17 August 2010

Your Business Blogger(R) advises clients and business-owning students. Two of the biggest challenges they mention is staff compliance (obedience) and proper action in the absence of direction (initiative).

“How can I get staff to do a better job?” managers ask. “How do the big companies get things done?”

I am not so sure that managers at larger enterprises do much better than their small-company brethren. We all have challenges.

Especially in customer service.

What’s missing?

I bought a new German car some twenty years ago and have put over 750,000 kilometers — well over 500,000 miles– on this marvel of Teutonic kraftsmanship.

The (very large) auto company awards an award to such high mileage drivers and their well-loved machines.

I got a 500K award a few years ago and just received my 750K award, suitable for framing and nifty grill medallion.

But I noticed something missing from my prestigious pronouncement.

The Award passed through a number of hands. And a Big Manager at the very large auto company signed it. No little expense was expended in the handling and packaging and shipping to Your Proud Business Professor.

The manager didn’t see what wasn’t there.

My Name.

If they can’t get my name on a silly certificate, how do I know they can build a car?

All that work and the staff at the very large auto company succeeded in making me think twice about ever spending six-figures on German engineering.

The simplest attention to detail will win and retain customers. Especially when the customer’s name is on the line.

###

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

Thank you (foot)notes,

See An Anniversary

In May of 1987 Your Business Blogger(R) bought a new car from American Service Center in Arlington, Virginia from former Redskin football player Joe Tereshinski.

Posted by Jack Yoest | Permalink | Comments (0)

30 July 2010

Hannah Ruth Yoest, Curriculum Vita, Student Athlete

Hannah Yoest, Rowing Four Seat, Yorktown High School First Varsity Crew, 2010

Photo Credit: Charmaine Yoest, Ph.D.
click for larger image
HANNAH YOEST
Yorktown High School
5201 N. 28th Street
Arlington, Virginia 22207
Class of 2011
Coach: Carol Dinion
Personal 5’6″ 142 lbs.

Selection Camp, Junior Women’s National Team, 2010: Guenter Beutter

Thompsons Boat Club, Washington, DC: Kirk Shipley
Old Dominion Boat Club, Alexandria, Virginia: Nick Johnson
Jr. B National Development Sculling: Bill Randall, Bob Spousta

ROWING ACCOMPLISHMENTS
Power/Weight – 1.6; Max Watts – 459; One minute erg – 1:38; 2,000 meter time (2K):

7:26.3 with a 1:51.5 split; April 27, 2010; Team Practice
7:33.1 March 7th; U.S. Rowing Junior National I.D. Camp
7:38.1 March 2nd; Team Practice
7:39:0 January 10th; Placed 2nd among Juniors, overall 8th of 54 rowers,
2010 MidAtlantic Erg Sprints.

+ Invited: one of 25 selected to compete for a seat on the USRowing Junior National Team 4X
+ All Met Honorable Mention, The Washington Post June 9, 2010. (Carol Dinion named Coach of the year.)
+ Elected Captain Varsity Crew for 2010-2011

Junior Year, 2010

Spring 2010

Named Outstanding Rower for women’s crew, Yorktown High School, 2010
8th Place, 76th Scholastic Nationals Regatta, Saratoga Springs, NY, 1st Varsity, rowed stroke.
Stotesbury: 4th in semi-finals, 8th overall by time, 6 seat
Charlie Butt: 2nd place in Finals, 6 seat
Darrell Winslow: 1st place in Finals, 2 seat

Hannah Yoest, Left, Gold Medalist
Mid-Atlantic Erg Sprints
Junior Mixed 2K Relay
Jan 10, 2010
photo credit: Helena YoestWinter 2010

Placed 2nd among Juniors, overall 8th of 54 rowers, 2010 Mid-Atlantic Erg Sprints.
Gold medal, mixed relay, Mid-Atlantic Erg Sprints

Fall 2009

12th Place, Head of the Charles, Old Dominion Boat Club, 4 seat
1st place, Head of the Potomac
2nd place, Head of the Christina (due to time penalty)

Summer 2009

US Rowing, Junior B Sculling camp

Hannah Yoest
Rower of the Year 2007Sophomore Year, 2009

Varsity Eight: Advanced to semifinals at SRAA Nationals, 1st Varsity; 4 seat
2nd at VASRA State Championship, 4 seat
15th at Stotesbury

Freshman Year, 2008

Freshman Eight:
Bronze at Ted Phoenix Championship, qualifying for Nationals, rowed stroke
Rowed stroke at SRAA Nationals
Awarded “Most Valuable Rower“

8th Grade, 2007

Novice Eight
Silver, Women’s 4th Eight, Ted Phoenix Championship; 6th seat

Member The United States Rowing Association, USRowing, 996536

ACADEMIC and Extracurricular Highlights

Hannah Yoest completes Suntrust Marathon
HANNAH YOEST

GPA: 3.4
Recognized as an Advanced Placement (AP) Scholar by the CollegeBoard

Virginia Standards of Learning Program (SOL), Spring 2010, Writing, Pass/Advanced (Highest Category)

Spring 2010, Received Principal’s Award
Spring 2009, Received Principal’s Award

Student Government,
Junior Class Vice President, 2010;
Executive Board, Sophomore Class,
Student Representative, 2009

Visual Arts Gifted Program, Yorktown High School

Principal’s Award, 2009-10, presented to 7 per cent of student body. Her teachers write,

Hannah is one of her class’ leaders…Lively, involved and vivacious. Hannah is the first to help a fellow art student and even her teacher! She volunteers for any task…and can be counted on to follow through to completion. Her enthusiasm and love of life is infectious…

Principal’s Award, 2008-09, for Distinctly Positive Contribution to School Community

Voted “Most Friendly” by the student body, 2009 and 2010.
Voted “Most Spirited” by the student body, 2008.

