29 July 2011 
Management Delegation,
Staff Initiative: A Message to Garcia,
By Elbert Hubbard
Originally published in 1899, by Elbert Hubbard, this classic deserves a wide audience even in these more modern times. This is a timeless case study on management delegation and staffer initiative.
A Message to Garcia
By Elbert Hubbard
In all this Cuban business there is one man stands out on the horizon of my memory like Mars at perihelion. When war broke out between Spain & the United States, it was very necessary to communicate quickly with the leader of the Insurgents. Garcia was somewhere in the mountain vastness of Cuba- no one knew where. No mail nor telegraph message could reach him. The President must secure his cooperation, and quickly.
What to do!
Some one said to the President, “There’s a fellow by the name of Rowan will find Garcia for you, if anybody can.”
Rowan was sent for and given a letter to be delivered to Garcia. How “the fellow by the name of Rowan” took the letter, sealed it up in an oil-skin pouch, strapped it over his heart, in four days landed by night off the coast of Cuba from an open boat, disappeared into the jungle, and in three weeks came out on the other side of the Island, having traversed a hostile country on foot, and delivered his letter to Garcia, are things I have no special desire now to tell in detail.
The point I wish to make is this: McKinley gave Rowan a letter to be delivered to Garcia; Rowan took the letter and did not ask, “Where is he at?” By the Eternal! there is a man whose form should be cast in deathless bronze and the statue placed in every college of the land. It is not book-learning young men need, nor instruction about this and that, but a stiffening of the vertebrae which will cause them to be loyal to a trust, to act promptly, concentrate their energies: do the thing- “Carry a message to Garcia!”
General Garcia is dead now, but there are other Garcias.
No man, who has endeavored to carry out an enterprise where many hands were needed, but has been well nigh appalled at times by the imbecility of the average man- the inability or unwillingness to concentrate on a thing and do it. Slip-shod assistance, foolish inattention, dowdy indifference, and half-hearted work seem the rule; and no man succeeds, unless by hook or crook, or threat, he forces or bribes other men to assist him; or mayhap, God in His goodness performs a miracle, & sends him an Angel of Light for an assistant. You, reader, put this matter to a test: You are sitting now in your office- six clerks are within call.
Summon any one and make this request: “Please look in the encyclopedia and make a brief memorandum for me concerning the life of Correggio”.
Will the clerk quietly say, “Yes, sir,” and go do the task?
On your life, he will not. He will look at you out of a fishy eye and ask one or more of the following questions:
Who was he?
Which encyclopedia?
Where is the encyclopedia?
Was I hired for that?
Don’t you mean Bismarck?
What’s the matter with Charlie doing it?
Is he dead?
Is there any hurry?
Shan’t I bring you the book and let you look it up yourself?
What do you want to know for?
And I will lay you ten to one that after you have answered the questions, and explained how to find the information, and why you want it, the clerk will go off and get one of the other clerks to help him try to find Garcia- and then come back and tell you there is no such man. Of course I may lose my bet, but according to the Law of Average, I will not.
Now if you are wise you will not bother to explain to your “assistant” that Correggio is indexed under the C’s, not in the K’s, but you will smile sweetly and say, “Never mind,” and go look it up yourself.
And this incapacity for independent action, this moral stupidity, this infirmity of the will, this unwillingness to cheerfully catch hold and lift, are the things that put pure Socialism so far into the future. If men will not act for themselves, what will they do when the benefit of their effort is for all? A first-mate with knotted club seems necessary; and the dread of getting “the bounce” Saturday night, holds many a worker to his place.
Advertise for a stenographer, and nine out of ten who apply, can neither spell nor punctuate- and do not think it necessary to.
Can such a one write a letter to Garcia?
“You see that bookkeeper,” said the foreman to me in a large factory.
“Yes, what about him?”
“Well he’s a fine accountant, but if I’d send him up town on an errand, he might accomplish the errand all right, and on the other hand, might stop at four saloons on the way, and when he got to Main Street, would forget what he had been sent for.”
Can such a man be entrusted to carry a message to Garcia?
We have recently been hearing much maudlin sympathy expressed for the “downtrodden denizen of the sweat-shop” and the “homeless wanderer searching for honest employment,” & with it all often go many hard words for the men in power.
