A RECOMMENDATION: MODEL FOR EXCELLENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G01116R001102170010-9
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 46
• Document Creation Date: December 22, 2016
• Document Release Date: May 24, 2011
• Sequence Number: 10
• Publication Date: January 10, 1986
• Content Type: MEMO

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^ 1 . . ~~
~../~?~ ~:1~. ..9 l i.ir .,iiy~ Executive Registry
86- 0098
10 January 1986
Chairman, Excellence Task Force
FROM: Executive Secretary
SUBJECT: A Recommendation: "Model for Excellence"
A recent retiree I offered the attached
package for consideration by the DCI. It has been reviewed by the EXDIR
and the DDCI. As you will see, Jim sen~ a note of acknowledgement
and suggested to the DCI/DDCI that your group review it.
Please take a look at this along the lines that Jim has suggested and
return it, along with your recommendations and/or suggestions, to the DCI.
Attachment:
As stated
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MEMORANDUM FOR: Director of Central Intelligence
Chief, Registrar & Support Division,
Office of Medical Services, DDA
You have demonstrated your commitment to excellence and have
invited employees to directly communicate with you on the
subject. Even so, I would ordinarily still opt to address you
through channels (no surprise to line command). However, since
both my boss, Dr. Ingram, and his boss, Mr. Fitzwater, are busy
now clearing their desks for retirement, I am accepting your
invitation to correspond directly.
Accompanying this memorandum is a Letter of Appreciation to
the employees of the Registrar & Support Division, OMS and a
Guideline. The guide is a basic model for excellence. The
letter demonstrates that the model works. I make no claim on the
successes of either. The guide is a distillation of bits, pieces
and chunks of information gathered over several years, written in
draft only (until now) and used as a referent from time to time.
The accomplishments of the people are their own.
Actually, the performance of the people is not excellent -
and they know it. They know that excellence, like spiritual
perfection, is something sought but rarely attained. The guide
is not a map to be followed. But rather, it is a collection of
congruent ideas to be presented as counsel, when needed and in
the appropriate form for the situation.
Read the package, you'll get the drift. Then, I ask you,
drop in for about an hour for an unannounced shirt sleeves visit
with the people (it'll probably scare the hell out of them). No
one in the division will make a claim of excellence; more likely
they will express frustration. Yet, I think you will get the
sense that the spirit, the effort and the becoming of excellence
that you seek for the Agency is happening in the office of
Medical Services.
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The front door to the Registrar & Support Division is at the
OMS reception desk. The acting chief will be STAT
Your visit will boost the people more than would any STAT
--land you will feel rewarded.
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MEMORANDUM FOR: All Employees, Registrar & Support Division, OMS
Chief, Registrar & Support Division
SUBJECT: Letter of Appreciation
On 3 January 1986, I shall pass the flag to abler hands - I
will retire. I want to thank you. So that you might know how
deep felt my thanks is, let me recount the previous 3 years:
In June 1982 the Plans & Support Staff, OMS and the Registrar
Services Staff, OMS were merged, becoming the Registrar & Support
Division. Included in this reorganization was the Medical
Systems Analyst and her two part-time clerical assistants. The
MSA's office was isolated from the rest of the division,
including her assistants, who literally did not have desks
(on a space available basis they borrowed and shared one desk in
the Clinical Activities Division). The Support Branch and the
Registar Branch were, like bookends, on either side of the Field
Operations Division.
Ordinarily, in reorganization a component focuses inwardly.
Missions and functions must be realigned and resources of all
kinds; time, space, people, material, money, are reallocated.
This was not the case in R&SD. The purpose in organizing the
division was to provide the Director of Medical Services with a
tool for enhancing the accomplishment of OMS' missions and
functions and for embarking on new goals and objectives - R&SD
would have to take care of itself after the needs of OMS were
served.
So, from ground zero; no start-up time, cramped and
physically dislocated, understaffed, and no preallocation of
materials or money, what have we accomplished these past three
years?
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1. Coordinated and provided MSO backstopping concurrently
a.
b. Laboratory personnel shortfall
c. Rotational assignments
d. Annual leave coverage for headquarters and domestic
site personnel
e. Uninterrupted CPR instruction commitments
2. Expedited Summer Fellow applicant clinical and
psychiatric screening.
3. Contributed to DDA Emergency Action Plan.
4. Contributed to further refinements of Agency applicant/CT
processing.
5. Second year best DDA record for position and FTE
management.
6. Logistical support to CA/TF:
a. Handled 3 tions for replenishment of stock
averaging per month
b. Coordinated supply cables May - September 1983
c. Edited, verified and provided acceptable supply
substitutes.
7. Completed space renovation of FOD and R&SD.
8. Provided support to PSD renovation resulting in nine
additional offices and testing rooms.
11. Consolidated FAN Accounts resulting in less confusion and
more meaningful trend reports.
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12. Procured Wang Alliance System, new Holter, EKG, Eye,
Audio and Hematology systems.
13. Coordinated change in WAE physical examination schedules.
14. Assumed administrative responsibility for Agency Exercise
Program.
15. Automation and information management functions
consolidated within R&SD as Information Management Branch is
established (Oct 1983); functions and objectives of branch
defined.
16. OMS Interface with the Agency's Human Resources System
implemented.
17. Wang Alliance Office Automation System introduced and
effectively utilized; OMS system administrators cited for their
outstanding performance in bringing up and maintaining the system.
18. OMS invited to participate in the Release 1 testing and
utilization of the Personnel Resources Information Management
System (PRIM), giving us on-line access to the official personnel
files for OMS.
19. OMS selected to act as a "showcase" to the Agency
displaying the effective use of automation tools, based upon its
present situation and plans for the immediate future.
FY 84
1. Provide support for move of Ames facility
Building, completion and renovations at C of C. Building,
established nurses' stations at Ames land
supported CAD in their renovations of office, gym and laboratory
spaces.
3. Modular furniture installed in IMB allowing us to locate
four people in a space which previously would only accommodate
two.
4. Assisted in the management of OMS resources to keep
functional activities on line while concurrently meeting multiple
Agency surge requirements.
5. Participated in obtaining GSM pay raise, indemnity clause
for Independent Contractors and attainment of recruitment EOD
goals for CTP (through June 1984).
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6. Issued OMS Emergency Manuals to components.
7. Through PMCD survey, assisted in accomplishing goal of
attaining position and grade structures that reflect the
diversity of skills and broad-based knowledge required of OMS
personnel; thus providing our employees with realistic career
ladders which offer incentive to grow.
8. Surveyed functional and records keeping procedures and
resource needs of SPD and PSD for D/MS.
9. Assisted in FTE/Position factoring project which provides
OMS with clerical, MSO, MD and RN personnel resources to meet
most all contingencies.
10. Backlog of medical records archiving largely eliminated
and Summer Only medical records integrated with sponsor files.
11. Operation Uplift, Phase I, completed - an automated
system in support of medical chart handling and patient
scheduling designed to replace labor intensive procedures with
computer technology.
12. Office automation equipment and software enhanced;
Wang/VM/AIM interface established; library integrity insured;
conference room calendar established.
13. Varian minicomputer phased out completely.
14. MEDSIGN enhanced to add easy query capability for users.
15. Diagnosis project built on existing patterns of illness
database in RAMIS.
16. Laboratory and Nursing supplies entered on Wang for
monitoring and reordering.
17. All laboratory devices with communications
microprocessors connected to Delta Data's through switch boxes.
