Facilities Management

Writen by Damian Sofsian

The British Institute of Facility Management's (BIFM) definition for facility management is 'the integration of multi-disciplinary activities within the built environment and the management of their impact upon people and the workplace'.

Facility management can be defined in general terms as the management of utilities, waste services and maintenance operations, building upkeep, security and services. The services provided under facility management can be divided as hard services and soft services. Hard services are generally more tangible in nature than the soft services. Hard services include maintenance, while soft services include cleanliness.

The responsibilities of a facilities manager range from maintenance and administration to building strategy for space management and communications infrastructure. Facilities management is continuous. Maintaining uniformity and consistency in the workplace is also important. It is the role of facility management to ensure the satisfaction of the staff in an organization and to motivate them to do their work. The facilities manager must be skillful and knowledgeable. With a heavy workload, it is necessary for facilities professionals to complete one task as quickly as possible to begin another. Managing the facility becomes more efficient with proper documentation. The involvement and support of top management is also very important. In the corporate world, excellent facilities management can not only enhance an organization's identity and image, but also deliver business continuity and workforce protection.

The facility management sector has now become a billion-dollar industry. A mix of in-house departments, specialist contractors, large multi-service companies and other management functions make up the large and complex facilities management sector.

Facilities Management provides detailed information on Facilities Management, Facility Management Software, Facility Management Jobs, Facility Management Companies and more. Facilities Management is affiliated with CMMS Systems.

Can What Someone Does Offhours Affect Your Business

Writen by Dave Taylor

Q: How much do I have to worry about what people who are part of my far-flung "virtual" corporation do when they're not working directly for me? I can't share too many details because the situation is touchy, as you might expect, but basically I have someone working for me as a writer, contributing material for my blog, and I have been hearing that he's writing some pretty far out, offensive material on other sites. Do I need to worry about it?

A: This is a difficult situation, no question, and one that comes up more and more as we've moved away from employee-as-chattel-for-life and towards plug-and- play cogs in all the machines of the modern economy. I wrestle with this myself too - every time I add a short note on this site saying "thanks to Kevin" or "Leo" or whomever, do I need to worry about their other work?

My short answer: yes.

Here's the longer explanation: When you hire people to join an organization, you are getting "the full package", not just their output. If you hire a receptionist who molests children at night, you've got a child molester on staff, not just a receptionist.

When you have someone working for you, someone whose name is know by the rest of the community, by your customers, then you need to know more about them than just "do they turn in their projects on time?"

A more realistic example: the man you've hired to write some of your content might well be a rabid poster to a hate 'zine, or write articles for a racist, sexist, bigoted or other non-mainstream publication, something that is not only against your company policy, but perhaps against your personal beliefs too.

The question you need to ask yourself is: what would happen to my company's reputation if a customer put two and two together? And what if they then posted it, blogged about it, or even sent it as a tip to one of your industry publications of record?

This isn't about numbers, or spreadsheets either, it's about the credibility and, ultimately, viability of your business.

A book publisher who releases screeds and hate materials is forevermore tainted by them and inevitably loses credibility in the industry. A consultant who has an axe to grind is eventually out of work as potential clients learn of her biases and inability to be objective. A writer who can't differentiate between professional work and personal writing similarly has their integrity called into question – and reasonably so – as it seems like might well be happening with your situation.

Remember, too, that if your customers are starting to talk about the other interests of your team, then you must listen and respond. If you don't, then you have a huge problem, because a Web site, blog, or even print publication that doesn't listen to its community is an organization that is doomed to remain irrelevant and, ultimately fail in the marketplace of ideas. In this day and age there are tons of other places people can get their news and information, and there are certainly other venues for companies to advertise their products too.

I hope that helps clarify what I believe is the core issue surrounding whether you need to pay attention to what your team does when they're not working for you. It's frustrating, and it's something that should be irrelevant if everyone is acting in a completely professional manner, but it's proactive damage control. Because if something does break, something that makes your company -- and you -- look really bad, then it might be a lot more difficult to extricate yourself without looking terrible.

And that's a sobering reality.

Entrepreneur, writer, and management consultant Dave Taylor answers your thorniest questions, both business and technical, at the popular http://www.askdavetaylor.com/ - Ask Dave Taylor Web site. Don't forget to inquire how you can syndicate his content - for free - on your own site too.

A Rare Leadership Skill Dealing With People Who Want Out By Offering Crowns For Convoy

Writen by Brent Filson

As a leader, you'll inevitably be faced with people wanting to leave your team or organization. Dealing with the challenge is critical for your leadership success. Your response will have ramifications far beyond your immediate circumstances. One of the best ways to respond comes from Shakespeare's Henry V.

The stirring speech of Shakespeare's Henry before the battle of Agincourt contains many leadership nuggets. But commentators who recount the speech usually overlook a particularly valuable one. They focus on the speech's "band of brothers" aspects but neglect the fact that Henry also said that if any of his soldiers would rather not fight, he'd give them passport and "crowns for convoy" back to England.

Henry was aware that some of his soldiers were reluctant to fight; for he led a rather bedraggled army. History recounts they had marched 260 miles in 17 days. They were short of food. They were drenched by two weeks of continuous rain. Many of them were suffering from dysentery contracted from drinking fetid pond water. And they were facing the flower of French knighthood, knights who were rested, better equipped and eager for battle. So there were probably many soldiers who wanted to avoid battle, get quickly to the coast and board ships for England.

Shakespeare has his Henry respond to these leadership challenges in a telling way. Instead of trying to cajole those who wanted to leave into remaining with him, or on the other hand, punish them, he did something much more effective: He actually offered them passports and money to go.

"Rather proclaim it, Westmoreland, through my host, That he which hath no stomach to this fight, Let him depart; his passport shall be made, And crowns for convoy put into his purse; We would not die in that man's company That fears his fellowship to die with us."

Now, apply this lesson to those people who tell you they want out. You may find yourself reshaping your relationship with them in positive ways and boosting your leadership effectiveness with the people who remain.

Here's how you do it. Offer them "crowns for convoy." Have them draw up specific leadership actions that they will take to leave. Provide milestones and ways that you and they can monitor their progress. Support them in their taking leave as you would any cause leader who is staying.

One might say that if somebody wants out ... good riddance! But let's examine this. When somebody wants to leave, two facts apply. One is that, clearly, that person - for whatever reason - is dissatisfied and is looking for satisfaction elsewhere. And two is that you have a relationship with the person. It might be a good relationship. It might be a bad relationship. But here's the point: You don't want to get the two facts mixed up in a bad way. Because that relationship will continue in one way or another even if you don't set eyes on each other again.

A bad relationship with an employee that left your organization can come back to haunt you in many unforeseen ways. For instance, it may poison your relationship with the people who remain behind. By supporting that person in taking leadership of their leaving, you are creating an opportunity for you to change your relationship with them, to work together in a positive way. This may help redress any bad feelings that might have otherwise grown worse.

When CROWNS FOR CONVOY are not offered in spite or rancor but out of a genuine desire to help, you'll transform a potentially bad situation into a beneficial one. And who knows? Maybe, like Henry, you'll achieve an unexpected upset win.

2005 © The Filson Leadership Group, Inc. All rights reserved.

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PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com

Interview With Angelina B Laycock Author Of Quotstrategies For Reshaping The Workplacequot

Writen by Irene Watson

Reader Views would like to welcome Angelina B. Laycock, author of "Strategies for Reshaping the Workplace."

Irene: You recently published a book called "Strategies for Reshaping the Workplace." Would you please tell our reading audience the gist of your book.

Angelina: There are many work/life books on the market today. Many are the results of great research in the field and others deal with success of work/life programs of major organizations. My publication is unique in that it takes an applied approach and offers a roadmap for developing policies and programs that are simple to implement, and are feasible for even small and mid-size companies.

Irene: In your book, you use the term "work/life movement. Would you explain what that means?" Angelina: The work/life movement started in the 1970's. It is an attempt to make the workplace more family-friendly. It encompasses all policies and programs that employers may offer to their employees that help them better balance the demands of work and the needs of their personal lives. Wellness programs, help with dependent care issues and workplace flexibility are some of the key options within family-friendly programs.

Irene: Is child-care one of the key options that is gaining ground?

Angelina: It is a key option because it is only the availability of good childcare that enables people to go to work. More and more large corporations are recognizing this. However, small companies cannot offer on-site or near-site care but they can do other things that support the childcare needs of their employees. This includes offering pre-tax dependent care accounts and offering flexibility in their work schedules. I would like to add that the next big need is going to be care of elderly dependents. Businesses are only beginning to consider this need.