Nothing is said about the employer who grows old before his time in a vain attempt to get frowsy ne’er-do-wells to do intelligent work; and his long patient striving with “help” that does nothing but loaf when his back is turned. In every store and factory there is a constant weeding-out process going on. The employer is constantly sending away “help” that have shown their incapacity to further the interests of the business, and others are being taken on. No matter how good times are, this sorting continues, only if times are hard and work is scarce, the sorting is done finer- but out and forever out, the incompetent and unworthy go.
It is the survival of the fittest. Self-interest prompts every employer to keep the best- those who can carry a message to Garcia.
I know one man of really brilliant parts who has not the ability to manage a business of his own, and yet who is absolutely worthless to any one else, because he carries with him constantly the insane suspicion that his employer is oppressing, or intending to oppress him. He cannot give orders; and he will not receive them. Should a message be given him to take to Garcia, his answer would probably be, “Take it yourself.”
Tonight this man walks the streets looking for work, the wind whistling through his threadbare coat. No one who knows him dare employ him, for he is a regular fire-brand of discontent. He is impervious to reason, and the only thing that can impress him is the toe of a thick-soled No. 9 boot.
Of course I know that one so morally deformed is no less to be pitied than a physical cripple; but in our pitying, let us drop a tear, too, for the men who are striving to carry on a great enterprise, whose working hours are not limited by the whistle, and whose hair is fast turning white through the struggle to hold in line dowdy indifference, slip-shod imbecility, and the heartless ingratitude, which, but for their enterprise, would be both hungry & homeless.
Have I put the matter too strongly? Possibly I have; but when all the world has gone a-slumming I wish to speak a word of sympathy for the man who succeeds- the man who, against great odds has directed the efforts of others, and having succeeded, finds there’s nothing in it: nothing but bare board and clothes.
I have carried a dinner pail & worked for day’s wages, and I have also been an employer of labor, and I know there is something to be said on both sides. There is no excellence, per se, in poverty; rags are no recommendation; & all employers are not rapacious and high-handed, any more than all poor men are virtuous.
My heart goes out to the man who does his work when the “boss” is away, as well as when he is at home. And the man who, when given a letter for Garcia, quietly take the missive, without asking any idiotic questions, and with no lurking intention of chucking it into the nearest sewer, or of doing aught else but deliver it, never gets “laid off,” nor has to go on a strike for higher wages. Civilization is one long anxious search for just such individuals. Anything such a man asks shall be granted; his kind is so rare that no employer can afford to let him go. He is wanted in every city, town and village- in every office, shop, store and factory. The world cries out for such: he is needed, & needed badly- the man who can carry a message to Garcia.
THE END-
Thank you (foot)notes,
Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest
Jack also blogs at Reasoned Audacity and at Management Training of DC, LLC.
25 July 2011
Want To Get More Done? Do Nothing…One Day A Week
Work hard, nose to the grindstone, work long hours — and you will succeed.
This is a lie.
Further,
Mae West Everyone does it. And no one seems to want to stop.
Too much of a good thing can be wonderful, said Mae West.
Or is it?
An unusual trend among working people, is that people love to work and spend a lot of hours at the work they love. Every small business owner I have ever advised worked non-stop. And perhaps complained. And then would ask me about that work-family balance nonsense. But soon would excuse herself to answer an important cell call. (There are no unimportant cell phone calls.)
Non-stop work is bad for your health and bad for your productivity.
Studies show that working 21 continuous hours has the same effect as being drunk. Yes — working too much is a real high.
Among industrialized nations, none work more hours than the US of A. The two-martini lunch has been replaced with jolts of caffeine; to stay awake. Americans don’t drink to escape from work and sleep; we remain at work awake and become drunk. Intoxicated with labor. Starbucks has replaced Archie’s Bar.
And no one works harder or more hours than the boss. And you, the small business owner, will openly admit to working harder and more hours than any one.
Martyr.
(No one likes martyrs, that’s why they killed so many of them.)
Your Business Blogger would suggest that business productivity and employee health can be improved by working fewer hours.
Heresy.
I know. I wouldn’t want to stop either. But I have a trick. An answer to those 60-hour work weeks.
Put those hours into 6 days; not 7. Take a day off. Yes, yes, one whole day.
Stay with me now. Businesses actually have this as policy.
Chick-fil-A, with 1,250 restaurants and sales of almost $2 billion, takes a day off: closing up on Sundays.