18. ADP equipment - interactive terminals, personal
computers, communicating graphics devices, laser printer ordered
in support of FY 85 goals.
1. Increased supply and POV imprest funds thus providing
more flexibility in handling surge requirements such as the
purchase of equipment and accomplishing minor renovations and
repairs.
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2. Contracted with wholesale drug companies to buy direct
via telephone which expedites drug and medical supply purchases
and eliminates paperwork.
3. Secured equipment, supplies and provided minor renovation
to Ames Building in support of clerical applicant screenino-
5. Fileroom area reconfigured with ergonomic system
furniture and new partitions, making private interview room for
the MRO, space for IPS away from traffic flow and more
workstations for personnel.
6. Began using computerized shelf list for archiving medical
records.
7. Instituted liaison between the main fileroom an
fileroom for coordination of chart handling procedures; se up
procedures on AIM for chart requests.
8. OUT cards for the fileroom charts automatically
generated, replacing manual entry.
9. Procedures for online logging of 259's installed and
implemented, eliminating the need for hand counting.
10. Made the cross-reference of IDs (name, SSN, medical chart
number) available to those who need to know in OMS.
11. Installed and implemented telecommunications links from
American Medical-Laboratories to the OMS labs at headquarters and
for the automatic transmission of blood analysis reports.
12. Acquired personal computers (10 IBM and 1 Wang) to expand
computing capabilities and to support optical mark readers,
laboratory microprocessors and external data base access; PC
Administrator appointed to coordinate PC activities and assist
users.
13. Installed and implemented the GTE Medical Information
Network (MINET) for access via computer to up-to-date clinical
and drug information and for training through Continuing Medical
Education program.
< ..1 uuIca uaac uc.' ttj11 C:UlllpleLeu ana set up on
screen formats for the individual contributing components
nearing completion.
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15. In a joint effort with OIT, initiated long-range plans
for project MIDAS, a medical information knowledge base using
artificial intelligence that will serve as an expert system to
assist physicians, to interact with patients, and eventually to
serve field offices in real-time mode.
16. Completed 0 data base for the Employee Assistance
Program.
17. Provided every research and assessment psychologist with
an interactive terminal, thus expediting recruitment processing.
18. Installed a dedicated graphics terminal and pen plotter
on the VM Interactive system, providing a visual dimension to
analysis of our data bases; appointed a graphics specialist to
assist users.
19. Began publication of the IMB Newsletter, designed to help
the novice terminal user in OMS with problems, provide helpful
hints and interpret systems news; continued publication of the
Wang Newsletter.
Remarkable. The R&SD, when fully staffed ~7dfull-time we never hav~
been), has a total work force of =employees and
part-time) comprised of administrative, support, budget and
finance, logistics and medical requirements officers, systems
development analysts, programmers, computer technicians,
personnel and administrative assistants and clericals. Think
about it, this mere handful of people has not only met its
mission and functions obligations but has also played an
important role in enabling OMS to meet all its missions and
functions. Furthermore, this division-has lent direct support to
other offices of the DDA and the DDS&T and DDO directorates.
In order to achieve these many accomplishments it required
loyalty, hardwork, a willingness to sacrifice, and to give the
extra effort when resources were pulled away from you. This was
required of everyone of you; no room for slackers. You gave
willingly, uncomplainingly and voluntarily. Neither your
supervisors, branch chiefs, nor I can take full credit for
motivating you to such superior performance. Such motivation
comes from inside you; belief in yourself and in what you are
doing.
For the coming years all three branches, each of you, have
made plans to meet the new challenges and to attain new goal
objectives for the office. It will be an exciting time going
into the 21st century. I know you will do well.
Thank you all,
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Search for Excellence ...................................... 1
Employee Excellence .................................... 1
Organizational Excellence .............................. 2
Employee & Organizational Excellence ................... 3
Misoneism .................................................. 4
Voluntary Participation .................................. 4-6
Future Trends ............................................ 6-8
Change Management ................. ....................... 8-9
Planning, Organizing, Staffing ................ ...... 9-11
Directing and Controlling ..... ..................... 11-13
Effective Evaluation ...................................13-16
Performance Appraisal ................................ ..16-17
Behavior ................................ ......... ...... 17-18
Style ............................... ............... 18-19
Elements of Style ..................................... 19
Decisions, Convictions, Conflict ............... 19-20
Emotions, Humor and Effort ..................... 20-21
Attitude ............................................... 21-22
Enthusiasm ............................................. 22-23
Motivation ............................................. 23-26
Public Interaction ...................................26-27
Principles of Personal Growth .......................... 27-29
Quality of Life ........................................... 30
Information Sources .................................... 31-32
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Search for Excellence
When today's organization undertakes the search for excellence
it is pursuing the age old goal_ of achieving high morale, status
and motivation. However morale, status and motivation are not
really tangible things. We say that the esprit de corps of a
military unit is very high; so is that of a terrorist group. The
status of a religious leader is very high; so is that of an
underworld chieftain in his organization.
Morale and status are by-products of our total environment and
how we react to and are seen by ourselves and others in that
environment. Motivation is belief in what we are doing. The
deeper the belief, the stronger the commitment. Commitment
nurtures enthusiasm, energy and will. This kind of activity
promotes achievement and success; hence status. Achievement and
success lead to motivation. Thus, excellence.
Employee Excellence: A job provides full motivational value to
the organization when it satisfies all relevant needs which may be
present in the person performing it. A balanced job blends all
levels of need so that managers may maintain a perspective on group
productivity and individual fulfillment.
To accomplish this balance, a voluntary interaction of people
at all levels needs to be created. The natural by-products derived
from this action are high morale, status and motivation, ie,
excellence.
Those who participate in designing these concepts must have an
awareness of real needs and conditions, knowledge of the
organization and management, and most importantly, freedom of
thought. The best results occur when all occupational endeavors
and personnel needs, (physical, security, social, esteem and
self-fulfillment) are also congruent with employee personal,
familial, social, occupational and spiritual philosophy. (figure 1)
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EMPLOYEE EXCELLENCE
PERSONNEL JA. PHILOSOPHY
NEEDS
Qr.Aur7nTTnuoI ? ~
COMPAT BILTY LTY
COMP. TIE
r''- EMPLOYEE
BELIEFS & NEEDS
COMMITMENT
ENTHUSIASM
ENERGY
WILL
MORALE
ACHIEVEMENTS
STATUS
Figure 1
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Organizational Excellence: An organization and those people within
it who believe in their occupational endeavor plan toward a kind of
"continual becoming" rather than a final goal. The organization
and its people must continually change if the organization is to
survive over time.
Past IBM president Tom Watson, Jr. said, "The basic philosophy,
spirit and drive of an organization have far more to do with its
relative achievements than do technological or economic resources,
organizational structure, innovation and timing. Three basics
paramount to an organization's beliefs should be: respect for the
individual, the best customer service possible and excellence in
the pursuit of goals."
Each of us in stating our objectives learns to specify only the
"what" and "when"; to avoid the "why" and "how". That is as it
should be, provided we have an understanding of the organization's
philosophy prior to setting our objectives and goals; ie, what it
is we as an organization believe and what is the basis for that
belief? Once a mutually agreeable philosophy is reached we then
have a plan against which to weigh our goals and objectives - "why"
we have set these goals and "how" will they contribute to the
fulfillment of the organization's ideals.