Irene: Why are organizations offering work/life options to their employees and what are the business advantages of doing so?

Angelina: Businesses that offer work/life programs are becoming aware of the predicted population demographics for the near future. It is estimated that by 2010 64% of the workforce will be at retirement age. While all of them may not choose to retire, there clearly will be less people available to work. There simply will be fewer new (younger) workers available to fill the needs of business and industry. Also, the new generation of workers is determined to have some balance in their lives and is more willing to move on if their employer will not support their needs. It is evident in much of the recent research that being a family-friendly employer means that your workers are more loyal, more productive and tend to stay with the organization. Retention of employees is important because turnover is very costly. Being able to recruit and retain workers is a key business advantage of being family-friendly.

Irene: What are the most important things related to work/life balance that employers can offer their employees and why?

Angelina: There are two options that employers can offer that are critical. One is helping with the dependent needs of workers and the other is offering flexibility. Employees with children and increasingly more often, those with elderly dependents need help in meeting the needs of those dependent on them. Offering workplace flexibility by allowing such options as modifying work schedules, telecommuting, working less than full time and job sharing are truly needed by people today.

Irene: It seems that family-friendly programs more prevalent in larger companies and organizations. What advice do you have for the smaller, sole-proprietorship companies, that feel they can't offer family-friendly programs.

Angelina: This is a major point that I make in my book. Every company, regardless of size, can be family-friendly. There are many options that really do not cost much if anything. For example, to allow an employee some work scheduling flexibility doesn't cost anything. It just rearranges the time when work gets done. Providing healthy food choices in company vending machines doesn't cost the employer. In fact, anything an employer does t encourage health can save on medical insurance costs. In most communities there are public programs that can provide wellness programs free. County health departments often will do smoking cessation or nutritional and weight control programs as part of their primary mission.

Irene: You believe that there needs to be a change in how managers lead. Please explain your concept.

Angelina: Managers know that their job is to get work done through their people. To do this today, they must also help their team members with individual issues. Workers who are distracted with family problems are not productive, are absent from work more and often leave if the conflict between work and family become too great. Managers are not counselors but they can help their people with issues that interfere with work. Performing more like a coach rather than a director involves skills that many first-time managers don't have but are needed in today's workplace. The successful manager acts as a guide in helping individuals while also getting the work done.

Irene: How do you convince management of the importance of being worker-friendly when there bottom-line is profit?

Angelina: When they are shown that employees are more productive when they are not concerned by personal issues, when the cost of turnover is calculated) many companies in the past never kept track of these costs) and when they recognize that family-friendly policies attract the best workers, they begin to realize that a worker-friendly corporate culture is highly related to their profit picture.

Irene: If you recall, the normal workweek was 40 hours. It seems that very few employees, especially those that have major responsibilities within a company, adhere to the 40 hour a week concept. Most say they can't get their work done within that time and often put in 2 to 4 hours extra per day. Isn't this a road to burn out? And why do people continue to work those extra hours?

Angelina: In some organizations, with downsizing and restructuring, fewer workers are doing more work. Also, technology encourages us to work more since we are tethered to work by laptops and cell phones, etc. Workplace stress is a major concern today and it takes its toll. Individuals need to find ways to better balance their work and their family needs and employers need to consider how work is done. Sometimes, by eliminating some tasks or changing the way work is done can ease worker stress. Work redesign is currently a hot topic and I believe those organizations that look seriously at finding new ways to work will be the leaders in creating great places to work.

Irene: Yes, work redesign is a hot topic. What are your perspectives on the first step to resigning?

Angelina: Obviously, it depends on the kind of work that needs to be done. The first step is to ask workers how things might be done differently to achieve more efficiency in the process. Those who do the work are closest to the problem and often come up with the most innovative suggestions. Management needs to approach this technique carefully because change or the suggestion of change can be threatening.

Irene: You seem to target your book for human resources personnel. Do you believe they are the first line of change? If so, why?

Angelina: Most human resource professionals know change is needed. They are confronted every day with the issues that employees face. They also are responsible for the hiring of staff and realize it is getting more difficult to fill positions. But HR people generally don't make policy. I see them as the messengers who remain passionate about the issues, gather the available evidence and continually make the business case for why change is an imperative for success.

Irene: It's a slow process to have a company change to include the work/life options for their employees. Do you have reference as to how long it would take to implement a basic program?

Angelina: You never finish. Becoming a family-friendly employer is an ongoing process. Things change, people's needs change and the needs of the organization can change. My suggestion is to take one small step at a time and monitor the effects and outcomes. Is this what our employees need, want, and does it make a difference in meeting our business objectives? These are the questions to ask.

Irene: What option do you suggest companies start with?

Angelina: To determine where to start, first ask your employees what would it take to help them best balance the demands of work and of their families lives? Usually their requests are modest. One small manufacturer who put his shop on a four-day (compressed) workweek, found that it saved on electricity, helped shorten commuting time for employees, allowed workers more time for family and allowed for emergency customer needs by leaving Fridays open for these occasional occurrences. It cost him nothing to implement, made work more efficient, increased worker satisfaction and increased profits by meeting customer needs.

Irene: Thank you so much for your time to talk with us. Is there anything else that you would like our reading audience to know about your, your concepts, and your book?

Angelina: I believe that work/life balance issues are just beginning to have its impact on the workplace. Those organizations who want to be successful in our changing economy must create work environments that allow everyone, from top executive to each worker, to experience a balance in both their work and their personal life. It is good for people and it is good for business.

My book is available at Amazon.com and at WorldatWork.org. I will be presenting at the national WorldatWork conference in May in California on this topic. Perhaps some of your readers connected to this field might consider attending. You may also contact me directly at: 734 663-6041.

Irene Watson is the Managing Editor of Reader Views. http://readerviews.com

Cost Control Is An Important Antidote To Administer In Desperate Turnaround

Writen by Mike Teng

Most firms start out small and lean. Over time, some of them put on fat as they grow and prosper. Corporate fats result from the accumulation of unnecessary and excessive or out-of-date business practices. It also places excessive and opulent perks and benefits of employees and shareholders ahead of customers' interests. Ultimately, it fails to provide sustained value to customers. Corporate fats can also be in the fiber of the culture. "It is not my money but the company's" is a common nonchalant attitude adopted by many in the fat culture that accepts wasteful work styles and attitudes as the norms. Culture becomes fat when they support individual needs at the expense of the firm or when they are no longer suitable for the new environment. A successful firm can become smug and take the easy way out and curtail product innovation and customer satisfaction. A culture is unsuitable for the new environment when it perpetuates hierarchical and top down decision-making when the marketplace requires creativity, flexibility and adaptability.

Any first-year business student will know how to cut costs. The key here is how the costs can be cut to restore financial health in the short term without hurting the ailing company in the long term. The turnaround manager should discuss the pertinent details with the respective department managers, soliciting their advice early in the exercise as this can improve remarkably the chance for full cooperation and success. Sometimes, staff can offer valuable suggestions that can save time or money or both for the company.

Remember, this is not the time to create unnecessary stress by finger pointing. The key is to foster a conducive environment for problem solving, establish solidarity and put everybody's self-interest to work for future gains.

Sometimes, cost reduction can be achieved through streamlining procedures and operations. Through this, duplication and inefficient methodologies can be pared down to a minimum. In some instances, similar or more superior results are achieved through outsourcing. Outsourcing provides you with the advantage of being able to focus on those areas that are vital to the company's operations, instead of being distracted by things that have little impact on the company's success. People-related expenses can be reduced remarkably through cross-fertilisation of multi-disciplinary skills. For instance, the secretary can be trained to perform business analysis and report writing, apart from the normal secretarial duties of typing and organising the boss' activities. Thus, productivity can be improved by deploying staff to perform high value-added duties.

Michael Dell created a formula: Keep prices low through cost controls, not by cutting quality or features. The company uses just-in-time manufacturing techniques, meaning that the systems it sells are basically built to order at the time they have ordered, which keeps inventory costs low. Its Web site currently has some 80,000 support and service items available directly to its customers, cutting down on the number of paid staff needed to handle support issues. And by using the Internet as a direct link to its customers, Dell has eliminated the added costs of a manufacturer-distributor-retailer network. These innovative strategies hit the mark. Within a year, Dell's Internet sales had reached $1 million per day. In 1999, Dell opened its own online superstore, Gigabuys and Internet sales reached $30 million per day. If that is not proof enough of the company's success, Dell's business plan is the one most copied by up-and-coming e-business companies.