Truett Cathy, founder of Chick-fil-A, made the decision to close on Sunday in 1946 when he opened his original restaurant…in Hapeville, Georgia. He has often shared that his decision was as much practical as spiritual. Operating a 24-hour a day business left him exhausted. Being closed on Sunday allowed him time to recover physically, emotionally and spiritually…
It doesn’t have to be a Saturday or a Sunday. When I was working restaurants I took Tuesdays off. It matters not the day.
But pick a day. Then don’t work it.
Many business owners have pestered Your Business Blogger for a set of rules on what is work or not. Because work and play are the same for all North Americans. My only suggestion for your weekly day off:
Be Unproductive.
Chick-Fil-A
Family Friendly Leave productivity and production and whatever work is to the other six days. On that one special day: give it a rest.
Oddly, I would suggest no prohibition on exercise. We should sweat on our day of relaxation. (This is America.) Sweating and exercise are acceptable unless your day job is in the NBA or the Golf Pro Tour.
And to make sure it works, find a friend who will hold you accountable. Which you should be doing for business, anyway.
Be accountable to your private board of directors or mentor. Or better: spend the day with kith and kin. You will be more productive — in work and perhaps, in your marriage.
So. To be more productive. Do nothing, one day a week.
Update 25 July 2011, An Alert Reader sends this along, circulating on the web:
A young lady confidently walked around the room while leading and explaining stress management to an audience; with a raised glass of water, and everyone knew she was going to ask the ultimate question, ‘half empty or half full?’….. she fooled them all…
“How heavy is this glass of water?”, she inquired with a smile.
Answers called out ranged from 8 oz. to 20 oz.
She replied, “The absolute weight doesn’t matter. It depends on how
long I hold it. If I hold it for a minute, that’s not a problem.
If I hold it for an hour, I’ll have an ache in my right arm.
If I hold it for a day, you’ll have to call an ambulance.
In each case it’s the same weight, but the longer I hold it, the heavier it becomes.”
She continued, “and that’s the way it is with stress. If we carry our burdens all the time, sooner or later, as the burden becomes increasingly heavy, we won’t be able to carry on.”
“As with the glass of water, you have to put it down for a while and rest before holding it again.
When we’re refreshed, we can carry on with the burden – holding stress longer and better each time practiced.
So, as early in the evening as you can, put all your burdens down. Don’t carry them through the evening and into the night…. pick them up tomorrow.
Whatever burdens you’re carrying now, let them down for a moment.
Relax, pick them up later after you’ve rested. Life is short.
Enjoy it, and the now ‘supposed’ stress that you’ve conquered ! ”
1 * Accept the fact that some days you’re the pigeon, and some days you’re the statue!
2 * Always keep your words soft and sweet, just in case you have to eat them.
3 * Always read stuff that will make you look good if you die in the middle of it.
4 * Drive carefully… It’s not only cars that can be recalled by their Maker.
5 * If you can’t be kind, at least have the decency to be vague.
6 * If you lend someone and never see that person again, it was probably worth it..
7 * It may be that your sole purpose in life is simply to serve as a warning to others.
8 * Never buy a car you can’t push.
9 * Never put both feet in your mouth at the same time, because then you won’t have a leg to stand on.
10 * Nobody cares if you can’t dance well. Just get up and dance.
11 * Since it’s the early worm that gets eaten by the bird, sleep late.
12 * The second mouse gets the cheese.
13 * When everything’s coming your way, you’re in the wrong lane.
14 * Birthdays are good for you. The more you have, the longer you live.
15 * You may be only one person in the world, but you may also be the world to one person.
16 * Some mistakes are too much fun to make only once.
17 * We could learn a lot from crayons. Some are sharp, some are pretty and some are dull.
Some have weird names and all are different colors, but they all have to live in the same box.
18 * A truly happy person is one who can enjoy the scenery on a detour.
19 * Have an awesome day and know that someone has thought about you today.
20 * It was me, your friend!
Thank you (foot)notes,
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.
Chick-fil-A was just recognized by the Family Research Council for a family friendly; marriage friendly workplace.
The Family that Fil-A’s Together . . .
