...REVIEW ONE MINUTE MANAGER - DR. KENNETH H. BLANCHARD, PhD - DR. SPENCER JOHNSON, M.D. Submitted By: JOHN ROBIN H. ALVAREZ Submitted To: DR. NICK MARASIGAN Description about the Authors Dr. Kenneth Blanchard • He is the chairman of Blanchard Training and Development, Inc. (BTD), is an internationally known author, educator and consultant/trainer. • He is the co-author of the highly acclaimed and most widely used text on leadership and organization behavior, Management of Organization Behavior: Utilizing Human Resources. • Dr. Blanchard received his B.A. from Cornell University in Government and Philosophy, an M.A. from Colgate University in Sociology and Counseling and a PhD from Cornell in Administration and Management. • He is presently serves as a professor of Leadership and Organizational Behavior at University of Massachusetts, Amherst. In addition, he is a member of the National Training Laboratories (NTL). Dr. Spencer Johnson • He is the chairman of Candle Communications Corporation, and an active author, publisher, lecturer and communications consultant. He has written more than a dozen books dealing with medicine and psychology. • Dr. Johnson’s education includes a degree in psychology from the University of Southern California, an M.D. degree from the Royal College of Surgeons in Ireland, and medical clerkships at Harvard Medical School and the Mayo Clinic. Abstract of the Book • The book of One Minute Manager gives or...
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...MINUTES: 1st PLANT DESIGN PROJECT GROUP MEETING Venue: Makmal Umun 1, SKTM Date: 20th September 2011(Tuesday) Time: 1.00pm – 2.00pm ATTENDEES 1. Benjamin Kam Weng Wei (Project Manager) 2. Yong Kai Yieng (Secretary) 3. Md. Yasir B. Yaakob 4. Mohammad Syah Bin Abdurahman 5. Ewan Tambakau @ William No | Agenda | Description | Action taken/ Person-In-Charge | 1. | Opening remarks | * The Project Manager welcomed all members to the first meeting of milestone 4 | Benjamin Kam | 2. | Project discussion | * Discuss about the project title and the requirements of milestone 4 as told by Dr Chu * Understanding what should be included in Milestone 4 * Every should refresh back what we had done for the previous milestone and clear about the process flow of the butadiene plant * updated of any new information that found during the holiday which may be helpful in completing milestone 4 | All | 8. | Adjournment of meeting | * The Project Manager thanked all members for being present for the day. There being no other matter to discuss, the meeting was adjourned at 2.00pm. Next meeting was set tentatively on 23 of September 2011. * Secretary need to remind everyone again one day earlier before the next meeting | BenjaminYong Kai Yieng | Prepared by: _____________________________ YONG KAI YIENG Secretary of Plant Design Group 8 | Approved by: ________________________________ BENJAMIN KAM WENG WEI...
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...The One-Minute Manager The First Secret The one-minute manager is a very inspiring book, it reveals many secrets and at the same time gives you a lot of motivation towards your work and how to be a perfect manager. This book reveals three secrets to productivity and efficient managing skills as told through a young man’s search of a perfect manager. This man was doing his homework, and was researching about the managers and how they do their job, and how they manage their time and their leading skills to be specific. The one-minute manager is about the one-minute manager to be precise. This manager is very vulnerable and his employees talk about him a lot, there are three secrets to his success. In the first 20 pages they talk about his first secret. His first secret is the one-minute goal. It involves having meeting and talking about goals and objectives with the employees, all the things that is written and spoken, telling his good points, bad points, and how to improve. All of this in just simple one minute meeting. His idea of one minute meeting is that “ time is money”. Its not him being disrespectful, its showing the ways of how to be successful. He’s is trying his best not to waste time, and make good usage of it. One Minute Praisings is the second secret. The authors suggest that effective managers help people reach their full potential by catching them doing something right. "People who feel good about themselves produce good results." The One Minute Praising works...
