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No. 1 Reason People Quit Their Jobs
More than 1 million employees can't be wrong, so bosses take heed of this. A Gallup poll of more 1 million employed U.S. workers concluded that the No. 1 reason people quit their jobs is a bad boss or immediate supervisor.

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Trust is gained through integrity. Respect is gained through excellence. Loyalty is gained through service . I am convince that influence effects performance and production.  This article points to some interesting facts about management and influence.

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“Self-regulation” has become an increasingly important word for managers,  not as a goal in itself, but as a great way of achieving great performance.  People don't want to be managed. They want something else.  This article discusses " The End of The Management Era" as we know it.

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Statoil is a Norwegian energy company with 21000 employees in 36 countries. On Fortune, the company ranked in 2011 #1 in Social Responsibility and #7 in Innovation, and has over the last ten years consistently performed above peer average on return on capital and value creation.

We have continuously developed our management model "Ambition to Action" with "agile" and "human" as key guiding principles. For instance, in 2005 we abolished traditional budgeting, and we decided in 2010 to leave the calendar year in our management processes where-ever possible Read more about Statoil and our management model in this MIX story: " Taking reality seriously ".

"Self-regulation" has become an increasingly important word for us on this journey, not as a goal in itself, but as a great way of achieving great performance. We found inspiration in something which one initially might think of as very different from organizations and business, but where we all also want the best possible performance. I have yet to meet anyone enjoying being stuck in traffic or exposed to inefficient and dumb traffic controls. We would all like a safe and efficient traffic flow.

Here is a great story from the Netherlands. As in most cities, the consequences of increasing traffic were a major problem in the city of Drachten. Traffic jams and accidents in the town centre were steadily increasing, as did the doses of the standard medicine for this modern disease; more traffic lights and more signs to regulate and control drivers, cyclists and pedestrians. The same medicine as any other growing city would chose to combat its traffic problems. However, traffic authorities in Drachten found that increasing doses did not help. In 2003 the city decided to challenge accepted truth. A bold decision was made to remove all traffic lights and signs in the town centre, based on a belief that people pay more attention to their surroundings when they cannot rely on strict traffic rules.

Results were impressive. On the busiest intersections crossing times fell significantly, and accidents were reduced to almost zero.

I find this a fascinating example of self-regulation as an alternative to more traditional ways of managing performance in increasingly complex environments. We will return to Drachten a bit later.
About "performance management"
Readers of my book "Implementing Beyond Budgeting" may remember that I am not too fond of the phrase "performance management" (even if I have it in my title!). I definitely like the word "performance", but not in combination with "management". Chew on those two words put together. "If I don't manage you, there will be no performance", is what I hear. I have had many managers throughout my career, many great ones but also a few of more mixed quality. But none of them ever told me that they wanted to "manage my performance". If one would have uttered those words, I am afraid the effect would have been the very opposite of the intention. My defence system would have gone on red alert. No one is going to mess around in my head, or treat me like a dancing marionette. I actually get offended if someone believes I will only do my best if I am managed; instructed to deliver on a very specific and detailed target, told exactly how to get there and with which resources available, put under a tight and suspicious follow-up regime, and given a dangling carrot as a motivational incentive for getting there, with "getting there" meaning "hitting that number".

I don't want to be "managed". I want something else. I want a definition of performance that makes me tick. I want to understand and be ignited about direction. I want to contribute. I want support and learning, and I want to have fun. I want to perform at my very best, but I don't want to be "managed".

Peter Drucker put it like this "Most of what we call management consists of making it difficult for people to get their work done."

Maybe I am a bit harsh with "performance management" here, but isn't much of what I just described familiar ingredients in a traditional performance management process?

I am not saying it never works. For organizations operating in predictable and stable surroundings, with simple tasks and with little motivation in the work itself, where results are easily measured, and with most employees prone to do what detailed control mechanisms are there to prevent (maybe they actually behave like this because the controls say they will?), then "performance management" might be the right medicine and also the right phrase. But is this really a good description of your own organization?

In knowledge organizations operating in dynamic and unpredictable environments, people can't be treated like robots and organizations can't be viewed as machines.. Traditional performance management easily becomes a medicine with side effects so serious that they completely outweigh the benefits. We might feel we get "control", although a closer examination will probably reveal that much of it is only an illusion of control.