. . .stays together. Or, at least that’s the hope of S. Truett Cathy, founder of the Chick-fil-A restaurant chain. Cathy has implemented family-friendly policies for the 600 employees at his Atlanta-based company. Mr. and Mrs. Cathy themselves have been blessed by a 57-year marriage, an inspiration for some of the pro-marriage seminars their company offers as part of its standard benefits package. Scott Stanley of Denver’s Center for Marital and Family Studies agrees. He notes that levels of conflict at home are related to productivity and absenteeism on the job. Even more important, S. Truett Cathy’s 900 franchise restaurants publicly honor God by closing their doors on Sundays. May God bless the Cathy family and I say to them: thank you for all you do for America’s families.
14 July 2011
Case Study point grading scale, Business Management
Case Study 25 point grading scale
Name__________________ Date ________________
Topic 5 points
Problem defined in one sentence
Topic relationship to student
Appropriate to management
Supporting Statements 5 points
Options
Recommendations packaged for decision maker
Logical solution
Content 5 points
Result in past tense
Result compelling
So What?
Grammar 3 points
Typos
Sentence construction
Profession language
Appearance 3 points
Cover sheet of assignment
Professional look of written paper
Professional oral delivery of paper
Follow Directions 4 points
Paper turned in on time
Paper reviewed by a second reader
Followed Problem, Solution, Result outline
11 July 2011
MGT 311, Organizational Behavior,
Syllabus Fall 2011,
The Catholic University of America
DEPARTMENT OF BUSINESS AND ECONOMICS
Organizational Behavior (Lecture), MGT 311, Syllabus, Fall Semester 2011
Credit Hours 3
Enrollment Requirements: MGT323 or 423; Junior status or above
Time and Location of class meetings:
MGT 311-01 (3070)
Aug 29 to Dec 17, 2011
Mondays 1:10 to 3:40PM
McMahon 201
Instructor contact information:
Professor John Wesley Yoest, Jr.
Cell phone 202.215.2434
Yoest@CUA.edu
JackYoest@gmail.com
Offices Hours Tuesdays at 3:30 p.m. or by appointment.
Course Description
Organizational Behavior (OB) is the study of individuals and groups in organizations and is also concerned with the behavior of organizations as whole systems.
This class considers each of these dimensions and their interrelations relevant to the functioning, performance, viability and vitality of human enterprises.
Specific topics addressed include the history of management and organization concepts; perception, attitudes and individual differences; motivation; communication; group dynamics; work teams and intergroup relations including managing collaboration and conflict; leadership, power and decision making; the organizational environment; organization structure and design; organizational culture and effectiveness; organization development and change; and OB research methods.
Instructional Methods, Lecture and Discussion
Required Texts (Two)
1. Primer on Organizational Behavior, Author: Bowditch, Publisher: John Wiley & Sons, Incorporate, Edition: 7th, Year Published: 2008, Price: 102.25 USD, ISBN 9780470086957
2. Classics of Organizational Behavior, Author: Natemeyer, Publisher: Waveland Press, Incorporated, Edition: 4th, Year Published: 2011, Price: 49.95 USD, ISBN 9781577667032
Course Goals
Overview of human behavior in work organizations. Theoretical, empirical and applications issues examined from individual, interpersonal, group and organizational perspectives. Including an overview and history of the field, perceptions, attitudes, learning processes, personality, motivation, stress, performance appraisal, group dynamics, leadership, communication, decision making, job design, organizational structure and design, organizational change and development.
Goals for Student Learning
This Primer on Organizational Behavior, places attention on information technology in the workplace and how it’s reshaping organizations and the management practices within them. The class will cover early management thought, workplace incivility, social justice, conformity in groups, virtual teams, team conflict, leader-member relations, and organizational change.
The Alert Student should learn all the terms and concepts needed to understand OB and its application in modern organizations, and to comprehend practitioner and scholarly publications.
Course Requirements
Quizzes at Random; short answer
Examinations; Multiple choice, short answer
Case Studies; turned in, oral presentation
Class Participation; reviewed below
Homework as assigned
Expectations and policies
Academic honesty: Academic honesty is expected of all CUA students. Faculty are required to initiate the imposition of sanctions when they find violations of academic honesty, such as plagiarism, improper use of a student’s own work, cheating, and fabrication.
The following sanctions are presented in the University procedures related to Student Academic Dishonesty.