For the organization to succeed, managers must insure that
ethical standards are well defined and that employee work is
systematically judged against these standards. Along with this,
managers are required to be alert for and anticipate problems and
put themselves in a position to cope with the problems when they
become real. They do not confine themselves to tactics and
strategy alone but must continually evaluate organizational
capabilities and intentions.
It is clear that ethical standards must apply evenly and with
no exceptions, that these standards take precedence. The fact that
everyone knows the rules is a great discipline. It makes managing
more effective and it helps avoid legal difficulties.
While we all should be aware of the major issues involved and
the specific choices to be made, an ethical code is the concern of
the chief executive - the ideas might come from below, but the
responsibility comes from the top.
The ultimate value of any management research an organization
undertakes lies in the production of information that enables
people to believe in change. The idea of change enables people to
plan toward a continual becoming - this attitude evokes a
maintaining interest to learn (figure 2).
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ORGANIZATIONAL EXCELLENCE
IORGANIZATION1
MAJOR ISSUES SPECIFIC CHOICES
STANDARDS
ETHIC CODE VALUES [INTENT
UPGAN 16T I ONAL BELIEFS
PH I L O5OPHY/BEL I EFL
STRATEGIES?
l~~HY HOU
U GOALS/OBJECTIVES
FACTORS
"WHEN"
.......................... r
CONTINUAL BECOMING
Figure 2
I ti CHANGE GROWTH
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Employee and Organizational Excellence: Well defined personal and
organizational ideals makes it less difficult to understand and
achieve the objectives we have chosen for ourselves and those that
are directed by the organization. This understanding leads to a
kind of interest that promotes positive attitudes, evokes
enthusiasm and encourages the motivation that propels people toward
voluntary action.
An unending cycle of support is formed, a mutual bond that
identifies compatible needs and beliefs which lend themselves to
the accomplishment of goals that fulfill both employee and
organizational expectations. Hence the organization's and the
employee's joint success promote the motivation for the continued
growth of both (figure 3).
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EMPLOYEE AND ORGANIZATIONAL EXCELLENCE
EMPLOYEE/ORGANIZATION
rF
LEARNING & GROWTH
r -I
EMPLOYEE ORGANIZATIONAL ORGANIZATIONAL GOALS
F111 1 FT1 1 MENT
VOLUNTARY
ACTION
REALIZATION THAT GOALS
WILL SATISFY PERSONNEL
NEEDS & BELIEFS
Figure 3
[BELIEFS & NEEDS
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Misoneism
Improvement changes are an ongoing goal in most organizations.
However, the aspect of change is often met with resistance by the
personnel of the organization. Offices may even join forces to
resist change. To consider change is perceived by some as an
admission of having operated inefficiently.
Managers may have apprehensions of losing control. They fear
that change will reduce their managerial prerogatives and the
organization will not provide adequate support or resources once
old ways are given up. Indeed, the acceptance of new concepts can
change carefully built networks and territorial parameters.
Thus, executive management must oversee change to insure that
the results reflect the best interests of the whole organization.
Those who participate in the design of change must be free to do so
without the pressures of line-parochialism. They must have an
awareness of field needs and conditions and conceptional knowledge
of the organizations objectives. Ideally they will possess
qualities of leadership, education, creativity, initiative,
skepticism, political aptitude, ability to synthesize and stamina.
Voluntary Participation
Free voluntary participation is both the root of necessity and
a most distinctive characteristic of excellent organizations.
Guidelines for effecting volunteerism are:
1. See to it that personnel have a meaningful role in policy
making and implementation; that they have a piece of the action.
2. Realize that there are many people who will not be
interested in some particular activities. To attempt to
involve them may be patronizing, painful or seem quite trivial
from their perspective.
3. Personnel need to feel a sense of fellowship and personal
belonging if they are to do their best work toward the
organizations goals. Contact and appreciation from valued
fellow members encourages and renews their efforts and gives
them something to fall back on when their efforts go poorly.
4. Public recognition can often make people more productive
for a long while. To be convinced, people inside and outside
the organization need to hear about its successes in the mass
media.
5. The aspects of the organization that performs a moral,
civic and social service that contributes to human betterment
should be emphasized; but it should not be overplayed.
Enlightened self interest is a powerful motivator.
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6. Point to real past successes and goals accomplished.
Indicate realistic future expectations, given redoubled effort
by present personnel. Stress how each member counts and how
overall effectiveness depends on the individual. Try to
develop positive attitudes toward the whole organization (or
toward what it might become).
7. For inactive or apathetic people, lead them step by step
through simple token tasks that can be accomplished easily to
more lengthy complex tasks.
8. Special orientation or education programs that describe the
history, past achievements and future goals develops commitment
to organizational goals and aims.
9. Boring or otherwise negative aspects of organizational
activity or roles should not be downplayed.
a. Extraversion; an open, friendly, easy approach to other
people.
b. Self-confidence and good psychic adjustment.
c. Willingness to take charge.
d. A desire to achieve.
e. Flexibility and adaptability.
f. A sense of morality and justice.
11. Change and loosen any requirements that are not essential
to organizational goals. Requirements may be largely a product
of historical incidents and not really relevant to needs, goals
and environment today. So long as the organization has a
clearly defined objective set of goals to accomplish, and is
actually trying to do so, there is little risk of loss with
minimal requirements.
12. Insist that all personnel play an active role or drop out.
13. Structure the benefits and rewards so that the rewards of
all kinds (tangible and intangible) accrue to the hard workers.
14. Avoid becoming over formalized. Formal bureaucratic
structure should not be any more elaborate than required for
efficiency of operations.
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15. Build an effective evaluation system into all
organizational systems. No organization operates at top
efficiency and effectiveness over long periods of time. Not
every program that worked elsewhere or worked formerly will
continue to work well. Virtually all programs could be better
if their members and leaders really wanted to be.
Future Trends
The future points to a continuing outward spiral of
technological growth, a greater demand for specialized skills, and
a continuing lack of resources of all kinds. Correspondingly, the
demand for more rapid response, the greater interaction among
people, organizations, and nations requires the development of new
concepts of policies, procedure, and control. To meet these
requirements emphasis needs to be placed on the commitment of
personnel, development of down the line voluntary participation,
and a constant attention to effective evaluation, implementation,
and feedback systems. Future trends that are likely to affect
organizations are:
1. Increasing need for programs to respond more quickly to the
current needs and priorities of people, the community and the
world.
2. Increasing importance of devices for social navigation,
problem solving diagnosis and experimentation will focus
increasingly on the re-evaluation and innovate redesign of
social systems in order to meet emergency, local, national and
international needs and crises.
3. Experimentation with the use of telephones, satellite
communication, cable TV,- computer linkages, microwave, and laser
communications will take the lead in developing advanced
feedback systems which will become institutionalized as a part
of the governments of nations and the world.
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4. More rapid turnover in personnel and more rapid changes in
the membership of groups as a result of the increased mobility
of the population will generate a sense of temporariness in
social identities and affil-iations. The activity of
individuals will become even more spasmodic, cyclical and
variable than present.
5. Great increases in ad hoc short term and problem focused
groups, which will form, be active and quickly disband as the
need or problem they addressed is dealt with and recedes in
importance. Organizations must learn to adopt the taskforce
and informal coalition style of attacking current needs and
problems or they will lose much of their potential constituents
to the more flexible temporary types of organizations.
