Trouble Getting Organized?
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"Hey Mike, if all the work gets delegated to succeeding levels, it seems like there's nothing for the managers to do."
Yes, I know it sounds that way. So, let's identify the work inherent in all management positions. People have the idea that managers do certain things and subordinates do other things.
But, what "things? There's a difference but what is it? People use terms like "Management Work" and "Managerial Work" for managers and "Operating Work," "Functional Work," or "Technical Work" for subordinates.
For more details on how we use the terms "Strategic" and "Tactical" to identify the TRUE difference, see Org Chart Strategic & Tactical Objectives. These terms are consistent with Organizational Objectives. Also, they express the difference between management and subordinate PERSPECTIVES.
As a manager, you do Strategic Work. Your subordinates do Tactical Work. As a manager, you establish and maintain a STRATEGIC perspective and leave the TACTICAL perspective to your subordinates.
The Objective stays the same, but the PERSPECTIVE changes. For example, let's say you're a manufacturing manager and YOUR manager's Strategic Objective is to trim costs. He might come up with two Tactics, including
Streamline Manufacturing and
Reduce Raw Material Costs.
Your manager might delegate to YOU, as Manufacturing Manager, his Tactical Objective called Streamline Manufacturing. Thus, you inherit his Tactical Objective as your Strategic Objective. Your job is to create and delegate your own Tactical Objectives to your subordinates.
"But, having done so, does that leave me with nothing to do?"
No. You'll have just a few things to do, like staffing, training, decision making, integrating activities and resources, delegating, calculating work-in-progress, identifying deviations, approving, disapproving, reporting...should I continue?
Again, as a manager, you do Strategic Work and delegate Tactical Work to your subordinates.
Sorry, I got sidetracked from our fancy numbering system. For details, see Org Chart Numbering System.
Ever hear a conversation like this?
"Where the hell did these pages come from?"
"I have no idea!"
"Well they need to be updated -they're causing problems in both Sales and Manufacturing."
"Oh well, I guess we'll have to re-write them, then republish and circulate. Hmmm, I guess we better recall the wrong ones! Who has them?"
"Beats me, we have hundreds of employees ... better get moving!"
"Yes Sir. Three bags full!"
Sound familiar? That's what I call the "Migrating Unidentified Memos syndrome." For details on how to solve this problem for both computer files and documents, see Org Chart Numbering System.
Without this numbering system, unidentified memos (or worse, unidentified pages) circulate and cause problems. We systematically avoid that problem.
"What's another use?" We use our numbering system for all Position Contracts and Operations Manual documentation.
If you have other questions, get this FREE Book!
Most managers these days suffer increasing pressure to slash costs and get more done with fewer people. I work with managers and executives to relieve this pressure of having to boost production and profits with fewer people. I like to say, "We take the pressure off!"
But, I don't know whether we can do the same for you because I don't know you. But, if we COULD relieve your worries, would you like to learn more? If we can't increase your profits and save you time, money and trouble - you pay nothing!
I fully expect your costs to be a small part of your increased profits and savings (making our service essentially FREE!)
Find out for yourself! You have nothing to lose.
Over two decades, SMS has saved time, money, and effort for scores of companies in Silicon Valley (and from Toronto to Hong Kong)! This means you benefit from techniques proven successful on over 300 projects.
You decide. Don't let Dis-Organization stunt the growth of your business organization!
First, (if you haven't already) sign up for Profitable Venture Tactics eZine so we can become better acquainted.
When you're ready to get started, just call (303) 585-1945 for a Free Needs Analysis.
To Your Business Success,
Mike Hayden, Principal/Consultant
Your partner in streamlining business.
ABOUT MIKE HAYDEN:
Mike Hayden founded Documentation Express in 1974 and Senior Management Services (SMS) in 1984. SMS is a business-consulting firm that helps clients increase profits by re-engineering processes, managing quality, and reducing costs. He is also an expert in organizational development and strategic planning.
Mr. Hayden has helped 2Bridge, 3Com, Abbott Labs, AMD, Amdahl, Applied Materials, Applied Materials, Bank of America, Concept Systems, Crown Zellerbach, Cutek, Diasonics, Geoworks, Harris, IBM, Intel, ITT, JPL, LaserSonics, Link General Precision, Lockheed, Lockheed, Measurex, Qume, Rolm, SRI, Sun, UltraTech Stepper, VLSI, and many more.
For more information, send email.
(c) 2003 Mike Hayden, All rights reserved. You are free to use material from the Profitable Venture Tactics Ezine in whole or in part, as long as you include complete attribution, including live website link and email link.
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