Unnecessary cost is always your Number One enemy. You must attack every cost item, justify and challenge it. Whether your company is in trouble or not, cost is a real threat that can kill you even if you are able to come up with better products. If the cost of your product is your competitor's selling price, you cannot stay in business for long.

www.corporateturnaroundexpert.com Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book "Corporate Turnaround: Nursing a sick company back to health", in 2002. In 2006, he authored another book entitled, "Corporate Wellness: 101 Principles in Turnaround and Transformation." Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officer's positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 – 2004), the national body representing some 5000 individual and corporate marketing professionals in Singapore

3 Reasons Why A Workflow Documentation Is The Way To More Productivity

Writen by Johannes Nefischer

Every time you want to improve your productivity - you will find help in setting up a workflow documentation or simply called system for the task you want to improve.

1) Designing a system makes things clearer

As soon as you start to think how to make a system out of any task you start to analyse the task think about the outcome you want and all the steps that need to be taken to reach the outcome. This process will make the whole process of your task easier to follow.

2) It makes your task measurable

A system has the advantage that you can measure the steps you take - you can either measure money involved, time it takes,... As soon as you start doing a task the same time over and over again you will be able to measure every step you take and see how productive you really are!

3) You are able to make your system better and improve it

As you are able to measure your system you will be able to improve your system. And that leads to more productivity.

So you see it is a system leads to more productivity by itself: You start building a system which causes more clarity and more productivity. You start measuring - which leads to more productivity by itself. And you start improving your system - which leads to improved productivity!

So start building systems out of every major task right now - for tutorials on system generation visit my site.

Johannes Nefischer is a successful Business Consultant and publisher of http://www.JohannesNefischer.com He provides more information on Management on his website.

Is There A Secret Of Learning Successful Business Strategies Fast

Writen by H. Bernard Wechsler

Are You a Secret Ace Learner?

Are you familiar with the 80/20 rule? There are many versions:

a) Eighty percent of the work is accomplished by 20% of the personnel.

b) Eighty percent of sales are produced by 20% of the salespeople.

c) Eighty percent of learning occurs informally and outside of school.

d) Eighty percent of what you read is irrelevant or redundant.

e) Twenty percent of class room work has personal value for you, the rest, Nada!

Let's use the Reporter's system, 5 WH + How.

1. When? Learning occurs daily is single chunks (groupings), when we are unaware and operating in the twilight-zone using mostly our right-brain. Examples: asking a co-worker, associate or fellow-student how he did something; hitting the Internet and getting a definition or explanation.

2. Where? You learn daily while socializing with friends and associates over coffee, at the water cooler, on a trip. It's often subliminal and non-conscious learning.

3. What? We learn based on what's on our plate. Somebody told you how to use your TIVO. Few of us bother with the printed directions, they're boring and complicated. If it bothers you – you ask.

4. Why? You set the agenda for learning, not a teacher or director of training. Your Why is always personal and unique to your needs and requirements.

5. How? You ask competent folks, call an expert, or run to the Net for answers on the Intranets and Help departments. We collaborate with other knowledgeable people. We look for a community resource to help us.

Big Deal!

We have been brainwashed that learning must be by an expert pouring knowledge into our ear, or a professional guiding us in school or a training class.

The reality is that learning is a constant in our lives, and includes minor and major personal improvements. Many of us are unaware and deny vehemently that we are learners and lifelong scholars. Learning to us means a formal environment with desks and chairs and the instructor up front.

One expert who got it right is Allen Tough, of the University of Toronto, who called lifelong learning Episodes of Information. He calls our learning the Iceberg method, where 6/7th of it, is hidden and informal. Is our way important, and does it generate personal growth? Dr. Tough says we create our own system of information processing, and it is practical in the extreme.

The second specialist who recognizes that adults are -auto didacts-, self-taught by learning from others, is Patrick R. Penland, University of Pittsburgh. He specialized in library operations, and found that regular visitors trained themselves to become experts by trial-and-error, cause-and-effect, and stimulus/response.

Dr. Penland's research in interviewing 1,501 participants contradicted the prevailing beliefs that people did not become lifelong learners because of transportation problems in getting to the classes or library, and having financial problems paying for learning.

Four Key Reasons

Almost 80% of the interviewees listed the #1 reason they hated learning in classrooms and company training programs as: "Desire to set my own learning pace." They want personal control and to not be treated like a first-grader.

The next three most important reasons for rejecting formal learning were:

2. "Desire to use my own style of learning."

3. "I want to keep the learning strategy flexible and easy to change."

4. "I didn't know of any class that taught what I wanted to know,

and wanted to structure my own learning project."

There is a Solution

"We have met the enemy and he is us!", said Pogo. Maybe not, it could be the Educational Establishment, which worships absolute control over learners.

Do you want to be micromanaged at work or in the classroom?

It is stressful and demeaning, and causes anxiety when control is in the hands of another. Tell me, who is the boss of you?

The answer is on the Web, at the library, and self-help programs.

Who taught you to walk, to ride a bike, type, drive a car and surf the Net?

If you said your father or mother or a driving school, you're wrong. You used trial-and-error to become a typist, a driver and use the Internet. When you fell down, you did not quit, but got up and persevered. Same with hitting the brake instead of the accelerator, and screwing up spelling. Remember when you couldn't use Edit, Select All, and the Copy button on your computer? You made mistakes, and improved and forgot those errors by remembering your successful events.

Endwords

In order to be an auto didact and teach yourself, you need a specific state-of-mind, emotions and behaviors that change the odds in your favor.

Do you have strategies and techniques to learn or will you have to invent them?

If you saw the headline in the New York Times, "Triple Your Reading Speed, Double Your Memory – Guaranteed", and checked it out to your satisfaction, wouldn't it help you become a lifelong learner if you could save hours and learn from books, articles, reports and the Internet?

Speedlearning 100 graduates read and remember three chapters, memos and trade papers, in the time their peers can finish even one.

Is that a competitive edge to put you on the fast-track for promotions and success at school and in your career?

Choose. It's your life to make exciting and productive or not.

"We all require pig-headed persistence and determination in the face of

stubborn resistence and adversity."

Calvin Coolidge, 30th U.S. President

See ya,

Original partner of Evelyn Wood; helped market speed reading and memory training to 2,000,000 and the White House Staffs of four U.S. Presidents. Barron's Publishing author of Speed Reading For Professionals. Expert in business reading and memory training who trains executives internationally.

http://www.speedlearning.org/ome.php
hbw@speedlearning.org

Employee Committment Modern Tribes And The Death Of Entitlement

Writen by John-Scott Dixon

In many parts of the world, people still band together in primitive tribes. They work in unison and do whatever is necessary to survive. Life is harsh. When they make mistakes, they die. We are lucky in that for our modern tribes or companies the consequence of failure is rarely death. Of all similarities between tribes, primitive and modern, it is the ability to maintain battle readiness during times of prosperity that is most critical.

When the living is easy, the opportunities to work in harmony under stress are infrequent. Teamwork skills soften. There is very little need for personal sacrifice, as success is abundant. However, when times turn tough, it is common for individuals to believe that they will be insulated from risk. If they continue doing as they did in prosperity, they will be fine. In modern tribes, people may deny that times have changed. They are offended when asked to make personal sacrifices for the good of the tribe. They believe that the tribe will always succeed and has an obligation to take care of them. They are unaware that it is their obligation to preserve the tribe and that this duty cannot be delegated. They fail to recognize the relationship between the tribe's continued success and their future success. When that approach is adopted widely by a tribe, it may be fatal.

Companies perpetuate the scenario above when they don't help their employees make the connection between performance and the bottom line. Employees are often insulated from the harsh realities of business (i.e. maintaining profitability, managing accounts receivable, etc.). Managers allow deadlines to shift without demonstrating or understanding financial impact. It is common to understand the potential financial impact and priority of each activity/project to be performed. What seems rare is to know the expected budget (i.e. hours, pro rata share of company resources, opportunity cost, etc.) required to perform each activity or complete a project. Many times, the interlocking aspect of an activity is poorly communicated (i.e. someone needs to hang drywall before someone else can begin painting). These are the things that are really important. They are controllable. Whereas, the outcome of a specific project is often a gamble. So, the question is what are you doing to demonstrate the costs and potential loss associated with an activity/project to your employees?