6. Increased tendency for informal functional substitutes for
organizations. Information services, computer terminal
networks, informal collective activities, joint consumership
(buying or not buying something) etc. - all will come to be
important alternatives to the usual formal organization.
7. Expect the more active and effective forms of action to
increasingly adopt various kinds of open system dynamic models
of structure and operation in order to meet and deal with
trends. Correspondingly, the old style hierarchical,
mechanical, static, organization chart style of structure and
operation will prove less effective.
8. Increasing spread of organizations, skills, and
communication network skills from being a trade secret of the
elite to being part of the common knowledge and practice of the
great majority will mean more to participate, to communicate
and to share ideas or plans with a variety of other people in
other places through related collective forms.
9. Large increases in the number and variety of groups as
average education levels, occupational specialization, and
discretionary time increase, as industrial societies become
post-industrial (service) societies, increasing average number
of group memberships we will become more people who are known
by our group affiliations rather than by our jobs, our
socioeconomic status, our religion, or our ethnic (or national)
identity.
10. Increasing challenges to the economic viability of a world
of increasing competition for resources of all kinds. Changing
patterns of organizations support, with government and business
providing more support through buffer agencies. The role of
businesses and governments in helping or hindering action
through their fiscal, management and taxation policies will
become increasingly a rational part of planning nationally and
transnationally.
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11. More emphasis will be placed on the quality of human life
and the need for broader vision of human welfare and the common
good.
12. Partly in response to the foregoing, there will be a
substantial increase in the number of intersect organizations,
hybrid types of quasi-governmental and/or quasi-business
organizations.
13. Mutual cooperation among organizations will increase
significantly in the sharing of common buildings, equipment,
maintenance services, accounting services, fringe benefits
systems and related overhead expenses.
14. There will be a marked increase in new kinds of resource
and technical support organizations, whose aims are to foster
and facilitate the work of other organizations.
15. Increased rapidity of rotation of leadership among
organizations in two different senses. First, as organizations
administration becomes more professionalized and established as
a recognized high level speciality of its own, leaders will feel
increasingly free to move among positions in different
organizations. Second, as temporary and flexible types of
organizations become more. prevalent there will be a speeding up
of new organizations rising up to take over idealogical
leadership from more established groups that have remained
bureaucratic, stable, conservative, slow moving and lacking in
organization.
16. There will be an increasing overlap among components of
individual behavior, among one's job, one's citizen role, and
one's participation in organizations. The personal values
guiding individual behavior in each realm will have to be
integrated and made congruent.
17. There will be stronger ties among related groups in
different countries, between social science and action,
knowledge and practice; a real two-way flow of information,
ideas and problems between scholars and practitioners.
Change Management
The organization and the people within it must continually
change if the organization is to survive over time. To manage
change we must determine:
1. What must be done, why, and what are the priorities?
2. How must it be done, what are the program steps or plan of
action required?
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3. When must it be done?
4. How much will it cost in total resources?
5. What will constitute satisfactory performance?
6. How much progress is being achieved, how is it being
measured?
7. When and how will corrective action be taken?
Planning
Planning, Organizing, Staffing, Directing and Controlling are
the functional management components for attaining goals and
objectives. In the planning stage, the nature and scope of work to
be done and the roles and missions are defined. A forecast of
future requirements and goals is estimated. Once understood and
agreed to the determination of results to be achieved can be made
and a statement of objectives written.
The statement of objectives specifies a single key result to be
accomplished. It specifies a target date and maximum cost
factors. It is as specific and quantitative, hence measurable and
verifiable, as possible. It emphasizes the what and when and
avoids the why and how. The statement relates directly to the
accountable person's roles and missions and to high level roles,
missions and objectives. It is readily understandable, realistic
and obtainable; but represents a significant challenge. The
statement of objectives provides maximum payoff on the required
investment in time and resources. It is consistent with the
resources available or anticipated. It is consistent with policies
and practices. And it is willingly agreed to by-all concerned
without undue pressure or coercion. The statement is kept in
writing and periodically referred to by all concerned. To avoid
sematic problems it is also communicated in face to face
discussions.
In evaluating the objectives statement we must ask eight key
questions:
1. Is the statement constructed properly? (action, key
result, target date, cost)
2. Is it measurable and verifiable?
3. Does it relate directly to the individual's roles and
missions and to high level roles, missions and objectives?
4. Can it be readily understood by those who must implement it?
5. Is the objective realistic and attainable?
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6. Will the result justify the expenditure of time and
resources required to achieve it?
7. Is the objective consistent with basic policies and
practices?
8. Can the accountability for final results be clearly
established?
With the objective set, the next step in the planning process
is programming; the plan of action, and scheduling; the
establishment of time requirements for objectives and programs.
These are followed by budgeting; the determination and assigning of
the resources required to reach objectives; policy making,
establishing roles, regulations, or predetermined decisions; and
procedures, determination of consistent and systematic methods of
handling work.
In program planning there are three questions:
1. What major steps are necessary to achieve the results
identified in the objective?
2. What priorities should be assigned to each major step?
3. What are the detailed steps necessary to support the major
steps which have been identified?
When addressing these questions there are several approaches
that might be considered. Certain activities are sequential, they
automatically fall in time. Others are of like effort, two or more
steps may be linked together. Or, they may be end event, connected
with other objectives. In decision tree programming, decisions on
subsequent steps will be based on data accumulated at the
conclusion of each intermediate step. Cost identification and
manpower loading, the availability of human resources, must be
considered. Steps that relate to the particular capability of an
individual worker may have to be programmed out of sequence to fit
the times he or she is available. The political influence, both
internal and external, of key individuals cannot be overlooked as a
possible factor in program considerations. Also, to be considered
are special events such as open houses, meetings, etc.
After studying the program approaches situation and selecting
the method, agreement and support must be gained. The plan can
then be developed, tested and reviewed.
In evaluating the program steps there are again eight key
questions:
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1. Will these steps collectively lead effectively and
efficiently to the accomplishment of the objectives?
2. Is each program step well defined and clearly stated?
3. Does it avoid getting into detailed "how-to's" which should
be determined by the person to whom assigned?
4. Is it clearly separate from other major steps?
5. Is it capable of being measured and verified?
6. Have priorities been clearly established?
7. Is it consistent with policies and practices?
8. Can the accountability for each step be delegated to a
single individual?
Organizing: The second component of the management function is
organizing. This is essentially a task of structuring and
integrating. Grouping the work for effective production and
establishing conditions for effective teamwork among organizational
units.
Staffing: The staffing function is one of analyzing the work for
personnel capabilities required. Identifying and appointing people
to organizational positions and providing opportunities for people
to increase their capabilities.
Directing: The leadership requirements of the management directing
function are four fold:
1. Assigning individuals with job responsibilities or specific
tasks.
2. Motivating people to perform in a desired manner.
3. Communicating an effective flow of ideas and information in
all desired directions.
4. Coordinating the achievement of harmony of group effort
toward the accomplishment of individual or group objectives.
Controlling: The main particles of the controlling stage are
establishment of standards, measuring performance and taking
corrective action. A gauge of successful performance in achieving
objectives must be devised. The assessment of actual versus
planned performance and bringing about of performance improvement
toward objectives must be accomplished.
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The basic elements of the controlling factors are time,
resources, quality and quantity; what is likely to go wrong, how
and when will you know and what will you do?
Innovations we must consider in the establishment of understood
and accepted performance standards are: A yardstick for
determining the probability of reaching objectives. A means of
measuring individual performance. Incentive for innovative
approaches. Incentive for individual/organizational improvement.