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...Table of Contents Project Management................................................................3 Project Management Professional (PMP)®............................3 Diversity and Employment Compliance..............................13 ADA Compliance in Business...............................................13 Project Management Overview............................................3 Managing Projects within Organizations.............................3 Project Management .............................................................. Process Groups.....................................................................3 Execution, Monitoring and Controlling...............................3 Project Change Control and Closure...................................4 Initiation Basics, Developing a Project Charter and Project Management Plan...................4 Collecting Requirements and Defining Scope......................4 Monitor and Control Project Scope......................................4 Defining and Sequencing Project Activities..........................5 Developing and Controlling the Project Schedule...............5 Estimating Activity Resources and Durations......................5 Controlling Costs..................................................................5 Estimating & Budgeting Project Costs.................................6 Project Quality Planning......................................................6 Quality Assurance and Cost Control........
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...17 tasks is to be balanced. The longest task is 2.4 minutes, and the total time for all tasks is 18 minutes. The line will operate for 450 minutes per day. 1. What are the minimum and maximum cycle times? Minimum is 2.4 minutes, maximum is 18 minutes. 2. What range of output is theoretically possible for the line? 25 units to 187.5 units. 3. What is the minimum number of workstations needed if the maximum output rate is to be sought? Eight. 4. What cycle time will provide an output rate of 125 units per day? 3.6 minutes. 5. What output potential will result if the cycle time is (1) 9 minutes? (2) 15 minutes? (1) 50 units. (2) 30 units. * A manager wants to assign tasks to workstations as efficiently as possible, and achieve an hourly output of 33⅓ units. Assume the shop works a 60-minute hour. Assign the tasks shown in the accompanying precedence diagram (times are in minutes) to workstations using the following rules: 1. In order of most following tasks. Tiebreaker: greatest positional weight. 2. In order of greatest positional weight. 3. What is the efficiency? * A manager wants to assign tasks to workstations as efficiently as possible, and achieve an hourly output of 4 units. The department uses a working time of 56 minutes per hour. Assign the tasks shown in the accompanying precedence diagram (times are in minutes) to workstations using the following rules: 1. In order of most following tasks. Tiebreaker: greatest...
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...and management expert. His book The One Minute Manager Has sold over 13 million copies and has been translated into 37 Languages. He is the Chief Spiritual Officer of the Ken Blanchard Companies, an international management training and consulting firm that he and his wife , Marjorie Blanchard, cofounded in 1979 in San Diego, California. He has the ability to masterfully communicate ideas. His caring nature exudes through his intellectual speeches that often have audiences feeling as if he is speaking to each individual person rather than Entire group. * Dr. Spencer Johnson is the Chairman of Candle Communications Corporation, and an active author, publisher, lecturer and communications consultant. He has written more than a dozen books dealing with medicine and psychology. Dr. Johnson’s education includes a degree in psychology from the University of Southern California, an M.D. degree from the Royal College of Surgeons in Ireland, and medical clerkships at Harvard Medical School and the Mayo Clinic. “The One Minute Manager” is more than a book; which includes, a genre of Motivation and Leadership , because , it shows Motivational Genre by introducing the democratic manager , and shows Leadership Genre by introducing the Autocratic Manager, which is seen in the book “ The One Minute Manager” which is a book for finding a balance between being an Autocratic Manager, who cares only about the results, and a Democratic Manager, who cares only about the people. The...
