Present Lessons

• Meetings.
  Do they contribute? (Yes/No)
  A meeting is the medium in which a manager can use the opportunity of face to face encounters to:
  1. influence or make decisions.
  2. exchange information
  3. .....
  4. .....
  5. .....
  
  There are two kinds of meetings:
  1. Process oriented - knowledge is shared and information is exchanged. (Regularly scheduled.)
  2. Mission oriented - to solve a specific problem. (Ideally a manager should never call an ad hoc mission oriented meeting, because if all runs smoothly, everything is taken care of in regularly scheduled, process- oriented meetings.)
     Peter Drucker said that if people spend more than 25% of their time in meetings, it is a sign of mal organization. To put it another way - the real sign of mal organization is when people spend more than 25% of their working time in ad hoc mission-oriented meetings.
  There are THREE kinds of Process oriented meetings:
  1. One to one.
  2. Staff meetings.
  3. Operation review.
  
  The one to one is to teach skills, (the subordinate tells what he is doing) and to suggest ways to approach a problem and the thinking involved.
  
  Meetings should be scheduled, and it is important to understand the TASK RELEVANT maturity of the subordinate. Management style will vary from close to loose supervision as maturity increases, or as situations change and how quickly.
  
  The one to one should be held at the subordinate's desk to monitor his organization and work skills and how often he might be interrupted.
  
  One to one meetings should be regarded as the subordinate's meeting. This idea iss important because it will force the subordinate to PREPARE his thoughts, opinions and strategy.
  
  If 2, 3, 5 or 8 subordinates prepare their issues for these regularly scheduled meetings, each subordinate will be responsible for the work plan strategy.
  
  The subordinate will know his OBJECTIVES and the course is programmed for management by objectives. The manager can leverage his time and his action is as a manager/supervisor.
  
  One on one meetings are also important to know what nags or bothers the subordinate in his/her work. Performance is a key objective as well as indicators or indicators of trouble.
  
  Staff meetings.
  
  The main idea of a staff meeting is a discussion that concerns MORE than TWO of the members. Should the structure of a staff meeting be OPEN or CONTROLLED? It should be controlled with time at the end for an OPEN DISCUSSION. What is the role of the supervisor?
  
  1. Leader
  2. Observer
  3. Expeditor
  4. Questioner
  5. Decision maker
  6. NEVER does he/she LECTURE
  
  The subordinate's role is to tackle the problem. He/she must know the problem and understand the objectives.
  
  Operation Review.
  
  Operation reviews are formal presentations in which the managers describe their work to other managers. Its purpose is to keep teaching and learning going on between employees several organizational levels apart.
  
  Thank you
  BOB
  

Future Lessons.

• Corporate Strategy in a Globalizing world.
• Telecommunications: Builders for a New Age.
• Marketing - More than just hiring salesmen.
• Markets emphasise Motivation. Hierarchies emphasise Coordination.
• Case studies: Fidelity, Fuji Xerox, Sanwa Bank, Budweiser and Microsoft.

Of course if you would like more detailed information about any of the lessons past, present of future, please feel free to Contact TOPTEN

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