Completed the 2009 Suntrust Marathon, Richmond, Virginia, November 14, 2009

Completed the 2007 Marine Corps Marathon, Washington, DC; October 28, 2007

Gold Medal, 16-19 women’s age group for the 2009 OBX Triathlon

Hannah Yoest rowing stroke
Novice year, copyright protected
Triathlon, Outer Banks, North Carolina

-Swim, Run, Bike Fall; Fall 2004
-Swimming Leg .9 mile; Fall 2003

Self-Defense Yellow Belt, 2nd Degree, April 23, 2004

Intern, Press Office, Senator Lamar Alexander, Spring, 2008

Intern, Production Assistant, Robert Wickers, December, 2008

Jack Yoest, dad; Hannah Yoest, 14, center;
Charmaine Yoest, mom
Marine Corps Marathon, 26.2 miles, October 2007Traveled to Peru as part of a construction team re-building a house, 2007.

Traveled to Dominican Republic to perform with a drama troupe at an orphanage, 2006.

Hannah Yoest with brother John Yoest
Gold Medals, OBX Triathlon, 2009

Hannah Yoest,
Freshman Volleyball

Hannah Yoest state track finalist, 400 meters, 2003

Hannah Yoest Triathlon interview

Hannah Yoest at tennis lessons

Gil Crouse, Ph.D., grandfather, Hannah Yoest
OBX Triathlon, 2004

Hannah Yoest first interview

Hannah Yoest with mom

Hannah Yoest studies with mom

Letter from Ronald Reagan

Hannah Yoest, Right, in the Dominican Republic

Hannah Yoest, washing feet in the Dominican Republic

Hannah Yoest, painting an orphanage in Peru

Posted by Jack Yoest | Permalink | Comments (0)

28 July 2010

Principles of Supervision, Syllabus, Northern Virginia Community College

Business 111 Principles of Supervision I, syllabus
Description

BUS 111 – Principles of Supervision I

John Wesley Yoest, Jr. (Jack)
Adjunct Professor of Management Science, Technology and Business

Principles of Supervision 1 (Lecture)

Mondays and Wednesdays
11:30 am to 12:45 pm
August 23 to December 13, 2010

Classroom location to be announced

Main Campus:
Northern Virginia Community College
3001 North Beauregard Street
Alexandria, VA 22311

NVCC phone: 703 845-6200
Fax: 703-845-6009
Jack@Yoest.org
or,
JYoest@NVCC.edu
Cell: 202.215.2434

Education:
M.B.A., George Mason University
B.S., Old Dominion University
Graduate Course Work, Oxford University

1) Principles of Supervision 1:

Prerequisites: Each student must be able to:

1) Read and write English fluently. A satisfactory placement score for ENG 111 is strongly recommended, and

2) Have the desire to understand the work of the first line supervisor.

Course Objectives:

Teaches the fundamentals of supervision, including the primary responsibilities of the supervisor. Introduces factors relating to the work of supervisor and subordinates. Covers aspects of leadership, job management, work improvement, training and orientation, performance evaluation, and effective employee/ supervisor relationships.

When you do well in this course, you will be able to:

1. Understand the operating roles of the supervisor.
2. Formulate objectives, make action plans, and assign tasks.
3. Understand motivation and effective leadership.
4. Set standards and evaluate performance.
5. Recognize the need for training and organize on-the-job training as appropriate.
6. Understand techniques for communicating, managing conflict, and administering discipline.

This course teaches the principles, skills, and techniques necessary to manage resources at the operational or front-line level. This course is introductory in that it assumes no previous managerial knowledge or experience.

Text: Supervision; Concepts & Skill-Building, 7th edition; Samuel C. Certo; McGraw-Hill Irwin, 2010.

2) Academic Requirements:

Homework: There will be reading assignments from the text for every class.

Find a friend: Exchange contact information with at least three class members to keep current on any missed classes. This is a course requirement for points. Your Business Professor is not the student’s first point of contact for gathering routine information.

Establish a domain & social media name. The student will reserve and claim a URL address, for example: www.yoest.com. This is a course requirement for points toward final grade.

Quizzes: Expect a short quiz in the first ten minutes of every class period. Questions may be very short answer, or fill-in-the-blank.

Class Participation: The Student is expected to volunteer and help move the class discussions.

Supervision in Current Events: To be presented in person and turned in on paper. Details below.

Examinations: There will be a Mid-Term and Final Exam; multiple choice and short answer. The Final Exam will be given on 13 December, the last day of class. The Final will be comprehensive.

3) Attendance:

Regular attendance of this course is expected. Failure to do so could have an adverse effect on the student’s course grade. Any class material and assignments missed are the student’s responsibility. Success will depend upon showing up.

Attendance will be taken at each class. Attendance at scheduled tests and presentations is mandatory. No make-ups will be given — there are no exceptions from Your Business Professor.

If a student misses the first two weeks of class s/he will be dropped from the class.

Canceled Classes: If class is canceled for any reason, the student is still responsible for the material due. Any quiz on that material might be given at the next class, in addition to the regularly scheduled quiz.

Supervision Current Events Presentations will not be accepted late and must be delivered in person.

Special Needs and Accommodations–Please address with the instructor any special problems or needs at the beginning of the semester/session. If the student is seeking accommodations based on disability, then s/he should provide a disability data sheet, which can be obtained from the Counselor for Special Needs.

In the event of an emergency cancellation of class, please check Blackboard for further instructions.

Excessive absences, as defined in the college catalog, could result in the student receiving the grade ‘F’ for the course.

The Successful Student will devote two hours of class preparation for each hour of class room instruction.

The student will be asked to grade the effectiveness of each test.

Withdrawals: Any student can withdraw from this course without academic penalty under certain conditions. Initiation of the withdrawal is the student’s responsibility and the grade of ‘W’ will be awarded.

Last day to drop with tuition refund or change to audit (Census Date) is ______________.

The last day for withdrawal, without academic penalty, for this semester/session is _______________.

Beyond this date dropping a course or failure to attend will result in the grade of ‘F’ except under mitigating circumstances. Documentation of these circumstances is required AND a grade of ‘W’ implies that the student was making satisfactory progress (passing) in the course at the time of the withdrawal.

Campus classes are closed by division, day or evening. Sometimes day classes will meet and evening classes will be canceled or vice versa. The evening division starts with 4:30 p.m. classes.

4) Testing and Grading:

Normally this instructor will assign only the grades of A, B, C, D, or F. Special grades such as W, I, and R will be assigned only in those circumstances prescribed in the college catalog.