John-Scott Dixon, President - ThoughtLava I have over a decade of experience managing and leading the Ecommerce efforts of medium and large companies. I have held sales, sales management, marketing, operations, IS/IT, legal and executive management positions in start-up to multi-billion dollar organizations. I have also served as an adjunct professor of Ecommerce for the MBA program of the University of Missouri. I led the Ecommerce initiative for Sprint PCS (PCS) and Sprint (FON) as Vice President of Ecommerce. I led the integrated marketing efforts for Insight (NSIT) as Senior Vice President of Marketing and Ecommerce. Today, I am the President of Thought Lava, an integrated marketing and Web strategy consulting company. We generate and direct the flow of creative ideas to develop Internet marketing strategies that increase revenue and reduce operational costs while supporting your brand. Contact us at info@thoughtlava.com or 877.567.LAVA to begin a discussion.

Medical Billing Ea1 Record Fields 1 Through 13

Writen by Michael Russell

Just when you thought you were done with claim data information with the end of the EA0 record review, we have more claim data to send with the EA1 record when doing medical billing of claims via electronic means using NSF 3.01 specifications. We're going to begin our review of the required fields for the EA1 record in this article.

EA1 field 1, positions 1 - 3, is the record type and must be filled with EA1. If it is not, the claim will be denied. Also, this record must come immediately after the EA0 record. If it comes before it or with other records in between, the claim will also be denied.

EA1 field 2, positions 4 - 5, is reserved for future use. This is another one of the many fields that are reserved for future use that will probably never get used.

EA1 field 3, positions 6 - 22, is the patient ID number. This is the same number that gets transmitted in the CA0, DA0 and every other record that gets sent with patient information. This is done so the payer can cross-reference the records to make sure that everything is in order.

EA1 field 4, positions 23 - 37, is the alternate facility ID. The EA1 record is really more of what is referred to as a facility record even though it is considered claim data. Most additional facility information is included in this record. This field sends the ID number of the alternate facility where the patient was treated. The meaning of alternate facility is beyond the scope of this article so consult with your supervisor for an explanation.

EA1 field 5, positions 38 - 52, is reserved for future use. The proposed data for this field is supposed to be some kind of other identification number, thus the 15 characters similar to the facility ID in field 4. We're still waiting on this one.

EA1 fields 6 - 10, positions 53 - 143, is the facility address, which includes street address (2 fields), city, state and zip code. All fields are required except for street address 2, which in many cases does not exist.

EA1 field 11, positions 144 - 160, is the medical record number. Each patient has a medical record, or file and that file is given a case number. This is the number that is transmitted here.

EA1 field 12, positions 161 - 168, is the return to work date. This is the date when the patient was able or will be able to return to work, in the cases of temporary disability. If the patient is unemployed or retired, or permanently disabled, then this field is left blank.

EA1 field 13, positions 169 - 176, is the date of initial consultation. This is the date when the patient initially went to see the physician about the problem being billed, not when he first saw the physician for any other condition such as first time check up.

In our next installment of medical billing electronic claims, we'll continue with EA1 record field number 14.

Michael Russell Your Independent guide to Medical Billing

Managing People Stop Focusing On The Bottom

Writen by Rick Dacri

Do you sometimes feel that all your time is focused on dealing with problem employees? it seems that when you're not addressing performance or discipline issues, you're creating new policies, procedures, and work rules that are geared to correct the bottom 10% of your workforce. In all my years in consulting, working with large organizations and small, I regularly hear this from executives who are totally exasperated by poor performing employees. Why is this happening?

Executives should be focused on things that provide the organization the greatest return on investment. Whether it is new products, customers or services, your limited time should be directed toward things that will generate the greatest benefit for the organization. The same thinking has to be used when dealing with employees.

Your top performing employees generate more productivity, better service, new ideas, and they usually do it without upsetting the organization or you. Yet, they often get the least attention from executives who are more focused on the problem employees. This equation must be changed.

Executives need to reassess their thought process. They need to stop trying to fix the unfixable. Successful executives emphasize raising the bar in their organization and not coddling the bottom. When their focus and attention is directed toward their stars, they'll find their organization soaring upward.

Rick Dacri is an organizational development consultant, coach and featured speaker at regional and national conferences. Since 1995 his firm, Dacri & Associates (http://www.dacri.com) has focused on improving the performance of individuals and organizations. Rick publishes a monthly newsletter, the Dacri Report (http://www.dacri.com/enewsletter.htm) with the intent to provide clients and friends critical information on issues that impact them, their organization and their employees. Rick can be reached at 1-800-892-9828, or rick@dacri.com.

Management Span Of Control And The Power Of Models

Writen by Charles Carter

There isn't a steadfast rule in determining a proper Management to Staff ratio. However, there are some guidelines that can assist in establishing a ratio that allows Upper Management to efficiently assess and evaluate a department, department managers to efficiently assess and evaluate employees. And a company to create benchmarks to gauge and define a model ratio that works best with their business model.

First you should define the roles and responsibilities of Management, Supervisors and non-supervisory employees. Here are some suggestions:

Define a Manager:

A Manager has the responsibility for strategic operations, planning and formulates company policy or directs the work of a department. Exercises supervisory authority that is not merely routine or clerical in nature and requires the consistent use of independent judgment.

Additional Related-Duties may include:

Administers one or more policies or programs of a company, Manages, administers, and controls a local branch office of a company, Has substantial responsibility in human resources management, company-to-public or company-to-employee relations, public information, or the preparation and administration of budgets.

Examples of working titles that are often managerial include: Chief Executive Officer, Chief Operations Officer, Chief Administrative Officer, Division Director (of a major function, i.e., Information Systems and/or PBX).

Define a Supervisor:

A Supervisor is an employee who has responsibility for daily operations and the authority to do, or effectively recommend, most of the following actions:

Hire,
Discipline (demote, suspend, terminate),
Reward (grant merit increases, promotions, bonuses),
Assign/reassign duties,
Approve leave requests,
Resolve/settle employee relations' problems,
Formally evaluate employee performance.

Examples of working titles that are often supervisory include: Crew Leader, Department Supervisor, Operations Supervisor, Shift Manager, and Clerical Pool Supervisor

Define a Non-Supervisor employee:

A Non-Supervisor employee has the responsibility of performing daily activities as directed by Management and/or a Supervisor.

From time to time, traditional supervisory duties will relegated to employees. Here are some qualifiers that should assist in determining if a non-supervisory employee should be considered a supervisory employee.

Supervisory Qualifiers:

Is the employee making disciplinary or reward decisions? If yes, then the employee is acting in a supervisory role.

Is the employee the source person for difficult questions and problems from less experienced coworkers? If yes, then the employee is acting in a supervisory role.

Is the employee coordinating the team's leave schedule or work schedule? If yes, then the employee is acting in a supervisory role.

Is the employee presenting project updates to the manager? If yes, then the employee is acting in a supervisory role.

Is the employee responsible only for providing performance data toward the evaluation of team members? If yes, then the employee is acting in a non-supervisory role.

Is the employee responsible for formally evaluating staff assigned to a project but does not grant leave requests, make hiring or general staffing decisions, or discipline or reward employees? If yes, then the employee is acting in a non-supervisory role.

Determining Management to Employee Ratio:

Obviously having too many Managers as compared to employees can bog down the departments' policy process, create confusion in the chain of command, diminish a manager's related duties and can lead to the dreaded micro-managed environment.

Having too few Managers as compared to employees can result in duties being prioritized, not in order of importance, but in order to fulfill extended commitments. This action results in projects being placed on the back burner; delegation of traditional manager duties to less qualified subordinates and skewed performance reports.

Thus, it's important to establish a Management-to-staff ratio that strives to create a balanced and healthy work environment for Managers, Supervisors and Employees.

This is a suggested formula to determine management-to-staff ratios. This formula may need to be tweaked depending on your specific department expectations.

Management-to-staff Ratio = [N+(S-1)]/S

where:

N=Number of non-supervisory employees
S=Combined number of supervisors and managers

"S minus 1" excludes the top company executive from being considered a supervised employee. Therefore, for those companies that are directed by more than one top executive, the "S minus 1" should be replaced with "S minus the number of top executives." For example, if your company does not have an executive director, but is directed by three full-time, salaried commissioners, the formula "[N+(S-3)]/S" will be used.

As an example, lets assume that a business has one (1) CEO, four (4) managers of four different departments and employees 25 non-supervisory employees.

The formula would equate to [25 + 5 –1]/ 5 or a management to employee ratio of 1 manager for 5.8 employees.

Why is the ratio important?

This is just a guideline to establish a model. The ultimate goal of this model is to maximize efficiency in employee supervision while allowing managers/supervisors to effectively manage. It should be expanded to allow CEO's to collect and interpret related collected metrics about the health of his/her company.