Means of self measurement and correction. The means for
interpretation of performance. Means for making realistic
forecasts for man/load purposes; for facility, equipment and
material needs; for evaluating and making tradeoffs on objectives;
for pricing purposes. Incentive and means for continuous and
consistent re-evaluation of methods and results. A means for
comparison with the performance of other organizations.
In choosing these various measures we must further consider the
arts of obtaining data. The potential value to management in
controlling. Time lapse period, the availability of the measure,
or access to the element to be measured, and the statistical
soundness of the measurements.
Forms of evaluation criteria that might be used are:
1. Personal observation: Has limitations; restricted
visibility, tendency to evaluate
methods more than results, tendency
to overly rely on memory and
technical ability.
2. Daily, weekly, monthly status reports.
3. Verbal status reports.
4. Milestone documents or charts.
5. Reports from interfacing departments.
6. Written assignment instructions: Returned with action
items checked off or annotated.
7. Correspondence follow-up sheets: Copies placed in tickler
file.
8. Tickler file: Notes, action items, reports filed by future
dates for review and follow-up.
9. Desk calendar: Reminder notes.
10. Daily activity report card: "This is what I did today."
12
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11. Problem reports: Verbal or written.
12. Incident reports.
13. Delinquent reports.
14. Change implementation letters.
15. Permanent bar charts.
16. Log book.
17. Common schedule sheet.
18. Man/load reports.
Among the causes that require corrective action, the most
commonly found are uncertainties, unexpected events, various
failures and human error. Uncertainties represent events that may
or may not happen and whose lack of precise definition of what will
occur can cause a performance deviation: Not knowing what the
future will bring, causing unwillingness to commit oneself.
Possible change in leadership. Possible delay in receipt of
materials, facilities, or personnel. Possible cancellations.
Possible change in direction. Possibility that original forecasts
were inaccurate.
Unexpected events such as epidemic, loss of key personnel, new
design development, change in picture. Failures such as machine
failures, test failures, nonreceipt of critical inputs, failure to
get anticipated approvals. There is honest human error:
miscalculation, lack-of sufficient knowledge or skill, lack of
proper instructions, too heavy a workload, outside distractions or
interferences. And there is human error due to incompetence:
Willful misdoing, gross negligence or in capability of performing
satisfactorily. The latter being a rare cause and should only be
assumed when there is strong evidence to support it.
Effective Evaluation
Effective evaluation of a program determines what aspects of a
program are more (or less) effective than others and why, so that
positive planned change can occur. Too often evaluation is simply
a matter of measuring inputs to a program with no real concern for
outcomes. Without effective evaluation, any activity we are
involved in can move farther away from accomplishing its desired
goals rather than moving closer as we would hope. Failure to
implement the results of evaluation (or at least get as close as
possible with the resources at our disposal) is a failure to cope
with change.
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1. Spell out in writing the values underlying the program.
Are we conscious as possible of all the major values and value
assumptions relevant to the program? Do we know the
constraints both on the ends (objectives) and on the means
(ways of achieving objectives)?
2. Specify in writing the goals of the program. While the
values tend to be highly abstract, goals are end states;
specific aims of the program.
3. Operationally define the set of tasks and resources
directed toward the accomplishment of goals and objective. A
program involves the allocation of people, money, facilities,
and other resources in a certain manner. The key questions of
the process are whether this allocation of available resources
of all kinds is actually furthering the intended goal, and
whether this goal could be more efficiently attained by some
other mixture or approach using available resources.
4. Take into account the natural problem of time pressure on
the evaluation process, but also allow sufficient time for the
program to show its true effects.
5. Include some measurement of the influence of the social and
biophysical environment.
6. In practical terms, one must first ask how much money or
other kinds of resources are available to aid in the evaluation
.of a given program and then design the best possible technical
evaluation process that the resources will permit.
7. The technical evaluation process can be seen as varying
along a continuum. At the low end of the scale would be the
informal evaluation of an insider. The next step up the
quality continuum is to have the evaluation of an informed
unbiased outside observer. If the evaluation of several
informed outsiders is taken, their biases tend to cancel each
other out to a substantial degree so that their collective
evaluation is very reliable on the whole. The highest quality
technical evaluation process involves doing actual evaluation
research based on an adequate research design, objective
indicators, time series data, statistical analysis of results,
etc.
8. Provide for practical feedback of the evaluation results to
the decision makers. Evaluation research is actually a kind of
policy research. The successful evaluator must get personally
acquainted with and actively relate to the decision makers both
before and after the technical part of the evaluation process.
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One must reach the right people with the ideas, implications
and results of evaluation or it will amount to nothing. A
written report should be simple and clear in describing the
problem, what was done by way of evaluation; the results, and
their implications and conclusions that follow. But the key is
also to present all this verbally in a give and take situation
with the decision makers.
9. Evaluation systems should be permanent features of every
organization. The evaluator has to understand the
organization's decision making system. To perform evaluations
without being fully aware of how, when, why and by whom
decisions relevant to a program are made usually means that the
evaluation will have little effect on the program.
10. Consider the full range of alternatives especially other
programs (possible or actual) aimed at the same related goals.
11. Basically, systematic evaluation determines the relative
cost effectiveness of a given program. But we must also ask how
much it costs in terms of all kinds of resources, ie, staff
time, equipment, facilities, etc.
12. The total evaluation process can still be a failure if
implementation does not occur. It is important to see the
implementation phase as separate from the decision making and
the feedback phases simply because there are many ways for
appropriate follow through implementation to be blocked or side
tracked in spite of all previous steps being properly completed.
13. Evaluation is a systematic mode of sensing and responding
to change and impact over time. Provide for periodic
repetition, the results of a program may be highly positive one
year and very negative the next.
14. Provide for changing and/or improving the evaluation
process itself over time. Like any other part of an
organization the evaluation process we use can itself be
evaluated and improved in its cost effectiveness and
appropriateness. Even a small percentage improvement in
efficiency or effectiveness can be very important in absolute
terms for a large program. Small organizations should generally
try to keep their evaluation systems correspondingly simple and
inexpensive, while larger organizations have a
leadership/management obligation to develop and implement
correspondingly more complex and more expensive evaluation
systems.
To do an adequate evaluation of programs and organizations, one
must first understand the meaning of evaluation and the emotional
associations people tend to have with this word or concept. One
must realize the general implications of doing, or not doing,
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evaluations. The evaluation process is intimately related to a
desire to deal with change and, in time, to improve effectiveness.
Performance Appraisal
Having examined the specifics of the approach to organizational
change it becomes apparent the the evaluation of the people within
the organization is probably one of the most important appraisals
required of any organizations managers.
It is generally agreed that a performance appraisal rating
system is a necessary managerial tool. This is true whether the
process is considered from the standpoint of management or the
employee.
Statistical records during an eleven month rating period report
the following letter rating percentages for one organization:
O-Outstanding
S-Strong
P-Proficient
M-Marginal
U-Unsatisfactory
8.6%
71.0%
19.7%
0.2%
0.5%
This system is obviously a very blunted management tool.
Causes for deficiencies and difficulties in systems of rating
are-variation in the use of scale from one component to another;
leniency and over-rating, being a good fellow; "halo effect",
carryover of one factor to affect all others; "cluster effect",
bunching of ratings of all subordinates with little
differentiation; lip service only, mechanical meeting-of
obligation; bias, favoritism, particularly toward those best known;
undue weight on specific or recent incidents; confusion between
performance and personality; lack of performance standards.