The grade of X (audit) must be initiated by the student and will be assigned only when the student has attended class regularly. Failure to do so will result in the instructor issuing the grade of ‘F’.

Course Grading System:

A = 90-100
B = 80-89
C = 70-79
D = 60-69
F = 0-59

Grade Point Allocation:

Exams: Two each, 15 points each; 30 points total
Quizzes: Fifteen (15) @ 2 points each; 30 points total
Supervision Current Events Presentation: 20 points
Class Participation 10
Text Book: 1 points
Exchange contact info: 1
Claim Domain Name: 1
Claim Facebook/Twitter Name: 1
Extra Credit as assigned: 6
Total = 100 points/percent

Class Participation: This will be a subjective measure at the discretion of the instructor. Even with the grade structure following, making your voice heard and preparedness are important – they could make the difference in a borderline grade. The only way to begin to earn Class Participation points is to show up.

Supervision Current Event:

Each student will be required to give a brief five minute oral presentation on a supervision related current-event newspaper article. This current-event/internet assignment will be turned in with student notes.

This presentation should be organized:

1) Provide the source of the article.

2) Deliver a brief overview of the topic, and, most important,

3) Your opinion/reaction to the article.

At the beginning of the presentation you will turn in a print-out of the article, being sure to include the newspaper source, date, and website.

Supervision Current Event grading scale:

2 — Choice of article

4 — Follow Directions

4 — Organization

4 — Overview/Reaction/Opinion

4 — Presentation

2 — Turn In

20 Total Points

Cheating. The following will be considered cheating in this course:

1. The giving or receiving of aid on any graded assignments or test without specific permission of this instructor.
2. The use of any material on a graded assignment or test other than those authorized by this instructor.
3. Talking or discussion of any kind during a graded test without specific permission of this instructor.

5) Notes and suggestions and hints:

Check the course catalog first for questions.

Be sure to log onto Blackboard to follow assignments and current grade.

Expect to be asked to contribute to each class session.

Do not text-message during class.

When Your Business Professor says “Tomorrow” he means the next class meeting – not the next day.

It is normal and customary to wait for any late Professor for 20 minutes.

Draft Your Own Reference Letter.

Additional information and public speaking helps.

Job Search Tips

Refer your friends to take this business class.

Attention to Detail: No points or credit will be awarded for any project that does not have the student’s name on the work.

BUS 111 Semester Outline; There will be thirty (30) class sessions over sixteen (16) weeks.

COURSE OUTLINE

August 23
Introduction and Expectations

August 25
Ch. 1 What is a Supervisor?

August 30
Ch. 2 Ensuring High Quality

Sept 1
Ch. 3 Groups

September 6
No Class Labor Day

September 8
Ch. 4 Ethics
Ch. 5 Managing Diversity

September 13
Ch. 6 Goals

September 15
Ch. 7 Organizing

September 20
Ch. 8 Leadership

September 22
Ch. 9 Problem Solving

September 27
Exam Review

September 29
Mid-Term Exam____________________________________

October 4
Ch. 10 Communication

October 6
Ch. 10 Con’t

October 11
No Class

October 13
Ch. 11 Motivating

October 18
Ch. 11 Con’t

October 20
Ch. 12 Problem Employees

October 25
Ch. 12 Con’t

October 27
Supervision Current Event DUE; Presentation

November 1
Presentations Con’t

November 3
Ch. 13 Managing Time

November 8
Ch. 13 Con’t

November 10
Ch. 14 Leadership

November 15
Ch. 14 Con’t

November 17
Ch. 15 Selecting Employees

November 22
Ch. 15 Con’t

November 24
No Class

November 29
Management Training class suggested reading:
Do You Have An Incompetent Manager? From The Washington Post

December 1
Ch. 16 Appraising Performance

December 6
Ch. 16 Con’t

December 8
Exam review

December 13
Final Exam ______________________________________

If the student would like his/her graded final exam returned, please submit a stamped-self-addressed-envelope to Your Business Professor before the examination on December 13.
***
Jack Yoest

John Wesley (Jack) Yoest Jr., is a senior business mentor in high-technology, medicine, non-profit and new media consulting. His expertise is in management training and development, operations, sales, and marketing. He has worked with clients in across the USA, India and East Asia.

Mr. Yoest is an adjunct professor of management in the Science, Technology and Business Division of the Northern Virginia Community College. He is also the president of Management Training of DC, LLC.

He has been published by Scripps-Howard, National Review Online, The Business Monthly, The Women’s Quarterly and other outlets. He was a columnist for Small Business Trends, and was a finalist in the annual 2006 Weblog Awards in the Best Business Blog category for Reasoned Audacity which covers the intersection of business, culture and politics. The blog has grown to receive over a million unique visitors in five years.

Mr. Yoest served as a gubernatorial appointee in the Commonwealth of Virginia. During his tenure in state government, he acted as the Chief Technology Officer for the Secretary of Health and Human Resources where he was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit. He also served as the Assistant Secretary for Health and Human Resources, acting as the Chief Operating Officer of the $5 billion budget.

Prior to this post, Mr. Yoest managed entrepreneurial, start-up ventures, which included medical device companies, high technology, software manufacturers, and business consulting companies. His experience includes managing the transfer of patented biotechnology from the National Institutes of Health to his client, which enabled the company to raise $25 million in venture capital funding.

He served as Vice President of Certified Marketing Services International, an ISO 9000 business-consulting firm, where he assisted international companies in human resource certification.

And he also served as President of Computer Applications Development and Integration (CADI), the premier provider of software solutions for the criminal justice market. During his tenure, Mr. Yoest negotiated a strategic partnership with Behring Diagnostics, a $300 million division of Hoechst Celanese, the company’s largest contract.

Mr. Yoest served as a manager with Menlo Care, a medical device manufacturer. While at Menlo, Mr. Yoest was a part of the team that moved sales from zero to over $12 million that resulted in a buy-out by a medical division of Johnson & Johnson.

Mr. Yoest is a former Captain in the United States Army having served in Combat Arms. He earned an MBA from George Mason University and completed graduate work in the International Operations Management Program at Oxford University.

He has been active on a number of Boards and competes in 26.2-mile marathon runs.

