diplomacy can go a long way. Understanding this, what people should do
logically is not necessarily what they will emotionally. An expert
label in tact and good will survive much longer in the company
world than someone who does not. His intention should be to develop
allies against enemies who stab you in the back of a
time.

All business policy based on human ego and the higher you
upload in the organization, the greater the ego will inevitably. People
I fight for a variety of things, either the simple competition
domination, jealousy, pure spite, or because they simply do not like how
see you today or something you said. This is where being "politically
right "comes in handy. Understanding corporate politics, but do not leave
consume your time or distract him from his mission.

If corporate policy turn ugly or vicious, be prepared to activate any of the
other cheek or be prepared to fight. Both are useful. Return
the other cheek can earn the admiration of his staff for not stooping
the level of their opponent, but some may also see it as a sign of weakness
in character. Fighting a problem will tell you it is a principle
man who is not afraid to face adversity, but also can tell
them you are a fanatic. If you need guidance, seek the advice of its
higher or contemporary and discuss the problem. Sometimes
best solution is to sit with his opponent and offered his hand in
peace. Even if this fails, his superiors and subordinates know the will of
Has at least extended the olive branch and do not blame you for any
other action that might take.

Create a spirit of cooperation versus competition. As stated quality
W. experts Edwards Deming was fond of saying, "to create win-win situations." Instead
a win-lose situation where one party wins at the expense of another party
loss, why not establish partnership programs in which both parties win? Memory
Deming liked to talk about how "nylon," which represented a success
joint venture between two parties, one in New York (NY) and one in London
(LON). Remember, the only good business relationship is that both parties
benefit. To this end, establish alliances within your company and support
"Open Door" policy, not only the workers in his department, but
the rest of the company. Keep the lines of communication open.

Finally, be on the lookout for the rumors of his department and
be prepared to do some rumor control. The gossip and rumors can spread
like wildfire in her apartment and may have a negative effect on the moral order
pinch it, you must have a standard line and consistent communication with
their subordinates, as well as lateral relationships. For example, daily / weekly
emails or memos discussing plans and progress in the department. If
its people are well informed, are less likely to fall prey to gossip.

C. Is image everything?

A lot of people in Western society, the image is much more important than
produce the results. For example, I have a friend who serves as a
Manager Systems in New England who had an important project
that require additional assistance in programming. Consequently, he began
hire programmers, offering very competitive wages and generous
benefits packages. Interestingly, there was once, my friend down applicant
simply because the applicant wanted the title of "Software Engineer" in
contrast to a "programmer."

Image is nice, but lacks credibility if it can produce. Our job titles,
dress and physical appearance, speech, gestures and political
Moxie, affect human perceptions. Yes, the image is important, but not
trust her completely. You should be able to back it.

As director, dress appropriately, dress for success. Create the appropriate
image you want your staff to emulate. But no false airs that
can be easily seen through its employees. Otherwise, its credibility
will shot.

Lead by example. Never ask someone to do something they are not prepared
do it yourself. And always remember to say the correct word in the
right time. As Benjamin Franklin said, "Remember that not only say the right
thing in the right place, but much more difficult, to shut up evil
thing in the tempting moment. "

LESSONS LEARNED

The following is a summary of the lessons inculcated by this document:

Management Responsibility =

Know the business. Think in terms of "360 Degrees".

Run his department like a business.

As a manager, you have three main tasks to be performed: To provide leadership,
Establish good working environment, and produce / emit its
products or services.

The word manager should consider his bail.

A true manager is a person of integrity.

Be careful with your fire chief, which are probably and his chief of arson.

Control your destiny. Be proactive instead of reactive.

Our physical environment affects our attitude toward our work.

Culture is learned.

Insist on standard terminology, avoiding a "Tower of Babel" effect.

Once establishing a rule, enforce it. There is little point in enacting a
change if nobody is going to meet.

Changing corporate culture is not easy task.

Be careful with the creation of a subculture at odds with the overall corporate culture.

The manager should be smart enough to stay a couple of steps ahead of
personal and constant review of project plans for the micromanagement is not necessary.

Administration It is definitely not a democracy, a dictatorship,
either autocratic or benevolent. How much freedom of the workers are allowed
is based on what the administrator permits.

Being a manager means which are not in the business of popularity.

Manage from the bottom up, not only from the top down. Empowering people and keep
accountable for their actions.

Efficiency Rate = (Weather Weather Direct + indirect) / 100

The worker is responsible for direct management of their time, and the manager is
Weather responsible for indirect control.

Teamwork can accomplish much more that individual effort.

Productivity = Effectiveness X Efficiency

If there is a constant in life is change.

Whether the application change is large or small, recognize
that people resist until it becomes a natural part of the company
culture. As creatures of habit, humans have a natural aversion to
However, even if it's for your own good.

The supreme accomplishment is to blur the line between work and play.

Even if you have the best plans and the environment, if they can not deliver their products
or services that have failed as a manager.

If you are convinced a specific course of action, not procrastinate, act.
An opportunity rarely occurs twice.

You should never lose sight of the fact that If you work for, with, and doing things
done through people.

Keeping people at a level of incompetence is a disservice not only to society,
but for the worker as well.

If corporate policy or viscous turn ugly, be prepared to activate any of the
other cheek or prepared is to defend themselves.

The only connection is good business, where both parties benefit.

Keep the lines of communication open.

Create "win-win" situations.

The picture is good but lacks credibility if it can produce.

CONCLUSION

Lessons mentioned above are based on 30 years of practice and comments
in hundreds of commercial and non-profit worldwide. Them
are forward common sense that are universal and transcend
Type of business.

There is more to management saying, "Lead, follow, or to go
the road. "It's a people-oriented function that requires an intimate
with the business of the company and well versed in interpersonal relationships
communications and relationships. Someone who knows how to get what
through the people want. Regardless of the management tools of the day
no decisions, the non-human. I encourage people to
use of appropriate management tools, but more importantly, I encourage
develop their skills people first. Consequently, a manager with vision is a part,
one part coach, and a political party.

The final measurement the skills of a manager is whether the department
can operate successfully in his absence. By creating a well oiled machine,
objective is to make it director same, for a job and leave the department
better than the first time I took over.

Business schools do not teach these lessons. I am filling the
gaps. Hopefully these lessons will be very useful as a manager. If not,
you can always prepare three envelopes.

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