The presumed sanction for undergraduate students for academic dishonesty will be failure for the course. There may be circumstances, however, where, perhaps because of an undergraduate student’s past record, a more serious sanction, such as suspension or expulsion, would be appropriate. In the context of graduate studies, the expectations for academic honesty are greater, and therefore the presumed sanction for dishonesty is likely to be more severe, e.g., expulsion. In the more unusual case, mitigating circumstances may exist that would warrant a lesser sanction than the presumed sanction.
(From http://policies.cua.edu/academicundergrad/integrityprocedures.cfm).
Please review the complete texts of the University policy and procedures regarding Student Academic Dishonesty, including requirements for appeals, at http://policies.cua.edu/academicundergrad/integrity.cfm.
Cell Phone
Don’t. Cell phone or PDA usage including texting and e-mailing is not allowed in class. Do not open a laptop in class. If you anticipate an emergency call, please inform Your Business Professor at the beginning of class and excuse yourself from the classroom to take the call.
Attendance
Punctuality is the courtesy of kings. All students are expected to attend every class on time. Attendance will be recorded for each class. The best tactic to earn class participation points is to show up. If for some reason you will not be in class, please notify Your Business Professor 24 hours ahead of time.
Campus Resources for student support:
Library: Information 5070
Hours 5077
Writing Center 111 OB 4286
Counseling Center 127 OB 5765
Accommodations for students with disabilities: Any student who feels s/he may need an accommodation based on the impact of a disability should contact the instructor privately to discuss specific needs. Please contact Disability Support Services (at 202 319-5211, room 207 Pryzbyla Center) to coordinate reasonable accommodations for students with documented disabilities. To read about the services and policies, please visit the website: http://disabilitysupport.cua.edu.
Assessment
Your final grade will be calculated as follows:
Grade Point Allocation:
3 Tests and the Final Exam: 10 or 15 points each; 50 points total
Two Case Studies: 20 points each
Class Participation/Pop quizzes 10 points total
Total = 100 points/percent
Course Grading System:
Test #1 10%
Test #2 15%
Test #3 15%
Final Exam 10%
1st Case 20%
2nd Case 20%
Class Participation 10%
Case Study: Two case studies will be solved in writing (Typed, 12 pt type, double-spaced with a cover sheet) 800 words in length and returned to the instructor on — or before — the date due. The Alert Student will be prepared to deliver a five-minute oral presentation to the class.
See How to Write a Business Case Study. http://www.yoest.com/2009/10/23/how-to-write-a-business-case-study/
Case Study points grading scale:
2 Topic
5 Content
5 Supporting statements
2 Grammar
3 Appearance/delivery
3 Follow directions
==
20 total
Additional information and public speaking helps. http://www.yoest.com/2008/07/31/current-event-presentation-helps/
The Final Exam is comprehensive and will cover material from the entire semester. The Final will be a take-home, open-book and notes exam. All Exams are the individual work and intellectual property of the student with no contact with other individuals permitted.
The Alert Student will expect a quiz in every class.
There is no make up for quizzes or exams-unless approved by the Instructor.
If an assignment is accepted late, a letter-grade grade penalty or at least a 10 percent reduction will be imposed
Class Participation is a subjective measure at the discretion of the Instructor. This is like a job interview: No show; no offer.
Class attendance is mandatory for a number of reasons:
1) Examinations will contain course lecture material that is not in the assigned reading;
2) Your Business Professor asks a lot of questions. It is convenient to attend so that the student might answer;
3) A variety of in-class activities are not available for make-up;
4) The Class Participation portion of the course grade is based upon the significance and quality of the student’s contribution to the discussion and activities
If the Student fears any difficulty with participating in class please see Your Business Professor.
Reports of grades in courses are available at the end of each term on http://cardinalstation.cua.edu.
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. http://www.yoest.com/2011/04/22/how-to-write-a-letter-of-recommendation-or-an-endorsement-from-a-third-party/
See Job Search Tips. http://www.yoest.com/2009/03/30/looking-for-a-job-pass-this-test/
There will only be 14 class sessions.
COURSE OUTLINE
1. August 29
Introduction and Expectations
Chapter 1. Management And Organizational Behavior.
The Laws of the Public Policy Process, by Morton C. Blackwell, http://www.leadershipinstitute.org/resources/writing.cfm?w=11
September 5 No Class
2. September 12
Chapter 2. Perception, Attitudes, And Individual Differences.
Chapter 3. Motivation.
Chapter 4. Communication.