Mr. Yoest and his wife, Charmaine Yoest, Ph.D., who is president and CEO of a public interest law firm, live in the Washington, DC area with their five children.
***

Be sure to grade Your Business Professor at www.RateMyProfessors.com Key word search ‘Yoest.’

Consider these other exciting Business Division courses:

ACC 211 Accounting
BUS 165 Small Business Management
AST 107 Editing and Proofreading
BUS 200 Principles of Management
AST 236 Software Applications or IST 117
BUS 241-1 Business Law I and II
BUS 280 International Business
BUS 100 Introduction to Business
FIN 215 Financial Management
BUS 125 Applied Business Math
ITE 115 Intro to Computer Applications and Concepts

Last day to drop with tuition refund or change to audit (Census Date): September 9, 2010.

Last day to withdraw without grade penalty: November 1, 2010.

Also linked on Management Training of DC, LLC.

See Real Management Training.

###

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

Thank you (foot)notes,

This introductory management course is offered through the Northern Virginia Community College

Posted by Jack Yoest | Permalink | Comments (0)

5 July 2010

Real Management Training, CHEAP*

You Are Invited to a Series of Advanced Workshops on Real Management Training.

The Manager’s Formula for Success

Real Management Training:

How to Manage Your Staff,
How to Manage Your Manager, and
Completed Staff Work

Well-run organizations have managers and staff who work to control events, instead of events controlling them. They anticipate the future . . . adapt to the present . . . and learn from the past.

Who: Managers and Staff who need to get in control of events or to better influence results

What: Real Management Training Business 200

1. The Management Equation:

Staff Time vs. Boss Time

2. How Management Really Works:

The Network of Management

3. Completed Staff Work:

Child-teen-adult responsibility matrix

When: Held over 15 Monday nights, August 23rd to December 13, 2010, 7:30pm to 10:15pm

Where: Northern Virginia Community College,

Alexandria Campus, campus map
Bisdorf Building, room 454
3001 North Beauregard Street, Alexandria, VA 22311 street map
Parking and Directions here.

Why: Improve managerial effectiveness and staff efficiency.

Cost: *CHEAP. About $500. Register for Business 200 at NVCC.edu. Email link here. Space is limited. The attendee may take the seminar for college credit or to audit.

Jack Yoest, Adjunct Professor of Management and President of Management Training of DC, is a former Armored Cavalry Officer in Combat Arms.

His military leadership training and management experience guides his philosophy at the core of Real Management Training. He has managed software, health care and international human resource management companies.

His experience is in Military, Academia, Early-Stage, Non-Profits, Fortune 500 and Government.

Jack also served in the Governor’s Office of the Commonwealth Virginia as Assistant Secretary for Health and Human Resources where he acted as the Chief Technology Officer for the secretariat. He was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

He was also a manager with a medical device start-up and helped move sales from zero to over $12 million, resulting in a buy-out by Johnson & Johnson. Jack has consulted in China and India.

Questions? email JYoest@NVCC.edu or call Jack at 202.215.2434 to save your spot.

Jack Yoest
202.215.2434
Adjunct Professor

###

Thank you (foot)notes:

*CHEAP!, not FREE. (Apologies to MAD Magazine.)The Alert Reader knows well that there is no free lunch. Some products and services can be rendered at NO CHARGE as a component of an organization’s marketing budget. But not this 15 session seminar. The taxpayers of the Commonwealth of Virginia have provided the compensation for Your Business Professor at NOVA.

Following is the PowerPoint for the lecture:

Suggested class reading:
Do You Have An Incompetent Manager? From The Washington Post

One Minute YouTube Introduction: The Manager’s Formula For Success.

The six part management training video.

Posted by Jack Yoest | Permalink | Comments (0)

29 June 2010

Management Seminar, Northern Virginia Community College, FREE

You Are Invited to a FREE* Management Seminar.

The Manager’s Formula for Success

Real Management Training: An Introduction
How to Manage Your Staff, How to Manage Your Manager and Completed Staff Work.

Well-run organizations have managers and staff who work to control events, instead of events controlling them. They anticipate the future . . . adapt to the present . . . and learn from the past.

Who: Managers and Staff who need to get in control of events or to better influence results

What: An introduction to Real Management Training

1. The Management Equation:
Staff Time vs. Boss Time

2. How Management Really Works:
The Network of Management

3. Completed Staff Work:
Child-teen-adult responsibility matrix

When: Monday night, September 13, 2010, 8:00pm to 10:00pm

Where: Northern Virginia Community College,

Alexandria Campus, campus map
The new Bisdorf Auditorium, room 196
3001 North Beauregard Street, Alexandria, VA 22311 street map
Parking and Directions here.

Why: Improve managerial effectiveness and staff efficiency.

Cost: FREE* Registration is helpful. Email link here. Space is limited.

The class will reference the work of Ken Blanchard and Bill Oncken in their book The One Minute Manager Meets The Monkey.

Also cited will be the Harvard Business Review article, Managing Management Time: Who’s Got the Monkey?, published in 1974, by Bill Oncken, Jr.. The article, an edited excerpt of the Managing Management Time™ seminar, has gone on to become one of the two most requested reprints in the history of the Review.

The training summarized in the article is sometimes called the “Monkey Management” seminar.

Jack Yoest, Adjunct Professor of Management and President of Management Training of DC, is a former Armored Cavalry Officer in Combat Arms.

His military leadership training and management experience guides his philosophy at the core of Real Management Training. He has managed software, health care and international human resource management companies.

His experience is in Military, Academia, Early-Stage, Non-Profits, Fortune 500 and Government.

Jack also served in the Governor’s Office of the Commonwealth Virginia as Assistant Secretary for Health and Human Resources where he acted as the Chief Technology Officer for the secretariat. He was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

He was also a manager with a medical device start-up and helped move sales from zero to over $12 million, resulting in a buy-out by Johnson & Johnson. Jack has consulted in China and India.

Questions? email JYoest@NVCC.edu or call Jack at 202.215.2434 to save your spot.

Jack Yoest
202.215.2434
Adjunct Professor

###

Thank you (foot)notes:

*FREE. The Alert Reader knows well that there is no free lunch. But some products and services can be rendered at NO CHARGE as a component of an organization’s marketing budget. The taxpayers of the Commonwealth of Virginia have provided the compensation for Your Business Professor at NOVA.