The ideal system has not yet been found, and many people
dislike making and receiving appraisals; but no system at all would
be worse. A supervisor has the obligation to give careful thought
to the way his subordinates carry out their duties.
Conversely, it is most desirable that employees be able to
measure themselves as they go forward through the year; since they
spend more time with themselves than their supervisor does.
Therefore, fairness and full disclosure are the two keys to
making a rating system work.If we must have a letter or number
rating systems; then, the performance of every employee should be
rated by his supervisor in one of only three categories. Any
manager should be able to place each of his people easily into one
of three categories, but it becomes much more difficult with five
or six. The complication tends to defeat the effort to be fair.
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Generally speaking, ratings fall in the classification of
unsatisfactory, satisfactory, and outstanding. It is anticipated
that approximately 10% will be in each extreme. Any supervisor
whose record shows that he or she has no "unsatisfactory employees"
may have an explanation to give his or her boss. Similarly one who
has no "outstanding employees" over a lengthly period of time also
has an explanation to give.
A performance appraisal should be timely, and as meaningful as
possible. An objective narrative appraisal of performance will be
more useful than any combination of letter or number grades. It
should be focused on actual job performance rather than personality.
The supervisor should participate with the subordinate in
exploring all the factors related to performance recognizing that
it is governed by the situation as well as by the person. The
supervisor functions as a helper, coach, or friend, not as a
judge. He stimulates thinking about ways to improve, rather than
spelling out his own solutions. He assures that growth in
performance can take place even without correction of personal
faults. Problem solving is particularly appropriate with an
ineffective employee who can reasonably be supposed to be capable
of doing a job well. Practical plans and goals for improved
performance and greater utilization of the individuals total
abilities are developed jointly.
The supervisor and subordinate jointly discuss the
subordinates' present level of performance, plot a future pathway
toward eliminating barriers to development and toward achieving
mutually agreed upon goals. Barriers may include aspects of the
supervisor's behavior and other features of the work setting. The
appraisal goes beyond assessing past performance, includes
diagnosing, planning, and follow-up for-change.
Performance improves most when specific measurable goals are
mutually established and agreed upon by the subordinate and his
supervisor. It is best that these goals be immediate and short
term. Frequent reviews of progress, as the need occurs, are less
threatening than the annual review.
The kind of performance appraisal reporting we describe here
will most certainly achieve results satisfactory to management, the
supervisor and the employee.
The problems of organization essentially are the problems of
individuals. If individuals can change, the course of the
organization can change. A thing that makes people want to change
is the sudden discovery that they can. The realization that causes
for human behavior lies not only in the past but in man's ability
to contemplate the future, or estimate probabilities.
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There are times when an individual may look over the various
parts of his character with perplexity. He/she recognizes that
he/she is made up of several persons and that the person that at
the moment has the upper hand will inevitably give place to
another. But which one is the real one? All of them or none?
One might make the following personal evaluation of his
predominant and back-up style and the elements of his style.
Style
Rank the paragraphs below from most to least typical; 1 is most
typical, 2 is next most, and so on to 5 which is least typical.
When you have finished ranking, there should be only one of each
number 1 to 5. There can be no ties.
I accept decisions of others. I go along with opinions,
attitudes, and ideas of others or avoid taking sides. When
conflict arises, I try to remain neutral, I rarely get
stirred up. My humor is seen by others as rather
pointless. I put out enough effort to get by.
B I place high value on maintaining good relations. I prefer
to accept opinions, attitudes, and ideas of others rather
than to push my own. I try to avoid generating conflict,
but when it does appear, I try to soothe feelings and to
keep people together. Because of the disturbance tensions
can produce, I react in a warm and friendly way. My humor
aims at maintaining friendly relations, or when strains do
arise, it shifts attention away from the serious side. I
rarely lead but extend help.
C I search for workable, even though not perfect, decisions.
When ideas, opinions, or attitudes different from my own
appear, I initiate middle ground positions. When conflict
arises, I try to be fair but firm and to get an equitable
solution. Under tension, I feel unsure which way to turn
or shift to avoid further pressure. My humor sells myself
or a position. I seek to maintain a good steady pace.
D I place high value on making decisions that stick. I stand
up for my ideas, opinions, and attitudes, even though it
sometimes results in stepping on toes. When conflict
arises, I try to cut it off or win my position. When
things are not going right, I defend, resist, or come back
with counterarguments. My humor is hard hitting. I drive
myself and others
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E I place high value on getting sound creative decisions that
result in understanding and agreement. I listen for and
seek out ideas, opinions, and attitudes different from my
own. I have clear convictions but respond to sound ideas
by changing my mind. When conflict arises, I try to
identify reasons for it and to resolve underlying causes.
When aroused, I contain myself. Though my impatience is
visible. My humor fits the situation and gives
perspective; I retain a sense of humor even under
pressure. I exert vigorous effort and others join in.
Elements of style
Consider all of the statements under Element 1 (i.e., A, B, C,
D, E). Circle the one which best describes you. Follow the same
procedure for Element 2, 3, 4, 5, and 6.
Element 1: Decisions
A. I accept decisions of others.
B. I place high value on maintaining good relations.
C. I search for workable, even though not perfect, decisions.
D. I place high value on making decisions that stick.
E. I place high value on getting sound creative decisions that
result in understanding and agreement.
Element 2: Convictions
A. I go along with opinions, attitudes, and ideas of others or
avoid taking sides.
B. I prefer to accept opinions, attitudes, and ideas of others
rather than to push my own.
C. When ideas, opinions, or attitudes different from my own
appear, I initiate middle ground positions.
D. I stand up for my ideas, opinions, and attitudes, even though
it sometimes results in stepping on toes.
E. I listen for and seek out ideas, opinions, and attitudes
different from my own. I have clear convictions but respond to
sound ideas by changing my mind.
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Element 3: Conflict
A. When conflict arises, I try to remain neutral or stay out of it.
B. I try to avoid generating conflict, but when it does appear, I
try to soothe feelings to keep people together.
C. When conflict arises, I try to be fair but firm and to get an
equitable solution.
D. When conflict arises, I try to cut it off or to win my position.
E. When conflict arises, I try to identify reasons for it and to
resolve underlying causes.
Element 4: Emotions (Temper)
A.
By remaining neutral, I rarely get stirred up.
B.
Because of the disturbance tensions can produce, I react in a
warm
and friendly way.
C.
Under
avoid
tension, I feel unsure which way to turn or shift to
further pressure.
D.
When
with
things are not going right, I defend, resist, or come back
counterarguments.
E.
When
aroused, I contain myself, though my impatience is visible.
Element 5: Humor
A. My humor is seen by others as rather pointless.
B. My humor arises at maintaining friendly relations, or when
strains do arise, it shifts attention away from the serious
side.
C. My humor sells myself or a position.
D. My humor is hard hitting.
E. My humor fits the situation and gives perspective; I retain a
sense of humor even under pressure.-
A.
I
put out enough effort to get by.
B.
I
rarely lead but extend help.
C.
I
seek to maintain a good steady pace.
D.
I
drive myself and others.
E.
I
exert vigorous effort and others join in.
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Obviously, style paragraph E and the E element statements are
probably the most desirable behavior goals. The individual wishing
an evaluation that is possibly more complete might ask
knowledgeable co-worker's to give him/her, in what is their
opinion, an evaluation of his styles.