Do detailed job descriptions really ensure that talent, competence and resources are fully utilised? Do thick procedure manuals cover every possible situation that can occur? Do detailed variance analyses of actual vs. budget secure that we now are safely back on track? Does actual cost coming in spot on for every single budget item prove that we spent our resources in the most optimal way? Does "hitting the number" represent great performance if our path is covered by casualties, if there was strong and unexpected tailwind, if we were completely outperformed by peers?

Traditional management certainly gives us "control", but does it really give us best possible performance? Our goal can't be to "manage performance", our goal must be the best possible sustainable performance, given the circumstances. Performance Management people sometimes seem to get this order wrong. Control can actually get out of control.

But what can and should we do if we can't "manage" performance? Don't worry, there is still a big and important job to be done, but it is a very different one that requires a very different mindset. It is about creating the conditions needed for great performance to take place and for business to flourish. You can't make a flower grow by pulling on it.

We need to create a new and different framework for teams and people to perform within, with different and wider boundaries but also with new rules of the game. This requires something new, but also just as much dismantling of the old, all the stuff that work more as barriers than support for great performance. There are significant implications for how we define performance and set targets, how we forecast, how we allocate resources and how we evaluate and reward performance. The traditional fixed, detailed and annual budget and the whole mindset it builds on have to be first to go.

Our new framework must take reality seriously, both inside and outside the company gates. It must understand what it really means to be a people-oriented knowledge organisation. It must tackle a dynamic business environment of uncertainty, turbulence and constant changes in assumptions. It must reduce number-crunching, stupid gaming and the need for constant management interventions. Our new framework should actually require as little management as possible; it should be as self-regulating as possible. Not because self-regulation is a goal in itself, but because it is a much better way of getting that best possible performance.

Let us return to traffic and to self-regulation as a way of achieving this.

(By the way, I have yet to find a good alternative for the phrase "performance management". If you find one, please let me know, because we desperately need it!)
A self-regulating control system
In traffic, we defined good performance as a safe and smooth traffic flow. Traffic authorities have different ways of "managing" us to achieve this.

One alternative is the traffic light. Let us ask ourselves a few questions about this option. Who is actually "managing"; who is actually in "control"? There is no-one sitting inside the traffic pole as far as I know (and let us not stretch the metaphor to include sensor systems etc.!) Someone programmed those lights, because they are just dumb machines. And which information did these guys base their programming on? Those red-green intervals were decided at some point in time, based on historical and expected future traffic volumes and patterns. For obvious reasons, we can hardly expect that information to be fresh and fully updated as we sit there waiting for the green light.

To conclude, performance is managed by someone who is not present in the situation, based on assumptions which are rarely updated (and if they are, often with considerable delay). It is a simple, rules-based system. Green means drive, red means stop; while yellow seems to have a few different interpretations! It is a centrally regulated system, with decisions made too high up and too early.

Now imagine a roundabout, another way of managing traffic performance. Let us ask the same two questions. Who is in control, and which information are decisions based on?

Now, we arrive at very different answers. Drivers are in control, and they apply real-time information to guide their decisions. They all aim to make the right decisions as they enter the roundabout. They seize opportunities (an opening in the traffic), or react to threats (an incoming car) based on observing the actual situation, not based on fixed and pre-defined instructions or plans from above. Traffic authorities limit their involvement to a general principle of "give way to those already in the roundabout". But this is much more directional and open to interpretation than the "yes/no" green and red. It says nothing about which speed to enter with or which distance to other cars is required.

So for the roundabout to work well something else must be in place. It is a control system that is highly dependent on a strong (and positive) set of values among drivers. A "me first" attitude is not a big problem in front of a traffic light because it is overruled by the red light. But it is definitely a problem in a roundabout, where there has to be a shared purpose of wanting traffic to flow well. Drivers need to be more considerate and observant, as they try to understand the intentions of others as well as making their own intentions clear and visible. They need to honour, and they all benefit from the "zipper" or "every second car" principle (which I believe is not a roundabout rule, but more a gentleman's agreement).

No single individual is "in control", but there is still control because traffic is flowing, arguably more efficiently than it does with traffic lights.

I hope we agree that this self-regulating approach can be a great way of managing traffic. We probably also agree that the reason why the roundabout is more efficient is because it is based on decision-making at the right level (close to the situation) and at the right time (as late as possible to secure fresh information).