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...Chapter 1 Modern Project Management 19 Note: If you have any difficulty accessing any of the Web addresses listed here or elsewhere in the text, you can find up-to-date addresses on the home page of Dr. Erik Larson, coauthor of this text: http://www.bus.oregonstate.edu/faculty/bio .htm?UserName=Larson References Ball Parks of Baseball, “Cisco Field,” http://www.ballparksofbaseball.com/future/ CiscoField.htm (accessed June 2, 2009). Benko, C., and F. W. McFarlan, Connecting the Dots (Boston: HBS Press, 2003). Cohen, D. J., and R. J. Graham, The Project Manager’s MBA (San Francisco: Jossey-Bass, 2001). Faylor, C., “Next Generation Wii Is Rumored to Hit the Market in 2011,” Shacknews.com (Oct. 1, 2008). Kay, J., “US Box Office Spellbound by Harry Potter and the Half-Blood Prince,” www.guardian.uk.co.filmblog (accessed July 15, 2009). Krisher, T., “GM Product Chief Says New Vehicles Must be Hits,” www. businessweek.com (accessed July 20, 2009). Larkowski, K., “Standish Group Report Shows Project Success Improves 50 Percent,” www.standishgroup.com, 2004, Third Quarter. Lunar Energy, “British Firm Announces World’s Largest Tidal Power Development,” Lunarenergy.co.uk (March 11, 2008). Peters, T., PM Network, January 2004, Vol. 18, No. 1, p. 19. Project Management Institute, Leadership in Project Management Annual (Newton Square, PA: PMI Publishing, 2006). Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK), (Newton Square, PA: PMI...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Blanchard has coauthored over 30 best-selling books, including The One Minute Manager which has sold more than 13 million copies and has been translated into more than 37 languages. Kenneth T. Derr, former Chairman & CEO of the Chevron Corporation, once said of this book that "If you haven't read it, do . . . if you have, read it again." Well, I recently read it again and was reminded of its simple yet powerful messages. In this 100-page story, a man is in search of an effective manager. Throughout his journey he learns many lessons which Blanchard and Johnson have centered on three primary areas or "secrets." One Minute Goal Setting is the first secret and the foundation for One Minute Management. The authors advocate the 80-20 goal-setting rule: that 80% of your really important results will come from 20% of your goals. How do you get people truly excited about their work? Make it clear what is expected of them. One Minute Goal Setting is simply: 1. Agree on your goals. 2. See what good behavior looks like. 3. Write out each of your goals on a single sheet of paper using less than 250 words. 4. Read and re-read each goal, which requires only a minute or so each time you do it. 5. Take a minute every once in a while out of your day to look at your performance, and 6. See whether or not your behavior matches your goal. One Minute Praisings is the second secret. The authors suggest that effective managers help people reach their full potential by catching them doing something...
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...skills * How to resolve conflict * Decision-making and communicating ideas. WEEK SIX - Introduction… This week we will look at how interpersonal skills (coupled with all the previous attributes learned) will be very effective in a conflict situation (and, of course, many other workplace environments). WEEK SIX - Reading(s)… All relevant readings will be placed on MyLO. ------------------------------------------------- Ex 1 - Debating the options In small teams you are going to debate an issue (you may not necessarily agree with the argument you are to present - but you must present it convincingly!). You may search the Internet to assist in your debate. Your company has recently added new technical products to its sales line. The CEO has communicated that all employees are to complete a skills audit to find out who has knowledge and skills with the new products. The CEO expects all personnel to be fully au fait with the new products within 4 weeks (and asks you to decide how this will happen!). OPTION 1 - Your team decides that training employees is time consuming and costly and that the CEO should offer redundancy to unskilled employees - then recruit for people who already have the skills and who can start work immediately. Write notes to support your argument below - ready for your debate. Within 4 weeks —— time limit, improve product quality Training takes time, negative effect on company profit, reduce employees’ working hours Skills...
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...Chapter 1 ------------------------------------------------- Managerial Accounting: An Overview Solutions to Questions 1-1 Financial accounting is concerned with reporting financial information to external parties, such as stockholders, creditors, and regulators. Managerial accounting is concerned with providing information to managers for use within the organization. Financial accounting emphasizes the financial consequences of past transactions, objectivity and verifiability, precision, and companywide performance, whereas managerial accounting emphasizes decisions affecting the future, relevance, timeliness, and segment performance. Financial accounting is mandatory for external reports and it needs to comply with rules, such as generally accepted accounting principles (GAAP) and international financial reporting standards (IFRS), whereas managerial accounting is not mandatory and it does not need to comply with externally imposed rules. 1-2 Five examples of planning activities include (1) estimating the advertising revenues for a future period, (2) estimating the total expenses for a future period, including the salaries of all actors, news reporters, and sportscasters, (3) planning how many new television shows to introduce to the market, (4) planning each television show’s designated broadcast time slot, and (5) planning the network’s advertising activities and expenditures. Five examples of controlling activities include (1) comparing the actual number of viewers...