3. September 19
Chapter 5. Group Dynamics.
Chapter 6. Work Teams And Intergroup Relations: Managing Collaboration And Conflict.
Chapter 7. Leadership, Power, And The Manager.
4. September 26
Test #1
5. October 3
First Case Study
October 10 No Class
6. October 17
Chapter 8. Macro-Organizational Behavior: The Organization’s Environment.
Chapter 9. Organization Structure And Design.
Chapter 10. Organizational Culture And Effectiveness.
Chapter 11. Organization Development And Change.
7. October 24
Test #2
8. October 31
Section I: ORIGINS OF ORGANIZATIONAL BEHAVIOR
1. The Principles of Scientific Management (Frederick Winslow Taylor)
2. The Giving of Orders (Mark Parker Follett)
3. The Hawthorne Experiments (Fritz J. Roethlisberger)
4. Overcoming Resistance to Change (Lester Coch and John R. P. French, Jr.)
5. The Human Side of Enterprise (Douglas M. McGregor)
Section II: MOTIVATION AND PERFORMANCE
1. A Theory of Human Motivation (Abraham H. Maslow)
2. Achievement Motivation (David C. McClelland)
3. One More Time: How Do You Motivate Employees? (Frederick Herzberg)
4. Existence, Relatedness, and Growth Model (Clayton P. Alderfer)
5. Expectancy Theory (John P. Campbell, Marvin D. Dunnette, Edward E. Lawler, III, and Karl E. Weick Jr.)
6. On the Folly of Rewarding A, While Hoping for B (Steven Kerr)
7. Goal Setting–A Motivational Technique That Works (Gary P. Latham and Edwin A. Locke)
9. November 7
Section III: INTERPERSONAL AND GROUP BEHAVIOR
1. Cosmopolitans and Locals (Alvin W. Gouldner)
2. Assets and Liabilities in Group Decision Making (Norman R. F. Maier)
3. Origins of Group Dynamics (Dorwin Cartwright and Alvin Zander)
4. Group and Intergroup Relationships (Edgar H. Schein)
5. Groupthink (Irving L. Janis)
6. Transactional Analysis (Muriel James and Dorothy Jongeward)
7. The Johari Window (Jay Hall)
8. The Abilene Paradox: The Management of Agreement (Jerry B. Harvey)
9. Stages of Group Development (Bruce W. Tuckman and Mary Ann C. Jensen)
10. Self-Directed Work Teams (Ralph Stayer)
10. November 14
Test #3
11. November 21
Section IV: LEADERSHIP
1. The Managerial Grid (Robert Blake and Jane Mouton)
2. How to Choose a Leadership Pattern (Robert Tannenbaum and Warren H. Schmidt)
3. Leadership Decision Making (Victor H. Vroom and Arthur G. Jago)
4. One Minute Management (Kenneth H. Blanchard)
5. Fundamental Leadership Practices (James M. Kouzes and Barry Z. Posner)
6. Management and Leadership (John P. Kotter)
7. Servant Leadership (Robert K. Greenleaf)
8. Situational Leadership (Paul Hersey)
9. Crucibles of Leadership (Warren G. Bennis and Robert J. Thomas)
Section V: POWER AND INFLUENCE
1. Is It Better to Be Loved of Feared? (Niccolo Machiavelli)
2. The Bases of Social Power (John R. P. French, Jr. and Bertram Raven)
3. Position Power and Personal Power (Amitai Etzioni)
4. Who Gets Power–and How They Hold on to It (Gerald R. Salancik and Jeffrey Pfeffer)
5. The Power of Leadership (James MacGregor Burns)
6. Situational Leadership and Power (Paul Hersey and Walter E. Natemeyer)
Section VI: ORGANIZATIONS, WORK PROCESSES, AND PEOPLE
1. Bureaucracy (Max Weber)
2. The Individual and the Organization (Chris Argyris)
3. Mechanistic and Organic Systems (Tom Burns and G. M. Stalker)
4. Management Systems 1-4 (Rensis Likert)
5. Management by Objectives (George S. Odiorne)
6. Differentiation and Integration (Paul R. Lawrence and Jay W. Lorsch)
7. What’s Missing in MBO? (Paul Hersey and Kenneth H. Blanchard)
8. Reengineering Work Processes (Michael Hammer and James Champy)
12) November 28
Section VII: INCREASING LEADERSHIP AND ORGANIZATIONAL EFFECTIVENESS
1. Skills of an Effective Administrator (Robert L. Katz)
2. Leadership Effectiveness Can Be Learned (Peter F. Drucker)
3. Organization Development (Wendell French)
4. In Search of Excellence (Thomas J. Peters and Robert H. Waterman)
5. The Learning Organization (Peter M. Senge)
6. Competing for the Future (Gary Hamel and C. K. Prahalad)
7. Emotional Intelligence (Daniel Goleman)
8. The Level 5 Leader (Jim Collins)
9. Feedforward (Marshall Goldsmith)
13. December 5
2nd Case Study
14. December 12, 2011 In-class exam and take home
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 5, 2011.