Obviously if you have too few managers/supervisors in the chain of command, then those managers/supervisors will not be able to efficiently and effectively manage the employees or keep pace with written evaluations, schedules and other employee related programs. On the other hand, employees may carry too much responsibility and control too much of the department. These are measurable 'health' factors of your organization.

A wise person once stated "to know where you are, you need to know where you've been." Creating a model and varying it to reach the most efficient and effective management-to-staff ratio for your organization will provide you with valuable metrics and a framework needed to reach that goal. It also allows upper management to judge how new programs effect the health of the company.

In addition to the suggested model, you should track other measurable items and combine them with this general model to create an overview of the health of your organization.

In this scenario a company has defined a starting management-to-staff ratio of 1 to 5.8. By using the 1 to 5.8 ratio as a benchmark, the company collects additional information about its management staff and its non-supervisory employees.

The company assigns a percentage value to managerial written evaluations that are properly submitted and completed on time.

The company assesses the management to employee relationships. It assigns values to the Managers perceived health in his/her department and the employees perceived health in the same department.

The company collects information on management and employee over-turn and assigns a value to the causes given for the exit of its employees.

The company assigns value to employee reward programs. Is the employee just an over-achiever, a great team member or does management empower them?

The company tracks the implementation of new programs and the program's effect on health of the organization.

Using the collected metrics and values the company will start with an initial evaluation of its health and be able to tackle the most problematic areas, then those less problematic areas. The company can then use the historical and current measurements to move toward a goal of efficient and effective management.

This is a short article on the power of models and how they can assist a company in self-assessment and evaluation. There are a number of books and specialist in this area.

* - The formula, [N+(S-1)]/S, is mentioned on several US Government sites as the accepted formula for determining the Management to employee ratio.
* - Portions of this article are from government sites related to employee management.

Article by Charles Carter www.cs2communications.com

Charles Carter is an administrator for the Nortel Portal and Vice President of http://www.pbxinfo.com. He has 20 years experience in the telecommunications field, is a software owner/programmer, author of the fictional book "Chaos Theorem" and is currently the President of CS2Communications (http://www.cs2communications.com) - A Southern Mississippi Telecommunications LLC specializing in Nortel Meridian Programming, Nortel BCM Programming, Structured Cable Plant Installations and Nortel Symposium Programming, Smart eM Technology.

Are You Nice Or Do You Care

Writen by David Meyer

Are you NICE or do you CARE?

Most people and most managers want to be nice. After all, it's easier to be nice than to not be nice. But when we talk about being a manager, there is a difference between being nice and being NICE. A NICE manager can be pleasant to be around. They're friendly and helpful and avoid even the most remote semblance to confrontation.

How do you spot a NICE Manager?

When someone brings them a problem, a NICE manager provides them with a solution.

When a report is late because the employee in question and their spouse went to a movie instead of completing the assignment, a NICE manager understands. After all, it's important to balance work and home.

      When the presentation lacks clarity, or the conclusions aren't supported by the facts, a NICE manager thanks them for their efforts and doesn't dig any deeper.

And when the production numbers for the month are down for the 3rd consecutive month, a NICE manager clearly understands the reasons that are causing the problems and knows that they are not the fault of the employees.

A NICE manager avoids the controversy and confrontation that goes along with employees who are not quite performing up to par. A NICE manager defends their employees regardless of the situation, because there are always extenuating circumstances.

And that's the problem with a NICE manager. They always understand and always relieve the employee of the responsibility.

What does it mean to be a NICE manager?

N - Nothing

I - Inside

C - Cares

E - Enough

Nothing inside cares enough to hold the employee accountable for their own actions.

Nothing inside cares enough to tell the employee when they are falling behind or failing.

Nothing inside cares enough to be willing to upset the employee even if it is for their own good.

Nothing inside cares enough to help the employee achieve everything that they are capable of achieving.

Frankly, being a NICE manager doesn't really help the employee, because it leaves them without any accountability, and it does no good for the manager either, as they now have more work to do.

Being a NICE manager is a "lose - lose" scenario.

As a Manager, it is your responsibility to the company and to your employees to see that peak performance is achieved. You also have a responsibility to your employees to maximize their talents and growth, to see that they are ready for the promotions that may come their way, and to ensure that they learn the skills to achieve and succeed at higher and higher levels. You owe it to your employees to give them honest feedback on their performance so that they can develop their own skills and prepare for their future. And you can do it all in a positive, reinforcing manner.

That's the difference between being a nice Manager versus a NICE Manager.

        Instead of being NICE, I suggest that you CARE.

A Manager who CAREs will coach an employee on a problem, not assume the work for him.

A Manager who CAREs will communicate with an employee when their work does not meet expectations and coach them until it does.

A Manager who CAREs will identify the talents in their people and help cultivate those talents to even greater levels and coach them in areas where they can still develop.

What does it mean to CARE?

C - Coaching

A - Allows

R - Real

E - Excellence

So you have two clear choices. You can be NICE to your employees, or you can CARE.

Which will you choose?

David Meyer, owner of Coaching for Tomorrow, has more than 25 years of management and leadership experience, having worked for companies such as Nobil Shoes, McDonough, Allied Stores, MCI and Nextel Communications.  His mantra, "You Win With People" is based on the deep-seated belief that hiring, developing, and promoting the right people can lead to organizational and financial success.  As a management and leadership coach, David works to instill that same passion in his clients by helping them understand the importance of strong leadership, strong teamwork, and strong players.

David has a Bachelor's in Business Administration from Elmhurst College and has been certified by both ACTION International as a Business Coach and the Coach Training Alliance.  He also has received his CTM from Toastmasters.  He is an Officer in the Denver Coach Federation and a facilitator/trainer for the Coach Training Alliance and ACTION International of Colorado.

Married with two adult daughters, David is active in his local Kiwanis club and Crossroads Community Church.  He enjoys reading, golf, scuba diving, and Civil War reenacting.

www.coachingfortomorrow.com

Goodwill Is An Intangible Asset

Writen by Shah N. Khan

'Goodwill' is regarded as an intangible asset in a business. Goodwill carries a value over and above the tangible assets of a business, and representing all benefits derived from the distinctive location, trade and brand names, credit rating, reputation, cusotmers and patronage of the business. When a business is sold, a charge is usually applied for the goodwill as one of the assets.

Goodwill develops by virtue of quality of products or service found beneficial by the customers, clients, users, vendors etc. and the manner and style in which the products or services are presented. Good advertising helps in accelerating pace of development of goodwill and prestige. Usually advertising and other image building techniques take goodwill and sales to new heights of fame, renown and prestige. Sponsoring sports and social events, donations to charity etc help in enhancing prestige and fame.

A brand name can help add to the goodwill of the business besides acquiring its own goodwill value. Truly great brands are far more than just labels for products or trademarks; they are symbols that encapsulate the desires and liking of consumers as well their trust and confidence. In most cases products acquire fame under their brand name rather the name of their manufacturer as we see in case of cold drinks and soaps etc.

On other hand there are many companies, which are famous, and their name helps in generating confidence and trust in their different products. The products of Pharmaceutical and Electric Companies and different brand names for their products may not be as famous as the company itself. It is the prestige and goodwill of the company that helps in improving competitive position of the product in the market.

Trademark as a name, symbol, or other device identifying a product, officially registered and legally restricted to the use of the owner or manufacturer becomes an intangible asset and part of good will that can be sold separately or its use allowed to different manufacturers in different areas. Most franchise businesses owe their success to the fame and prestige attached to their brand names. Most chains of hotels and restaurants have been able to expand their franchise business world wide merely on the strength of goodwill attached to their brand names. Investors find it safe to rely on the prestige of the trade name rather than developing their own trade mark. Though they benefit from the guidance of well experienced experts and the prestige attached to the trade name, they have to pay royalty to the owners of the trade name.

Considerable efforts, ingenuity and investment are entailed in popularizing trademarks and brand names and building prestige for the organization. Content of the human intellect are deemed to be unique and original and to have marketplace value—and thus to warrant protection under the law. Intellectual property includes but is not limited to ideas; inventions; literary and art works; medicines, chemical, business, or computer processes; and company or product names and logos. Intellectual property protections fall into four categories: copyright (for literary works, art, and music), trademarks (for company and product names and logos), patents (for inventions and processes), and trade secrets (for recipes, code, and processes). Laws in many developing countries need to be reviewed and improved as concern over piracy of software, movies, music etc is being continuously expressed by the producers of movies and developers of software.