Following is the PowerPoint for the lecture:

Suggested class reading:
Do You Have An Incompetent Manager? From The Washington Post

One Minute YouTube Introduction: The Manager’s Formula For Success.

The six part management training video.

Posted by Jack Yoest | Permalink | Comments (0)

25 June 2010

Principles of Management, Syllabus, Business 200, Northern Virginia Community College

BUSiness 200 003A

John Wesley Yoest, Jr. (Jack)
Adjunct Professor of Management
Science, Technology and Business, Principles of Management (Lecture)

Main Campus:
Mondays 7:30pm – 10:15pm
A-Bisdorf/AA- Room 454

August 23, 2010 to December 13, 2010
Northern Virginia Community College
3001 North Beauregard Street
Alexandria, VA 22311
NVCC phone: 703 845-6200
Fax: 703-845-6009

Jack@Yoest.org
or,
JYoest@NVCC.edu
Cell: 202.215.2434

Education:
M.B.A., George Mason University
B.S., Old Dominion University
Graduate Course Work, Oxford University

1) Principles of Management, Background:
Prerequisites: Each student must be able to

1) Read and write English fluently, and
2) Have the desire to understand the practice of management.

Course Objective

To enable students to acquire knowledge concerning the basic principles and functioning of management — including the ability to plan, organize, lead, motivate and control.

The Alert Student will review how to problem solve, reason, and communicate at the course completion.

A satisfactory placement score for ENG 111 is strongly recommended.
Text: MGMT2 , 2009-2010 edition; Chuck Williams; South-Western Cengage Learning, 2010.

2) Academic Requirements :

ASSIGNMENTS:

Homework: There will be reading assignments from the text for every class.

Find a friend . Exchange contact information with at least one class member to keep current on any missed classes. This is a course requirement for points. Your Business Professor is not the student’s first point of contact.

Establish a domain & social media name . The student will reserve and claim a URL address, for example: www.yoest.com, www.yoest.org, www.twitter.com/JackYoest This is a course requirement for points toward final grade.

Quizzes: Expect a short quiz in the first ten minutes of every class period. Questions may be very short answer, or fill-in-the-blank.

Class Participation: The Student is expected to volunteer and help move the class discussions.

Examinations: There will be a Mid-Term and Final Exam; multiple choice and short answer. The Final Exam will be given on 13 December, the last day of class. The Final will be comprehensive.

3) Attendance:
Regular attendance of this course is expected. Failure to do so could have an adverse effect on the student’s course grade. Any class material and assignments missed are the student’s responsibility. Success will depend upon showing up.

If a student misses the first two weeks of class s/he will be dropped from the class.

Attendance will be taken at each class.

Attendance at scheduled tests and presentations is mandatory. No make-ups will be given — there are no exceptions from Your Business Professor.

Case Study Presentations will not be accepted late and must be delivered in person.

Special Needs and Accommodations: Please address with the instructor any special problems or needs at the beginning of the semester/session. If the student is seeking accommodations based on disability, then s/he should provide a disability data sheet, which can be obtained from the Counselor for Special Needs.

It is a requirement that the student exchange names and contact information with at least one classmate.

Excessive absences, as defined in the college catalog, could result in the student receiving the grade ‘F’ for the course.

The Successful Student will devote two hours of class preparation for each hour of class room instruction.

The student will be asked to grade the effectiveness of each test.

Withdrawals: Any student may withdraw from this course without academic penalty within the first 60% of the session. Initiation of the withdrawal is the student’s responsibility and the grade of ‘W’ will be awarded.

Last day to drop with tuition refund or change to audit (Census Date) is ______________.

The last day for withdrawal, without academic penalty, for this semester/session is _______________.

Campus classes are closed by division, day or evening. Sometimes day classes will meet and evening classes will be canceled or vice versa. The evening division starts with 4:30 p.m. classes.

In the event of an emergency cancellation of class, please check Blackboard for further instructions. See http:// tac.nvcc.edu/blackboard/student/ .

4) Testing and Grading:

Normally this instructor will assign only the grades of A, B, C, D, or F. Special grades such as W, I, and R will be assigned only in those circumstances prescribed in the college catalog. The grade of X (audit) must be initiated by the student and will be assigned only when the student has attended class regularly. Failure to do so will result in the instructor issuing the grade of ‘F’.

Course Grading System:
A = 90-100
B = 80-89
C = 70-79
D = 60-69
F = 0-59

Grade Point Allocation:
Exams: Two each, 15 points each; 30 points total
Quizzes: ten (10) @ 2 points each; 20 points total

Case Study: 30 points
Class Participation 10
Text Book: 1 points
Exchange contact info: 1
Claim Domain Name: 1
Claim Facebook/Twitter Name: 1
Extra Credit as assigned: 6
Total = 100 points/percent

The only way to begin to earn Class Participation points is to show up.

Case Study: One case study will be solved in writing ( Typed, 12 pt type, double-spaced with a cover sheet) and returned to the instructor on — or before — the date due. Practice cases will be covered in class and sample questions will be given as a guideline (800 words in length). The student should be prepared to deliver a Ten Minute Review of the Case Study. See How to Write a Business Case Study.

TIPS:
Be sure to include a cover sheet.
Use headings of “Problem, Solution, Results.”
Have your study partner review, 1 point, include your partner’s name on the cover sheet.
Avoid cliches.
Spell out proper names before using an acronym: Major League Baseball, MLB.
Don’t bury your lead.
Consider starting with a quote or a question.
Case Study grading scale:

Points Topic
3 content
3 supporting statements
2 grammar
1 appearance/delivery
1 follow directions
==
10 total

Cheating. The following will be considered cheating in this course:

1. The giving or receiving of aid on any graded assignments or test without specific permission of this instructor.

2. The use of any material on a graded assignment or test other than those authorized by this instructor.

3. Talking or discussion of any kind during a graded test without specific permission of this instructor.

5) Notes and suggestions and hints:

Check the course catalog first for questions.

Be sure to log onto Blackboard to follow assignments and current grade.