Not one person in a hundred has any idea of his own power and
capabilities. It is a matter of attitude. One man sees himself as
a failure - the other sees himself as a success.
An individual must make a pledge to himself. Enter into an
agreement with himself. We fail to get what we want because we do
not lay out a plan to get what we want. A person must think
through his problem, not fear it or worry about it.
After all, what is worry? Worry is: Holding a mental picture
of things you do not want - instead of the things you do want.
There are two kinds of worry; (1), Worrying about something, that
is inevitable - you cannot change it. (So why worry about it?)
(2), Worrying about the things you can change. Since you can alter
these things, do so instead of worrying.
You will never accomplish any more than you think you can.
Know yourself - Master yourself. Stop accepting yourself as you
are and know that you can change:
Have an objective - and be specific. Know exactly what it is
you want.
List all the resistances standing between you and the
attainment of your objectives.
Make a Plan of Action which will enable you to hurdle all
resistance and attain your objective.
Apply this to past success and failure and learn why you
succeeded or why you failed.
Become personality conscious.
Think of yourself as being young both in mind and body. Live
in the future. Keep your mind on coming events and your
participation in future activities, not on the imagery 'good old
days'. Train yourself to think in terms of beauty. Make a friend
of your mirror. Develop your powers of observation. We all see,
but not everyone observes.
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In conversation try not to cover more than three subjects in
one session. Your listeners will remember these few points but
might become confused if they try to remember more.
Gain a consciousness of good conversational practices:
1. Add to your storehouse of knowledge.
2. Ask questions.
3. Be a good listener.
4. Add variety to a conversation.
5. Do not "hog" the conversation.
6. Practice voice expression.
7. Give warmth to your voice.
An individual sells himself before he sells his service.
Self-confidence, enthusiasm and happiness are three essential
qualities that make a good profession. If one cannot find
happiness in his present job, it is unlikely that he will find it
in any other.
Know just what you feel you can do to be of the greatest
assistance. Find a need, and then fill it. The more ideas
conceived, the greater will be the opportunity of creating new and
better ideas. After you conceive an idea of merit, consider the
steps which will lead you to a successful implementation of that
idea. Develop enthusiasm to the point where the diligent work
necessary for building your organization will be fun.
Enthusiasm
More than any other characteristic or trait of human
personality, enthusiasm has been the companion of success in every
achievement, every worth-while venture, every upward step in the
progress of mankind since the world began.
To be effective, your enthusiasm must fit your personality.
Effective enthusiasm must be based on an honest opinion.
Interest is an idea, about which you have knowledge and belief,
it is what generates the power of enthusiasm.
Enthusiasm is the human energy that removes any interference
between you and success. It can be developed by the correct
combination of curiosity, interest, knowledge, and belief.
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In a vast majority of cases, the "change" that is needed is one
of attitude, not circumstance. Interest can be inspired, nurtured,
cultivated and developed. Interests are a social development of
man, a by-product of environment and experience. And, like habits,
they can be changed.
Interest is nothing more than unsatisfied curiosity.
Define your purpose and you create motivation.
Search for unsatisfied curiosity and you discover interest.
Although few of us are really thorough in our quest for
knowledge, the pursuit of it never has been and never will be an
insurmountable obstacle; no matter how much or how little formal
education you have, you can acquire knowledge about anything, if
your interest is great enough.
Knowledge is a vital ingredient of enthusiasm because it
determines direction. Knowledge is your only protection against
the assaults of doubts, fears, worries, and indecisions. Without
knowledge, there is no real belief.
We must combine a kindled interest and acquired knowledge with
the emotional impact of sincere, unequivocal and acquired belief.
To sustain enthusiasm momentum we must deliberately rebuild
daily, and that rebuilding comes about through a constant review of
the purpose we hope to achieve.
Enthusiasm is a knowledge indicator.
Enthusiasm produces energy.
Enthusiasm is contagious.
Enthusiasm is power.
Motivation is the invisible ingredient that propels man to
action. A well-motivated person is one who has drive, energy,
direction, and purpose.
We have been attempting to motivate people and ourselves by
blindly following one basic assumption that is not true. And that
is, we think we must motivate by appealing to wants--wants for
money, wants for vacations, wants for shorter hours, wants for
recognition, wants for retirement, and a host of other material
benefits.
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Motivation is a great power. It is not "wanting" it is
believing. Belief in the work that you are doing.
Belief begins with knowledge. The more knowledge you have
about something, the more interest you have, and you must have an
interest before you can have belief.
Belief is knowledge; you must continue to learn, to gain
knowledge about your job, your organization, your product or
service, in order to maintain and accelerate interest which leads
to deep motivating belief.
Belief is the realization and conviction that you are using
your life for a worthwhile purpose, that your efforts are
productive and useful.
The activity in which you believe must be based on honesty,
trust, truth, principles that are morally and ethically
acceptable. It is impossible to believe in any principle, subject,
or activity that your conscience will not accept.
You must have an honest relationship with your organization and
job in order to believe in it. You must have faith that your
organization's service will fulfill it's claims and purposes, and
you must have confidence that yours is a needed job in a needed
place.
Belief is an ability. You were not born with your beliefs; you
learned them. They became habits of thinking. It is not so much
what you believe in that matters as the way in which you believe it
and translate that belief into action.
Is your belief based on benefits? In order to maintain a
superficial belief, you must continue benefiting.
You must have a larger ambition. Be a real service to people.
Are you working for belief or benefits?
How does your belief react to criticism? Deep emotional belief
is going to have to stand this test to survive and grow and
stimulate.
It is the constant criticism and negative thinking among other
people that is so discouraging.
Doing a job because you are motivated by the job. You are
going to be called an organization man, an eager beaver; you are
going to be criticized because you are more concerned with doing a
good job than getting a paid-up insurance policy.
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You become motivated by a belief in your work; your job becomes
a hobby, a source of pleasure, a challenge to see how much you can
accomplish for the sheer enjoyment of satisfying your belief, but
you'll create resentment and envy and criticism - and when you
become successful, receive promotions, recognition, radiate
satisfaction and achievement, the very same people will say that
you are lucky - you were in the right place at the right time, that
you get all the breaks.
What effect does your belief have on your talents and
abilities? You can be as great as you want to be in your chosen
career, if you believe. Mediocrity is self-inflicted, and a genius
is self-bestowed.
Does your belief activate? People with belief do not have to
worry about energy and drive. They are driven. Their energy is
supplied by this deep, motivating well of belief. Belief is the
root and fiber of day-to-day enthusiasm.
These then are the four tests of your belief: Is your belief
based on benefits? How does your belief hold up under criticism?
What effect does your belief have on your talents and abilities?
And, finally, does your belief activate and motivate?
Developing belief motivation
a. You must make a decision to believe.
b. Decide that people will not stop you from believing.
c. Reject all. negative thoughts.
d. Start achieving - accomplishing.
1. Write down 10 ways that you can do your job better--be
of more service to people.
2. Now divide these into specific projects that are easily
attainable.
3. Set up a weekly goal of one project each week.
e. Improve yourself.
1. Improve your knowledge by reading, training, asking
questions, taking evening courses, home study courses.
2. Good intentions DO NOT COUNT.
3. Begin it.
f. Act the part.
1. Act the way you'd like to be and soon you'll be the way
you act.
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Practice.