NOTE: This syllabus is subject to change by the instructor without
notification. It may be changed at anytime for any reason without notice by Your Business Professor. The class schedule, course content or tests may be amended or guest speakers may be added without any prior notification.
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. Mr. Yoest also teaches graduate business students at The Catholic University of America. 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 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 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.
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 Americans United for Life, 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.’
1 July 2011
Practice exam BUSiness 200 Summer 2011, text #1
Following is an exam that was given in the past with a different text book — this will provide the Alert Student with a sense of the content and style to expect on the test on 5 July
Our test will cover chapters 1 to 5 and the class material.
Be sure to work with your study partners.
BUS 200, 27 Sept 2010 Name _____________________________
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
Time and Motion Studies
SWOT
MBO
Supplier Dependence
Life lie – Business Lie
SMART Goals
Group Think
Competitive Advantage
SWOT
Purpose of Business
Manager’s Formula
Staff’s Formula
Chain of command
Matrix
Authority
Responsibility
Delegation
Multiple choice, circle best letter. One point each. 11 points possible.
A manager engaged in the management function of ____ is monitoring progress toward goal achievement and taking corrective action when needed.
a. Planning
b. Organizing
c. Leading
d. Controlling
e. Motivating
Jane is in charge of her Rotary Club’s annual fund-raising auction. She will decide who will ask local businesses for prizes, who will determine the site, who will sell tickets to customers, and who will work the night of the auction. She is engaged in the management function of:
a. Planning
b. Controlling
c. Leading
d. resource allocation
e. Organizing
Which of the following statements about the origins of management is true?
a. Job enrichment was developed during the last half of the twentieth century.
b. Management as a field of study is only about 125 years old.
c. Information management appeared with the first computers.
d. The use of management functions would have made the building of the Egyptian pyramids more efficient.
e. All of the above statements about the origin of management are true.
Frederick Taylor is famous for____.
a. developing time and motion studies
b. first defining the functions of managers
c. developing the fourteen principles of management
d. creating the principles of scientific management
e. doing all of these
Which of the following statements about ethics is true?
a. Acting ethically is always easier than any other form of action.
b. Employees assume no risk when they conduct themselves ethically.
c. Ethics can be specifically defined, like other laws.
d. If an act is legal, it must by definition be ethical.
e. Ethics is the set of moral principles or values that defines right and wrong for a person or group.
Which of the following is a commonly used method for increasing goal commitment?
a. reward whistleblowing
b. make goals public
c. get the union’s support
d. use the equity theory
e. establish a median goal for all employees
There are numerous competitive brands of cosmetics, perfumes, hair-care, and skin-care products on the market. One such brand is Aveda. To differentiate its products from other similar brands, Aveda focuses on educating its customers on general skin and haircare. Its salespeople are trained to answer questions and help customers find solutions. Aveda has used customer education and employee training to ____.
a. create synergy through relationship marketing
b. prevent product duplication
c. make efficient use of imitative resources
d. eliminate the need for nonsubstitutable resources
e. create a competitive advantage
Which of the following methods for managing resistance to change should only be used as a last resort or under crisis conditions?
a. mentoring
b. arbitration
c. negotiation
d. coercion
e. reinforcement modification
A(n) ____ is a direct tax on imported goods designed to make it more expensive to buy those goods, instituted in hopes of reducing the volume of those imported goods in a given country.
a. tariff
b. nontariff barrier
c. trade roadblock
d. boycott quota
e. import subsidy
With ____ departmentalization, most employees report to two bosses.
a. geographic
b. matrix
c. product
d. customer
e. functional