Expect to be asked to contribute to each class session.
Do not text-message during class.

When Your Business Professor says “Tomorrow” he means the next class meeting – not the next day.

It is normal and customary to wait for any late Professor for 20 minutes.

Draft Your Own Reference Letter.

Additional information and public speaking helps.

JobSearch Tips http://www.yoest.com/2009/03/30/looking-for-a-job-pass-this-test/

Refer your friends to take this business class.

Attention to Detail: No points or credit will be awarded for any project that does not have the student’s name on the work.

BUS 200 Semester Outline; There will be only fifteen (15) class sessions over sixteen (16) weeks.

COURSE OUTLINE

August 23
Introduction and Expectations
Ch. 1 Management

August 30
Ch. 2 History
Ch. 3 Organization & Culture

September 6
No Class

September 13
Ch. 4 Ethics & Social Responsibility
Ch. 5 Planning & Decision Making

September 20
Ch. 6 Organization Strategy
Ch. 7 Innovation & Change

September 20
Ch. 8 Global Management
Ch. 9 Designing Adaptive Organizations

September 27
Mid-Term _______________________________________________

October 4
Ch. 10 Managing Teams
Ch. 11 Managing Human Resource Systems

October 11
No Class

October 18
Ch. 12 Managing Individuals & a Diverse Work Force
Ch. 13 Motivation

October 25
Case Study DUE; Presentation

November 1
Case Study DUE; Presentation

November 8
Ch. 14 Leadership

November 15
Ch. 15 Managing Communication

November 22
Ch. 16 Control
Ch. 17 Managing Information
Ch. 18 Managing Services & Manufacturing Operations

November 29
Management Training class reading to be assigned

December 6
Exam review

December 13
Final Exam ______________________________________

If the student would like his/her graded final exam returned, please submit a stamped-self-addressed-envelope to Your Business Professor before the examination on December 13.

***

Jack Yoest

He has worked with clients in across the USA, India and East Asia. Mr. Yoest is an adjunct professor of management in the Science, Technology and Business Division of the Northern Virginia Community College.

He is also the president of Management Training of DC, LLC.
He has been published by Scripps-Howard, National Review Online, The Business Monthly, The Women’s Quarterly and other outlets. He was a columnist for Small Business Trends, and was a finalist in the annual 2006 Weblog Awards in the Best Business Blog category for Reasoned Audacity at www.yoest.org covers the intersection of business, culture and politics. The blog has grown to receive over a million unique visitors in five years.

Mr. Yoest served as a gubernatorial appointee in the Administration of Governor James Gilmore in the Commonwealth of Virginia. During his tenure in state government, he acted as the Chief Technology Officer for the Secretary of Health and Human Resources where he was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

He also served as the Assistant Secretary for Health and Human Resources, acting as the Chief Operating Officer of the $5 billion budget.

Prior to this post, Mr. Yoest managed entrepreneurial, start-up ventures, which included medical device companies, high technology, software manufacturers, and business consulting companies.
His experience includes managing the transfer of patented biotechnology from the National Institutes of Health to his client, which enabled the company to raise $25 million in venture capital funding.

He served as Vice President of Certified Marketing Services International, an ISO 9000 business-consulting firm, where he assisted international companies in human resource certification. And he also served as President of Computer Applications Development and Integration (CADI), the premier provider of software solutions for the criminal justice market. During his tenure, Mr. Yoest negotiated a strategic partnership with Behring Diagnostics, a $300 million division of Hoechst Celanese, the company’s largest contract.

He has been active on a number of Boards and competes in 26.2-mile marathon runs.

Mr. Yoest and his wife, Charmaine Yoest, Ph.D., who is president and CEO of a public interest law firm, live in the Washington, DC area with their five children.

***
Be sure to grade Your Business Professor at www.RateMyProfessors.com Key word search ‘Yoest.’
Other exciting Business Division courses:

ACC 211 Accounting
BUS 165 Small Business Management
AST 107 Editing and Proofreading
BUS 200 Principles of Management
AST 236 Software Applications or IST 117
BUS 241-1 Business Law I and II
BUS 280 International Business
BUS 100 Introduction to Business
FIN 215 Financial Management
BUS 125 Applied Business Math
ITE 115 Intro to Computer Applications and Concepts

See The One Minute Manager Meets the Monkey slides and video.

# # #

Posted by Jack Yoest | Permalink | Comments (0)

22 June 2010

Final Exam BUSiness 200 Principles of Management, Northern Virginia Community College

Email back to JYoest@nvcc.edu NLT (no later than) midnight, Thursday, June 24, 2010. You may share information.