1. Belief is a habit of thinking. The way to develop a
habit is to practice day after day. Soon the habit will
take over.
Public Interaction
People do not think one-half enough of themselves. They don't
have enough faith, enough confidence, or enough respect for
themselves. The mind acts according to it's own conception of
itself.
All the technical knowledge we can cram into our minds, while
indeed important, still does not exceed in value to us any more
than one-fourth of our qualifications. The other three-fourths,
making us full fledged, is our ability to handle people
(meaning--get others to do what you want them to do without
confusing or irritating them).
The minds of people today are set into action almost entirely
by the way they feel, not by logic or reason.
The other person is always looking for himself and his point of
view in some of the words he hears you say.
If you wait until the exploding tirade of high-pitched emotions
is finished, and there's nothing more to be said, there comes a few
seconds of complete silence. If you don't break that silence and
let the other fellow do it, you will find he will feel remorseful
and try to make apologies. Many times, when people make a big mess
of things, if we can keep still long enough they usually wipe it up
themselves.
The removal of human friction is 90 per cent of the problem of
handling people. What people will do---and will not do. They will
do readily, easily, and promptly things that are repeatedly
suggested to them. They will not look beyond their own
self-interest. New ideas have hard sledding because people will
not accept changes willingly. People must be convinced as if you
convinced them not; and ideas unknown to them proposed as ideas
forgot.
How
to handle an argument. Let the other fellow do most of
the
talking.
Let him have his say first. Your real object is not
to
defeat,
but to persuade. Asking questions in the first part of
an
argument
forces your opponent to disclose his main defense. A
good
listener
wins arguments.
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First, you made somebody like you by listening intently to
him. Second, while he was talking, you were able to select just
the right words to use back, all predicted upon what you heard him
say, thereby avoiding sticking your neck out and jumping at
conclusions. Third, you prepared for yourself an unprejudiced,
receptive, kindly and open-minded audience. This is one of the
most important requisites for the successful handling of people.
We hold the attention of others by blending our discussion with
the things, places, ideas, and so forth, with which they have had
experience. Discuss the things upon which you and the other fellow
are in agreement. Avoid to the very last discussing things upon
which you do not agree.
Take the sting out of criticism by including a sincere
compliment. Criticism should always be accompanied by some
praise. People appreciate compliments most about the things in
which they aspire to excel but are a little in doubt.
In your efforts to influence and convince people, there may be
several points you wish to get over to them. Each feature point
should be followed immediately with a forceful explanation of just
how that feature would benefit them from the standpoint of
convenience, safety, speed, service, and what have you.
Watch the other fellow and try to discover what he is thinking,
taking into consideration his appearance, actions, looks and, by
all means, his words. Try to judge his speed of receptivity. If
we fail to get in step with the listeners' mind, it is quite likely
we will confuse and sometimes even irritate him. Such negligence
on our part often leaves an opening for others to jump to
conclusions as to the real purpose and meaning of our presentation.
Principles of Personal Growth
The main stimulus of this paper is that the ultimate value of
research, whatever its form, lies in the production of information
that enables people to change. When people change and grow,
organizations and nations change and grow.
The principles of this personal growth are:
Desire: You probably would not have the desire unless you were
capable of its achievement.
1. Fix in your mind exactly what you desire.
2. Determine exactly what you intend to give in
return.
3. Establish a definite date when you intend to
possess it.
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4. Create a definite plan for carrying out your
desire and begin at once.
5. Write out a clear, concise statement.
Faith: Faith is the state of mind which may be induced or
created by affirmation or repeated conscious instructions to the
mind.
1. Know that you have the ability to achieve the
objective of your definite purpose in life; demand of
yourself persistant, continuous action toward its
attainment.
2. Fully realize that no success can long endure,
unless built upon truth and justice; therefore,
engage only in transactions which will benefit all
who will be effected. Eliminate hatred, envy,
jealousy, selfishness and cynicism because a negative
attitude toward others can never bring success.
Cause others to believe in you because you believe in
them and yourself.
Specialized Knowledge: Knowledge is power only to the extend
that it is organized into a definite plan of action and directed to
a definite end. Take the courses that are offered on your subject
and associate with the people who know your profession well.
Imagination: Whatever the mind of man can conceive and
believe---it can achieve. Self-motivation is the key. Think
constantly of ways in which it could be done better, more
efficiently. Think of the changes that are inevitable. Can they
be made now?
Organized Planning: You must have a clear plan. -
1. Ally yourself with one or more persons, a group
of as many people as you may need for the creation
and carrying out of your plans.
2. Decide what advantages and benefits you may offer
the individual members of your group in return for
their cooperation. No one can work hard from a mere
sense of duty. People need little successes from
time to time to keep a source of energy.
3. Arrange to meet with the members at least twice a
week and more often if possible until you have
jointly perfected the necessary plan or plans for the
accomplishment of your goal.
4. Maintain harmony between yourself and every
member.
5. You must have plans which are faultless. You
must have the advantage of experience, education,
native ability, and imagination of other minds.
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6. Acquire these leadership qualities.
a.
b.
C.
d.
e.
f.
g-
h.
i.
j-
k.
Courage
Self-control
Sense of justice
Definiteness of decision
Definiteness of plans
The habit of doing more than paid for
Personality
Understanding
Mastery of detail
Willingness to assume full responsibility
Cooperation
Decision: People who have experienced failure disclosed the
fact that lack of decision was near the head of the list of the 30
major causes of failure. Acquire the habit of reaching sound
decisions promptly and changing these decisions slowly if and when
they are changed. Opinions are the cheapest commodities on earth.
Close friends and relatives, while not meaning to do so, often
handicap one through opinions and sometimes through ridicule.
Persistence: 1. Definiteness of purpose. Knowing what you
want.
2. Desire
3. Self-reliance
4. Definiteness of plans
5. Accurate knowledge. Knowing your plan is
sound.
6. Cooperation, sympathy, understanding, and
harmony with others tends to develop
persistence.
7. Willpower
8. Habit---Persistence is the direct result of
habit.
Enthusiasm: Stimulate your thinking. The individual who
succeeds above his fellows is the one who, early in life, clearly
discerns his object and toward that object habitually directs his
powers. Even genius itself is but fine observation strengthened by
fixity of purpose. People who observe vigilantly and resolve
steadfastly grow unconsciously into genius.
Crisis Anticipation: Make provision for a full range of
feasible options. Quest for accurate, complete and relevant
information. Provide a means by which action implementation can be
reviewed.
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Quality of Life
We have been discussing the search for excellence; evaluation;
future trends; organizations, programs, the personnel within them;
and finally, ourselves. Whatever our purposes or goals are, each
person is endeavoring to accomplish one goal: Quality of Life.
We are all influenced by our private experiences, our
environment, our interpretation of trends. We seek answers: Is it
true? Does it apply? Is it appropriate? Where did I get that
idea? What is the evidence?
We apply this data to the formal, informal and technical
aspects of our personal, familial, occupational, social and
spiritual lives. We choose our hopes, wants, benefits. And if we
make all this congruent, we attain peace, health and prosperity -
quality of life, excellence.
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Information Sources
Center for a Voluntary Society
Improving Participation in Voluntary Action
Future Trends in Voluntary Action
International Associations
Evaluating Voluntary Action
Office of Training
Fundamentals of Supervisions and Management
Managerial Grid
Up the Organization
by Robert Townsend
I'm OK-You're OK
by Thomas A. Harris, M.D.
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STAT
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