Relentless and persistence efforts are always required to maintain and enhance goodwill. Quality of products or service is of prime importance but many other factors are also important. Here is a partial list of the factors that can help in improving or damaging the goodwill.

1. Best possible quality for Sales presentation and distribution channels must be ensured. The quality of advertising, wrappers, packing and warranties is also vital. Location of offices and furnishings of high standard and good taste are always helpful.

2. Customer care and after sales service. Great damage comes from inattention and rude behavior of staff. Good service leads to multiple sales. If you take good care of your customers, they will open doors you could never open by yourself. Always strive to provide service above and beyond what the ordinary organization would give. It will help you build long-term relationships, trust, and referral business.

3. A comprehensive advertising and goodwill maintenance program must be kept under constant review. Advertising in papers and magazines, television, radio and Internet must be planned with great care based on assumption or surveys of your penetration in markets of different segment of population. Selection of site for hoardings, posters etc. must also be made in consultation with the experts.

4. Innovation and Research: By encouraging feedback from clients and sales outlets you can make improvement in designs and contents of new models or launch new and improved products. You must also keep a watch on fads and trends in those segments of population where your products are used.

5. Provision for participation in trade shows and in charity program and sponsoring sports and cultural events must be made in your budget.

End of article - Words 843 ------------------

Shah N. Khan is editor of Weekly Fraternity Briefs http://www.yahoogroups.com/group/fraternity2 He also works as a marketing and management consultant for outsourcing different jobs via Internet in South Asia to achieve economy in labor costs or to help business organizations in publishing and editing ezines for customers and prospects. Email shah1936@yahoo.com http://www.geocities.com/pinclub

The Passive Inwardly Focused Organization

Writen by Michael Beitler

In a recent Harvard Business Review (HBR) article the three authors (Neilson, Pasternack, and Van Nuys) described what they called the "Passive-Aggressive Organization." While we are all familiar with the concept of the passive-aggressive individual, what the authors described in the article does not qualify as passive-aggressive.

Even though I disagree with their passive-aggressive designation, the three authors point out a very serious organizational problem. They describe an organization where conflict is rare, consensus is easy to reach, and problems are graciously overlooked (a "happy" place).

What the authors describe is what I call a "Passive, Inwardly Focused" organization. It's a serious diagnosis because this type of organization does not have long to live. This organization will soon lose any hope of responding quickly to market changes. They typically remain passive and inwardly focused until they are near death. But as you can imagine, they don't die happy.

Of course, it is important for organizational members to treat each other in a respectful way, but professionalism also requires the "backbone" to take a stand. In fact, I have been called into several organizations that claimed to have a conflict problem. After data gathering and diagnosis, I told the senior executives that their problem was that they did not have enough conflict. They needed to stir up some debate!

Living in a "happy world" is appropriate for children and smurfs. But, a highly effective organization requires healthy disagreement. Passively accepting the status quo leads to complacency. Questioning the status quo leads to innovation.

Of course, concern for the preferences and work habits of employees has its place, but it must be balanced with the demands of the marketplace. Ultimately, satisfied customers are more important than satisfied employees. If customers are not satisfied, eventually employees will be very unsatisfied. They will be out of work!

In passive, inwardly focused organizations several things can be done. First, match incentives to performance. Second, recognize doers, not "good ole boys (or girls)." Third, establish quantifiable goals. Fourth, bring in outsiders who can shake up the status quo. Fifth, invite (or demand) debate in meetings. Sixth, actively solicit customer complaints and concerns.

It is only a matter of time before passive, inwardly focused organizations experience financial distress. Don't wait, act now!

Is your organizations "happy" but not productive?

Dr. Mike Beitler is the author of "Strategic Organizational Change." Read 2 free chapters of the book online at http://www.strategic-organizational-change.com.

Is An Mba Necessary For Managers

Writen by R.G. Srinivasan

Do MBA's make better managers or business leaders? The MBA debate continues furiously. So is the popularity of MBA programs worldwide. Though popular the management studies might be they make a very miniscule percent of successful CEO's and business leaders compared to legendary leaders of business who are non MBA's.

An MBA degree is at best a degree which due to its expensiveness and academic entry barriers attracts the top 5% of the students who are generally good in disciplined academics. The HR fraternity mistakenly thinks because they constitute the top of the academic populace, especially the premium Management Educational Institutes in the world, they must be good.

The usefulness of the management education program has been hard to measure and evaluate. While it cannot be denied the stress on analytical abilities and concepts does give a broad view of what constitutes management, one can also learn the same through self studies easily if one can only exercise the disciplines of the academics into one's own lifestyle.

While we may have some big names who are business management graduates from the top global institutions, we also have the legends like Bill Gates, Michael Dell, Steve Jobs to mention a few while no major names who are MBA's come to mind as easily. Even Jack Welch of GE fame is a non MBA.

If business success is a matter of knowledge which is what the expensive management education business is touting, the knowledge industry itself is dominated by people who have hardly been to a management school and made a big success of it.

The legendary Peter Drucker does not come from a management educational background. Most of his management thought comes from practical observation of the business in action as a consultant and researcher. The management principles and theories propounded by him are taught in the management schools. His managerial thinking is at least 30 years ahead as some of his thoughts written even in the 50's is only now recognized as indispensable to running a business.

On the other side of the coin is the MBA's running companies like the GE, entire nation as in the case of President George Bush or the top global consulting organizations. How successfully is a moot point?

While the contribution of the MBA's cannot be denied in the mid levels, the leadership abilities are questionable. The phenomenal salaries and perks associated with the MBA's and the HR skewer towards them ignores the potential available and learning ability of the entire workforce. If the same amount of money and resources are spent in training and developing the non MBA workforce, organizations may be able to develop more leaders at a lower cost.

R.G. Srinivasan is a managerial professional, Writer and Author. He writes a regular blog on management thoughts with interesting articles, resources, personal experiences and links useful for any manager at http://management-thoughts.blogspot.com

The 3 Avoidable Costs Of Doing Business

Writen by Valarie Washington

Have you ever heard the saying, "it's not how much you make but how much you keep?" If you increase your sales by 50%, but lose as much as you make because of waste and inefficiency, what have you truly gained?

Everything that we do in an organization, including sales has a cost attached. No matter your business or industry, companies are always trying find new ways to increase sales, find new customers, or grow their memberships. The combination of increasing competition and savvy customers means that companies must do a better job controlling costs if they want to improve their margins. The goal is to implement cost cutting measures that support your overall strategic position, deliver consistent short term results; produce sustainable long term efficiencies, and improve customer satisfaction.

COST #1 - The Cost of Unclear or Misaligned Goals

If goals are not clear people, work hardest at what they know how to do, not at the right things to do. 75 minutes of time spent working on the wrong activities or time lost performing rework cost a 500 person organization $3.1 million dollars per year (2004 Gallup Poll).

COST #2 - The Cost of Poor Problem Solving

Deferring problems or passing problems down the line, rather than finding and fixing them, accounts for a large part of organizational costs. Early problem recognition allows for the identification of more low cost options and allows the time needed to resolve them. The longer a problem is ignored the more people are affected and the higher the costs rise.

COST #3 - The Cost of Poor Decision Making

Poor decision making represents the highest cost to the organization. When a poor decision is made to chose a particular path or allocate resources in the wrong way, the costs include that allocation and the opportunity lost from not choosing a better alternative. Poor decision making has a ripple affect and unchecked affects more and more areas of the business. You get increasing cost along the way.

Costs, as a function of accounting represent the necessary expense of doing business. Whether it is labor, material, fixed, or variable, costs represent what is spent to keep the business running. Reducing costs has a direct impact on short term profit gains. The question is how do you make sure that you are getting the highest rate of return for dollars spent – how do you keep more of what you make?

A 10% reduction in costs will deliver about 9% increase in pre-tax profits.

There are several things that you can do to begin to Reduce Costs:

1. Set clear goals and communicate them often.
2. Figure out where you're a losing money, why you're losing it, and stop it immediately.
3. Improve the problem recognition, problem solving and decision making ability of every employee.
4. Make decisions that are aligned with the overall goals and not by popular vote.
5. Provide the best tools and resources that aid in job performance.
6. Spend in ways that increase the value of the business, employees, and customers.
7. Evaluate the trade-offs and look for the highest available return.
8. Avoide unnecessary costs.