Define-Explain 0.10 point each (4.8 possible):
Management in one word
Management in a short sentence
The four functions of management
Why is a team leader or a first line supervisor position so difficult?
Efficiency
Effectiveness
Frederick Taylor
Frank Gilbreth
Benefits of Bureaucracies
Contingency Management
Time and Motion Studies
SWOT
MBO
Uncertainty in Business/management
Supplier Dependence
Public communications
Life lie – Business Lie
SMART Goals
Group Think
Brainstorming list one Rule
Competitive Advantage
SWOT
Purpose of Business
Manager’s Formula
Staff’s Formula
Tariff
GATT
WTO
NAFTA
Licensing
Chain of command
Matrix
Authority
Responsibility
Delegation
Departmentalization
Core vs Critical Functions
The customer is NOT always right. But the customer must always be___________.
In your job search, what does PASS stand for?
In a job interview, or business case study, what does PSR stand for?
What is the first law in dealing with Bureaucrats?
What is HRM?
In HRM, what are KSA’s?
Does your manager have to buy your ideas? Why or Why not?
In selling, what does PAM stand for?
According to President John Adams, “I [the manager] must control events or events ______ _________ ___.”
One point each (eight possible):
A local hospital ran into a funding problem when it tried to build a new state-of-the-art pediatric unit. The hospital management asked a group of physicians, hospital volunteers, and administrative staff to develop and implement a plan to raise the necessary money. This group of people with complementary skills formed a(n) ____.
a. semi-structured team
b. autonomous unit
c. work team
d. functional department
e. venture team
To which of the following aspects of the human resource management process does federal employment law apply?
a. selection decisions
b. compensation decisions
c. performance appraisals
d. training and development activities
e. all of these
Domino’s Pizza
At Domino’s Pizza, company-wide turnover is 158 percent. That means Domino’s must recruit, hire, and train 180,000 people a year just to fill its company’s 114,000 jobs. And, with that much turnover, you can’t consistently produce a quality product. Making and delivering pizza may seem simple, but up the ante to making and delivering one million pizzas each night, as Domino’s does, and all of a sudden it’s not quite so easy, especially if you’re always working with inexperienced employees. For instance, even a simple job like taking orders has a learning curve when you’re taking 45 to 50 orders an hour. In fact, a new order taker usually requires 80 hours to become as reliable as an experienced one. Until they learn their jobs, new workers make lots of mistakes such as getting orders wrong, giving out the wrong change, and showing up at customers’ homes with the wrong pizza. Those mistakes are costly in two ways.
First, if the order is wrong, late, or missing, customers get angry and may not do business with you again. Indeed, according to the University of Michigan’s American consumer satisfaction index, Domino’s ranks in the bottom half of fast-food companies. Second, to right those wrongs, Domino’s often says the pizza is free—“Our fault, no charge.”—and that hurts profits. So much turnover is costly in other ways as well. For one thing, it costs time and money to find and hire new workers. Domino’s estimates that it costs $2,500 to replace each hourly worker who leaves and $20,000 to replace a store manager. Then all those new workers must be trained, and that takes time and money. At Domino’s, each new worker spends the first 30 days in training, learning to take orders, handle the cash register, make pizza dough, and, ultimately, how to make a pizza in less than a minute. When everything is considered, turnover is costing the company several hundred million dollars a year, or an astonishing 15 percent to 20 percent of revenues. The question, of course, is what to do about it.
Robert Chabot, who owns RAM Pizza, a series of Domino’s franchise stores, says, “This business is all about who you hire. It’s about people: those who want to do it (good work) and those who don’t.” Consequently, Chabot relies heavily on employee referrals to first identify good job applicants. Chabot assumes that if current employees are satisfied with their jobs, they’ll tell their family and friends about their positive work experiences, and those people will in turn want to work for him and RAM pizza (i.e., Domino’s). He also pays employees $25 for each person they recommend who gets hired and then stays for 90 days.
Domino’s is also doing a much better job of screening and selecting potential managers. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. If you’re not familiar with financial concepts such as “break-even” and “cash flow,” and you’re not sure how to handle poorly performing employees (hint: yelling and screaming isn’t the preferred answer), then you’re unlikely to pass the test.
Refer to Domino’s. Robert Chabot relies heavily on employee referrals to first identify good job applicants. In other words, Chabot uses ____.
a. a reliable selection process
b. internal recruiting
c. functional recruiting
d. functional selection
e. external recruiting
Refer to Domino’s. Which of the following selection methods could Robert Chabot use to determine that prospective employees do not have a criminal record?
a. assessment center
b. cognitive ability tests
c. structured interviews
d. background checks
e. personality tests
Refer to Domino’s. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. Domino’s uses ____.
a. work performance testing
b. aptitude testing
c. personality testing
d. affective skills testing
e. cognitive ability testing
Refer to Domino’s. One new pay method Domino’s implemented to combat its problems is a store-profitability bonus. On average, the store-profitability bonuses add 30 percent, or about $10,000, to the $32,000 base pay for the managers of Domino’s stores that perform well. These bonuses are a form of ____.
a. piecework pay
b. hierarchical pay
c. sales commission
d. payroll deductions
e. profit sharing
Noise can occur when ____.
a. the sender isn’t sure of what message to communicate
b. the receiver doesn’t have the time to understand the message
c. the message is not decoded properly
d. the message is not encoded properly
e. any of these occur
The three formal communication channels in organizations are categorized as ____.
a. downward, horizontal, and upward
b. hierarchical, functional, and organizational
c. horizontal, vertical, and grapevine
d. upward, dyadic, and downward
e. vertical, horizontal, and dyadic
Define 0.10 points each (4.3 possible points)
Cross Functional team
Virtual Team
Cohesiveness
Stages of Team development
Name three of the top ten problems reported by team leaders
BFOQ
Recruiting, internal; external
What are three questions not to ask in an interview of applicants
Training
360 degree feedback
ESOP
Employee turnover
Diversity
Name the three parts of Motivation
Equity theory
Goal setting theory
Leadership
Communication
Perception
Noise/signal
Formal communication channel
Grapevine
Control
Standards
Benchmarking
Feedback control
Nordstrom Rule #1
What suffers when only costs are controlled?
Cash flow analysis
What are three measures of quality?
Moore’s Law
Communication cost
Data cluster
EDI
Where does knowledge reside?
Productivity = _________________ divided by ____________________.
ISO 9000
Baldrige National Quality Award
Manufacturing flexibility
Inventory
JIT
________ is the number of nonstandard parts per million when a company reaches Six Sigma.
Short answer 1 point each 5 points (10 extra points possible) please write about your personal experience

What is the hardest management job?

Why would a manager micro-manage a staffer?

Who is the most important person in a staffer’s life and why?

How does a staffer get promoted?

In business, what is a monkey and why is the analogy important?

Posted by Jack Yoest | Permalink | Comments (0)

18 June 2010

Business 200 Exam Review, Chapters 10 to 18, Northern Virginia Community College

The following is a review of the final exam. You should team with classmates get answers and study.

What are the four components of management?

Define management.

The purpose of business is to __________ a _________ and make a __________.

The customer is NOT always right. But the customer must always be___________.

In your job search, what does PASS stand for?

In a job interview, or business case study, what does PSR stand for?

What is the first law in dealing with Bureaucrats?

What is HRM?

In HRM, what are KSA’s?

Does your manager have to buy your ideas? Why or Why not?

In selling, what does PAM stand for?

According to President John Adams, “I [the manager] must control events or events ______ _________ ___.”