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...BSBADM502B Manage Meetings Assessment task 1 Appendix 1: Assessment Task 1 submission form Meeting name | Conference Venue Choosing | Meeting purpose | To recommend to the General Manager a venue for the conference. | Participants Participant name | Reason for participation | Sybil | Chairperson | Mr Lee | Representing members from NSW, will calculate the costs of three possible venues | Ms Singh | | Mr Jones | Representing members from VIC, Will conduct research on the residency status of the senior managers | Ms Yi | | Meeting format Topical meeting, because this meeting is a gathering called to discuss one work issue – choosing venue for the upcoming conference. Invitation Send out e-mails to invite all the participants. Because in this way, it is fast and easy, just simply stating there will be a meeting, the purpose of the meeting and the administrative details. People can reply straight away simply by replying the email. Meeting Papers Meeting papers should include: • The author and the date of the meeting. • A general overview of the 3 destination to help making a decision. Distribution method: Email attachment. It is fast and relatively secured should ask members to delete the email as soon as the papers have been printed or are no longer needed. Delegation The approach to delegate activities and complete the tasks should follow these steps: 1 Define the task 2 Select the individual or team 3 Assess ability and training...
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...Supplement 3 Learning Curves LEARNING OBJECTIVES After studying this technical supplement, you should be able to: 1. Explain the learning curve concept 2. Identify different uses of learning curves in operations management 3. Calculate the estimated time required to do a task for a given learning curve LEARNING CURVES AND OPERATIONS MANAGEMENT As people gain experience in doing a task, they usually can do the task more quickly. For example, consider the time it might take someone to wash a car for the first time. Then imagine how that person might be able to wash his car in less time as through repetitions he learns to sequence the tasks more efficiently or perhaps as he uses better tools to do the tasks. The same learning effect occurs in many different operational settings. The learning curve is an analytical tool that can be used to estimate the rate at which cumulative experience allows workers to do tasks faster and with less cost. Operations managers use learning curves to estimate how much the repetitions of a task will enable them to reduce the amount of resources required to accomplish the ask. A learning curve is defined by an equation that contains the rate of improvement (i.e., reduction in costs or reduction in time taken) in performing a task as a function of the cumulative repetitions of the task. As early as 1925, managers began developing learning curve concepts. The commander at Wright-Patterson Air Force Base in Dayton, Ohio, observed...
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...Chapter 10 Decentralization Solutions to Questions 10-1 In a decentralized organization, decision-making isn’t confined to a few top executives, but rather is spread throughout the organization with managers at various levels making key decisions relating to their own spheres of responsibilities. 10-2 The benefits of decentralization include: (1) relieving top management from day-to-day problem solving and allowing them to focus their time on broader issues; (2) training lower-level managers in decision making, thereby preparing them to assume greater responsibility; (3) greater job satisfaction and greater incentive for lower-level managers; (4) better decisions, since decisions are made at the level where the problem is likely to be best understood; and (5) a more effective basis for measuring managerial performance through the creation of profit and investment centers. 10-3 A cost center is any responsibility center whose manager has control over cost, but not revenue or investment funds. A profit center manager, by contrast, has control over both cost and revenue. An investment center manager has control over cost and revenue and investment funds. 10-4 A segment is any part or activity of an organization about which management seeks cost or revenue data. Examples of segments include departments, operations, sales territories, divisions, and product lines. 10-5 Margin refers to the ratio of net operating income to total sales. Turnover refers to the ratio...
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