Cost Avoidance

Far better than cutting costs is the ability to avoid indiscriminate costs that come as a result of poor business practices. Opting for cheaper materials and inexpensive labor, or skipping process steps may, cut costs but they will not save you money. Cutting corners rather than planning reduction and saving strategies may help in the short run but the time, money, and effort spent on rework will send your cost through the roof. More proactive strategies for reducing costs include developing the strategic mindset of your employees and aligning the goals and priorities of everyone in the organization.

Remember that any attempts to cut costs must be in service of the customer and not at their expense. Reactionary cost cutting measures like massive layoff or drastic cuts in employee development; however do the opposite. Low quality products and services delivered by inexperienced, improperly trained employees will send customers running to the competition. The most appropriate way to reduce costs is to eliminate waste found in poor processes and ineffective job routines. Wasted materials, effort, and wasted time not only drive up the costs, but they also limit opportunities for growth.

Valarie is CEO of Think 6 Results -- a knowledge broker passionate about learning and improving performance in organizations. She's a writer, presenter, and executive coach on a mission to get every employee and organization focused on and thinking about the SIX business driving goals that matter.

Looking for just the right SPEAKER for your special meeting or event; we offer full-day presentations, training workshops, and keynote addresses. This high-energy presenter is ready to cover topics like: strategic thinking , career strategy,leadership, change management, teambuilding, employee engagement, or organizational learning. Let us customize a presentation for you. You won't be disappointed.

We want you to share this article with others. Feel free to copy this article when you include the copyright and contact information listed below.

Contact Valarie at washington@think6results.com or by calling 630-705-1189. Visit us at http://www.Think6Results.com

Making Your Workers Your Partners

Writen by Sam Vaknin, Ph.D.

There is an inherent conflict between owners and managers of companies. The former want, for instance, to minimize costs - the latter to draw huge salaries as long as they are in power (who knows what will transpire tomorrow). For companies traded in the stock exchanges, the former wish to maximize the value of the stocks (short term), the latter might have a longer term view of things. In the USA, shareholders place emphasis on the appreciation of the stocks (the result of quarterly and annual profit figures). This leaves little room for technological innovation, investment in research and development and in infrastructure. The theory is that workers who are also own stocks will avoid these cancerous conflicts which, at times, bring companies to ruin and, in many cases, dilapidate them financially and technologically. Whether reality leaves up to theory, is an altogether different question to which we will dedicate a separate article.

A stock option is the right to purchase (or sell - but this is not applicable in our case) a stock at a specified price (=strike price) on or before a given date. Stock options are either not traded (in the case of private firms) or traded in a stock exchange (in the case of public firms whose shares are traded in a stock exchange).

Stock options have many uses: they are popular investments and speculative vehicles in many markets in the West, they are a way to hedge (to insure) stock positions (in the case of put options which allow you to sell your stocks at a pre-fixed price). With very minor investment and very little risk (one can lose only the money invested in buying the option) - huge profits can be realized.

Creative owners and shareholders began to use stock options to provide their workers with an incentive to work for the company and only for the company. Normally such perks were reserved to the senior managers who were thought indispensable. Later, as companies realized that their main asset were their employees, all the workers began to enjoy similar opportunities. Under an incentive stock option scheme, an employee is given by the company (as part of his compensation package) an option to purchase its shares at a certain price (at or below market price at the time that the option was granted) for a given number of years. Profits derived from such options now constitute the main part of the compensation of the top managers of the Fortune 500 in the USA and the habit is catching on even with more conservative Europe.

A Stock Option Plan is an organized program for employees of a corporation allowing them to buy its shares. Sometimes the employer gives the employees subsidized loans to enable them to invest in the shares or even matches their purchases: for every share bought by the employee, the employer will give him another free of charge. In many companies, employees are offered the opportunity to buy the shares of the company at a discount (which constitutes an immediate profit). Dividends that the workers receive on the shares that they hold can be reinvested by them in additional shares of the firm (some firms do it for them automatically and without or with reduced brokerage commissions). Many companies have wage "set-aside" programs: employees regularly use a part of their wages to purchase the shares of the company at the prices which prevail at the time of purchase. Another well known form is the Employee Stock Ownership Plan (ESOP) whereby employees regularly accumulate shares and may ultimately assume control of the company.

Let us study in depth a few of these schemes:

It all began with Ronald Reagan. His administration passed in Congress the Economic Recovery Tax Act (ERTA - 1981) under which certain kinds of stock options ("qualifying options") were declared tax-free at the date that they were granted and at the date that they were exercised. Profits on shares sold after being held at least two years from the date that they were granted or one year from the date that they were transferred to an employee were subjected to preferential (lower rate) capital gains tax. A new class of stock options was thus invented: the "Qualifying Stock Option". Such an option was legally regarded as a privilege granted to an employee of the company that allowed him to purchase, for a special price, shares of its capital stock (subject to conditions of the Internal Revenue - the American income tax - code). To qualify, the option plan must be approved by the shareholders, the options must not be transferable (i.e., cannot be sold in the stock exchange or privately - at least for a certain period of time). Additional conditions: the exercise price must not be less than the market price of the shares at the time that the options were issued and that the employee who receives the stock options (the grantee) may not own stock representing more than 10% of the company's voting power unless the option price equals 110% of the market price and the option is not exercisable for more than five years following its grant. No income tax is payable by the employee either at the time of the grant or at the time that he converts the option to shares (which he can sell at the stock exchange at a profit) - the exercise. If the market price falls below the option price, another option, with a lower exercise price can be issued. There is a 100,000 USD per employee limit on the value of the stock covered by options that can be exercised in any one calendar year.

This law - designed to encourage closer bondage between workers and their workplaces and to boost stock ownership - led to the creation of Employee Stock Ownership Plans (ESOPs). Those are programs which encourage employees to purchase stock in their company. Employees may participate in the management of the company. In certain cases - for instance, when the company needs rescuing - they can even take control (without losing their rights). Employees may offer wage concessions or other concessions regarding the work rules in return for ownership privileges - but only if otherwise a company is liable to be closed down ("marginal facility").

How much of its stock should a company offer to its workers and in which manner?

There are no rules (except that ownership and control need not be transferred). A few of the methods:

• The company offers packages of shares cum options of different sizes and the employees bid for them in open tender

• The company sells its shares to the employees on an equal basis (all the members of the senior management, for instance, have the right to buy the same number of shares) - and the workers are then allowed to trade the shares between them

• The company could give one or more of the current shareholders the right to offer his shares to the employees or to a specific group of them.

The money generated by the conversion of the stock options (when an employee exercises his right and buys shares) usually goes to the company. The company sets aside in its books a number of shares sufficient to meet the demand which will be generated by the conversion of all the stock options. If necessary, the company will issue new shares to meet such a demand. Rarely, the stock options are converted into shares already held by other shareholders.

In one of the next articles we will deal with the (surprisingly) dubious efficacy of stock option plans.

About The Author

Sam Vaknin is the author of "Malignant Self Love - Narcissism Revisited" and "After the Rain - How the West Lost the East". He is a columnist in "Central Europe Review", United Press International (UPI) and ebookweb.org and the editor of mental health and Central East Europe categories in The Open Directory, Suite101 and searcheurope.com. Until recently, he served as the Economic Advisor to the Government of Macedonia.

His web site: http://samvak.tripod.com

Sexual Harassment Policy Guidelines Part I

Writen by Al Link

Sexual Harassment Policy Guidelines – Part I

Permission is hereby granted to modify and use the information in this draft sexual harassment guideline, provided you include reference to the author as shown at the end.

We shall take all reasonable steps to see that this sexual harassment policy is followed everyone in our organization who has contact with employees. This prevention plan will include training sessions, ongoing monitoring of the work site and a confidential employee survey to be conducted and evaluated each year.

Sexual harassment refers to all types of unwanted sexual attention. Sexual harassment does not mean occasional compliments of a socially acceptable nature. Sexual harassment refers to conduct which is offensive to the individual, which harms morale, and which interferes with the accomplishment of our organization mission. This includes pressure to provide sexual favors, and offensive, intimidating comments or actions concerning one's gender or sexual orientation.

Four basic types of sexual harassment:

1. Verbal harassment: Sexually suggestive comments, e.g., about a person's clothing, body, and/or sexual activities; sexually provocative compliments about a person's clothes or the way their clothes fit; comments of a sexual nature about weight, body shape, size, or figure; comments or questions about the sensuality of a person, or his/her spouse or significant other; repeated unsolicited propositions for dates and/or sexual intercourse; pseudo-medical advice such as "you might be feeling bad because you didn't get enough" or "A little Tender Loving Care (TLC) will cure your ailments"; continuous idle chatter of a sexual nature and graphic sexual descriptions; telephone calls of a sexual nature; derogatory comments or slurs; verbal abuse or threats; sexual jokes; suggestive or insulting sounds such as whistling, wolf-calls, or kissing sounds; homophobic insults.