A local hospital ran into a funding problem when it tried to build a new state-of-the-art pediatric unit. The hospital management asked a group of physicians, hospital volunteers, and administrative staff to develop and implement a plan to raise the necessary money. This group of people with complementary skills formed a(n) ____.

a.	semi-structured team
b.	autonomous unit
c.	work team
d.	functional department
e.	venture team

To which of the following aspects of the human resource management process does federal employment law apply?

a.	selection decisions
b.	compensation decisions
c.	performance appraisals
d.	training and development activities
e.	all of these

Domino’s Pizza

At Domino’s Pizza, company-wide turnover is 158 percent. That means Domino’s must recruit, hire, and train 180,000 people a year just to fill its company’s 114,000 jobs. And, with that much turnover, you can’t consistently produce a quality product. Making and delivering pizza may seem simple, but up the ante to making and delivering one million pizzas each night, as Domino’s does, and all of a sudden it’s not quite so easy, especially if you’re always working with inexperienced employees. For instance, even a simple job like taking orders has a learning curve when you’re taking 45 to 50 orders an hour. In fact, a new order taker usually requires 80 hours to become as reliable as an experienced one. Until they learn their jobs, new workers make lots of mistakes such as getting orders wrong, giving out the wrong change, and showing up at customers’ homes with the wrong pizza. Those mistakes are costly in two ways.

First, if the order is wrong, late, or missing, customers get angry and may not do business with you again. Indeed, according to the University of Michigan’s American consumer satisfaction index, Domino’s ranks in the bottom half of fast-food companies. Second, to right those wrongs, Domino’s often says the pizza is free—“Our fault, no charge.”—and that hurts profits. So much turnover is costly in other ways as well. For one thing, it costs time and money to find and hire new workers. Domino’s estimates that it costs $2,500 to replace each hourly worker who leaves and $20,000 to replace a store manager. Then all those new workers must be trained, and that takes time and money. At Domino’s, each new worker spends the first 30 days in training, learning to take orders, handle the cash register, make pizza dough, and, ultimately, how to make a pizza in less than a minute. When everything is considered, turnover is costing the company several hundred million dollars a year, or an astonishing 15 percent to 20 percent of revenues. The question, of course, is what to do about it.

Robert Chabot, who owns RAM Pizza, a series of Domino’s franchise stores, says, “This business is all about who you hire. It’s about people: those who want to do it (good work) and those who don’t.” Consequently, Chabot relies heavily on employee referrals to first identify good job applicants. Chabot assumes that if current employees are satisfied with their jobs, they’ll tell their family and friends about their positive work experiences, and those people will in turn want to work for him and RAM pizza (i.e., Domino’s). He also pays employees $25 for each person they recommend who gets hired and then stays for 90 days.

Domino’s is also doing a much better job of screening and selecting potential managers. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. If you’re not familiar with financial concepts such as “break-even” and “cash flow,” and you’re not sure how to handle poorly performing employees (hint: yelling and screaming isn’t the preferred answer), then you’re unlikely to pass the test.

Refer to Domino’s. Robert Chabot relies heavily on employee referrals to first identify good job applicants. In other words, Chabot uses ____.

a.	a reliable selection process
b.	internal recruiting
c.	functional recruiting
d.	functional selection
e.	external recruiting

Refer to Domino’s. Which of the following selection methods could Robert Chabot use to determine that prospective employees do not have a criminal record?

a.	assessment center
b.	cognitive ability tests
c.	structured interviews
d.	background checks
e.	personality tests

Refer to Domino’s. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. Domino’s uses ____.

a.	work performance testing
b.	aptitude testing
c.	personality testing
d.	affective skills testing
e.	cognitive ability testing

Refer to Domino’s. One new pay method Domino’s implemented to combat its problems is a store-profitability bonus. On average, the store-profitability bonuses add 30 percent, or about $10,000, to the $32,000 base pay for the managers of Domino’s stores that perform well. These bonuses are a form of ____.

a.	piecework pay
b.	hierarchical pay
c.	sales commission
d.	payroll deductions
e.	profit sharing

Noise can occur when ____.

a.	the sender isn’t sure of what message to communicate
b.	the receiver doesn’t have the time to understand the message
c.	the message is not decoded properly
d.	the message is not encoded properly
e.	any of these occur

The three formal communication channels in organizations are categorized as ____.

a.	downward, horizontal, and upward
b.	hierarchical, functional, and organizational
c.	horizontal, vertical, and grapevine
d.	upward, dyadic, and downward
e.	vertical, horizontal, and dyadic

Define

Cross Functional team

Virtual Team

Cohesiveness

Stages of Team development

Name three of the top ten problems reported by team leaders

BFOQ

Recruiting, internal; external

What are three questions not to ask in an interview of applicants

Training

360 degree feedback

ESOP

Employee turnover

Diversity

Name the three parts of Motivation

Equity theory

Goal setting theory

Leadership

Communication

Perception

Noise/signal

Formal communication channel

Grapevine

Control

Standards

Benchmarking

Feedback control

Nordstrom Rule #1

What suffers when only costs are controlled?

Cash flow analysis

What are three measures of quality?

Moore’s Law

Communication cost

Data cluster

EDI

Where does knowledge reside?

Productivity = _________________ divided by ____________________.

ISO 9000

Baldrige National Quality Award

Manufacturing flexibility

Inventory

JIT

________ is the number of nonstandard parts per million when a company reaches Six Sigma.

Posted by Jack Yoest | Permalink | Comments (0)

31 May 2010

Management BUS-200 Chapters 1-9 Suggested Review

Define-Explain

Management in one word

Management in a short sentence

The four functions of management

Why is a team leader or a first line supervisor position so difficult?

Efficiency

Effectiveness

Frederick Taylor

Frank Gilbreth

Benefits of Bureaucracies

Contingency Management

Time and Motion Studies

SWOT

MBO

Uncertainty in Business/management

Supplier Dependence

Public communications

Life lie – Business Lie

SMART Goals

Group Think

Brainstorming list one Rule

Competitive Advantage

SWOT

Purpose of Business

Manager’s Formula

Staff’s Formula

Tariff

GATT

WTO

NAFTA

Licensing

Chain of command

Matrix

Authority

Responsibility

Delegation

Departmentalization

Core vs Critical Functions

The Alert Student will also review the on-line resources at http://www.4ltrpress.cengage.com/mgmt/

Posted by Jack Yoest | Permalink | Comments (0)