2. Physical harassment: Sexual gestures, e.g., licking lips or teeth, holding or eating food provocatively, and lewd gestures such as hand or sign language to denote sexual activity; sexual looks such as leering and ogling with suggestive overtones; sexual innuendoes; cornering, impeding or blocking movement, or any physical interference with normal work or movement; touching that is inappropriate in the workplace such as patting, pinching, stroking, or brushing up against the body, mauling, attempted or actual kissing or fondling; assault, coerced sexual intercourse, attempted rape or rape.

3. Visual harassment: Showing and distributing derogatory or pornographic posters, cartoons, drawings, books or magazines.

4. Sexual favors: Persistent pressure for dates, unwanted sexual advances that condition an employment benefit upon an exchange of sexual favors.

It is not permissible to suggest, threaten or imply that failure to accept a request for a date or sexual intimacy will affect an employee's job prospects. For example, it is forbidden either to imply or actually withhold support for an appointment, promotion or change of assignment or suggest that a poor performance report will be given because an employee has declined a personal proposition. Also, offering benefits such as promotions, favorable performance evaluations, favorable assigned duties or shifts, recommendations or reclassifications in exchange for sexual favors is forbidden.

Any employee found to have violated this policy shall be subject to appropriate disciplinary action according to the findings of the complaint investigation. If an investigation reveals that sexual harassment has occurred, the harasser may also be held legally liable for his or her actions under provincial and federal law. Anyone making a false claim of sexual harassment will also be subject to disciplinary action.

Any employee bringing a sexual harassment complaint or assisting in investigating such a complaint will not be adversely affected in terms and conditions of employment, or discriminated against or discharge because of the compliant. Complaints of such retaliation will be promptly and thoroughly investigated.

Sexual harassment can occur in any situation, but is especially common in situations where there is a power imbalance between the perpetrator and the victim, due to gender, race, sexual orientation, status or rank differences. Sexual harassment, however, can also occur between peers. Both women and men can be victims of sexual harassment, although it is most common for women to be harassed by men. Sexual harassment also occurs between members of the same sex.

Sexual harassment differs from healthy sexual attraction because it is unwelcome and unsolicited. Sexual conduct becomes unlawful only when it is unwelcome. The challenged conduct must be unwelcome in the sense that the employee did not solicit or incite it, and in the sense that the employee regarded the conduct as undesirable or offensive. NOTE: An employee who was previously involved in a mutual consenting intimate relationship with another person maintains his or her entitlement to protection from sexual harassment, but s/he should inform the other party that any further sexual advances are unwelcome.

Sexual harassment degrades all persons and creates a hostile work environment. It is extremely costly for employers as well as damaging to employees. The effects of sexual harassment on the complainant may include loss of self-confidence and self-esteem, physical symptoms of stress, diminished work productivity, and low morale.

To fight sexual harassment, remember four tactics: confront, report, document, and support.

CONFRONT the harasser. Say No Clearly. Inform the harasser that their attentions are unwanted. Make clear you find the behavior offensive. If it persists, write a memo to the harasser asking them to stop; keep a copy.

REPORT the problem immediately, verbally and/or in writing directly to your supervisor, or to the supervisor of the accused, and to your union steward. Our door is always open and anyone who has been harassed or thinks harassment is occurring, can seek our confidential advice. We will speak with the accused at your request and inform them about illegal conduct and its consequences. We have a zero-tolerance policy for sexual harassment. If the incident is confirmed, the offending employee faces the following possible sanctions: verbal or written reprimand, negative evaluation, denial of promotion, poor recommendations, suspension, demotion, forced resignation, and termination. We will make every effort to create an atmosphere of comfort for recipients of sexual harassment to request assistance in the resolution of complaints, but at the same time we will also protect the rights of the accused until proven guilty.

Note: A single sexual advance, unless severe, may not constitute harassment unless it is linked to the granting or denial of employment or employment benefits. The unwelcome, intentional touching of a person's intimate body areas is sufficiently offensive to be considered severe, and even a single incident can be considered as harassment. Asking someone for a date is not considered severe. But a repetitive series of non-severe incidents will be considered harassment if the offender was told to stop. It is important for the victim to communicate that the conduct is unwelcome, particularly when the alleged harasser may have some reason to believe that the advance may be welcomed such as a previous consenting relationship.

SEXUAL POLLUTION

There are some acts perceived by the recipient to have a "sexual nature" that are offensive and annoying, but may not be sexual harassment. These offensive behaviors in the workplace pollute the working environment. Therefore, these acts have been labeled sexual pollution. Sexual pollution has the potential of becoming a sexually harassing act. It is an offensive act and should be considered improper. Examples of sexual pollution are: continuous "pet" name calling, such as "baby," "sweetie, "or " honey"; referring to an individual as a "hunk," "fox," or "broad"; referring to men in general as "dogs," "swine," or to women as "bitches," "wenches, " or "chicks"; remarks of a sexual nature, open displays of written and pictorial erotica, or nude photographs or posters (such as a nude magazine centerfold) in the workplace, and continuous gift giving with the intention of getting sexual favors in return.

A single act of sexual pollution by itself may not constitute sexual harassment. However, continuous acts with the appearance of a sexual nature probably would be. The "reasonable person" standard will be used to determine if it is or not.

DOCUMENT the harassment. While the incident is still fresh in your mind, write down what happened, where, when, and how you responded, if possible, word for word. Include the names of witnesses, if any. Keep notes in a journal or notebook to show a continuous record. Send a dated, certified, return-receipt letter to the harasser, asking that the harassment stop, and keep a copy for yourself. Use your telephone answering machine to tape phone calls from the harasser, and save phone messages that are left for you. Keep the records in a safe place, away from work. Documentation will be essential if you must defend yourself in court or before an administrative hearing panel. Document your work. Keep copies of performance evaluations and memos that attest to the quality of your work. The harasser may question your job performance in order to justify his behavior.

SEEK SUPPORT from others. Talk to a friend, colleague, or relative, an organized group, or counselor, and your supervisor or someone in personnel that you trust. Not only will you benefit, you may learn of others who have had similar experiences who can offer strategies for dealing with the harassment and support. Look for witnesses and other victims. You may not be the first person who has been mistreated by this individual. Ask around discretely; you may find others who will support your charge. Two accusations are much harder to ignore. Get the union steward involved right away.

REMEDIES AVAILABLE TO VICTIMS OF SEXUAL HARASSMENT

If you have been discriminated against on the basis of sex, you are entitled to a remedy that will place you in the position you would have been in if the discrimination had never occurred. You may be entitled to hiring, promotion, reinstatement, back pay and other remuneration. You may also be entitled to damages to compensate you for future pecuniary losses, mental anguish and inconvenience. Punitive damages may be available, as well, if an employer acted with malice or reckless indifference. You may also be entitled to attorney's fees.

ARE YOU THE HARASSER?

Those accused of sexual harassment are often surprised to learn how their behavior is perceived by those who feel victimized by such behavior.

• Review your attitudes and actions toward others. Examine how others respond to what you do and say. Is your behavior sex-neutral and bias-free?

• Imagine yourself a victim of unwelcome sexual attention by someone having control over your career or livelihood.

• Consider the impact you have on other's attitudes toward their work and self-esteem.

• Do not assume that your colleagues, peers or employees enjoy sexually oriented comments about their appearance, or being touched or stared at.

• Do not assume that others will tell you if they are offended or harassed by what you say or do.

• Be aware of other's feelings and responses to sexual harassment. Could your behavior cause others to experience the vulnerability, powerlessness, and anger described by victims?

Permission is hereby granted for you to modify and use the information in this article provided that you include a reference as follows:

Original document created by Al Link; (4 Freedoms Relationship Tantra) http://www.tantra-sex.com.

Al Link and Pala Copeland own and operate 4 Freedoms Relationship Tantra. They regularly host Tantra Sacred Loving weekends near Ottawa Canada, and weeklong retreats in exotic locations around the planet. For more information call toll free from Canada or USA: 1-800-684-5308 International long distance: 1-819-689-5308. Visit their website http://www.tantra-sex.com/ or send email: 4freedoms@tantraloving.com Their book, Soul Sex: Tantra for Two, is published by New Page Books, 2003. http://www.tantra-sex.com/soulsex.html