But we also know that it is much more difficult to drive in a roundabout than it is to relate to a traffic light. At driving school, that first traffic light was a piece of cake compared to entering the first roundabout. More mature driving skills are required compared to the much simpler red/green situation. This competence only comes with experience. Just like in organizations; competence is key and the good stuff is often more difficult!

This is also why the roundabout does not always work perfectly. Take the "zipper" principle. We have all been irritated when it was "our turn" and the other car refused to give way. We are all likely guilty of the same sin. But what should our response be, when observing situations where values are ignored or violated? Whether in traffic or in organizations, the solution should not and must not be to give up because "this values stuff doesn't work, rules are much simpler". That is the easiest solution and often seen as the most "action-oriented" one. But it is the wrong one.

What about the alternative of the police-officer in the middle of the crossing, whistling, waving, shouting and pointing? Doesn't he also make decisions based on fresh information from the actual situation on the ground? Absolutely, but who really needs that middle manager and his command and control when a self-regulating system can do the job both better and cheaper?

But what about the risk of a roundabout gridlock? Fair enough. But the two alternatives can actually be combined, but with the roundabout as the default and the traffic light as a backup solution in those few instances when the roundabout can't cope.

Let us summarize our conclusions. Roundabouts are generally more efficient than traffic lights, because traffic authorities are not "managing performance". Instead, they create conditions for performance to take place. They establish a framework that is more values- than rules based. They provide authority for those closest to the situation to make the right decisions, based on fresh, real-time information (right level, right time). The model is not chosen because it is the easiest, but because it is the best.

Let us return to the city of Drachten. The "Shared Space" concept the city went for in 2003 was developed by the late Dutch traffic specialist Hans Monderman. In an interview with The New York Times in 2005, he explained: "To make communities safer and more appealing, you should first remove the traditional paraphernalia of their roads - the traffic lights and speed signs; the signs exhorting drivers to stop, slow down and merge; the centre lines separating lanes from one another; even the speed bumps, speed-limit signs, bicycle lanes and pedestrian crossings". In his view, it is only when the road is made more dangerous, when drivers stop looking at signs and start looking at other people, that driving becomes safer.

Monderman wanted to replace regulated, legislated traffic with space which, by the way it is designed and configured, makes it clear what sort of behaviour is anticipated and required. He did not argue for changing highway designs, his focus was on shared spaces where different players in traffic has to interact with each other in one way or another. He compared his philosophy to an ice rink. "Skaters work out things for themselves and it works wonderfully well. I am not an anarchist, but I don't like rules which are ineffective."
Back to business
At Statoil, we have worked hard to move our management model in a more dynamic and self-regulating direction. What we did, how we did it, what we struggle with and what we might do next can as mentioned be found in another MIX story.

Let me close with a few reflections on an important dilemma we are facing on our journey towards becoming a more agile (and human) organization. Statoil is operating in a business with extreme risks, at our many offshore platforms and onshore refining and processing plants. Compliance with safety and operating procedures are critical. There is little room for experiments and creativity for our operators standing in middle of our hot operations. A mistake can quickly become a question of life or death and environmental disasters, as our kind of business unfortunately has seen many examples of. At the same time, we want each and every one to think hard about how we can improve and do things differently. And there will be critical situations where the answer is not to follow the book but rather the intentions behind and do what is right there and then. But that doesn't remove compliance as the general "modus operandi" in these kinds of operations.

For other parts of the organization people's jobs and tasks are of a very different nature. Our R&D people are constantly chasing new and advanced technology. They live and breathe innovation and creativity and are paid for nothing else than to challenge accepted truth. Our geologists are continuously hunting for new angles and ideas to understand what lays thousands of meters below the seabed. Our engineers are thrilled when they can design new or improved technical solutions for our next platform. Our business development people are constantly thinking of new opportunities and new ways of creating value and win-win solutions on the next deal. Even those of us working with management processes are expected to think out of the box. "Ambition to Action" is hopefully an example of management innovation.

The dilemma is even expressed in our values. We are encouraged to trust each other and to "challenge accepted truth and enter unfamiliar territory", buy we are also reminded about the need for precision, for loyalty to decisions and of the need for being hands on.

So how can creativity and compliance live in peace and harmony next door to each other?

I don't believe the answer to this dilemma lies in sacrificing one for the other. We simply need to have two thoughts in our head at the same time. We should probably not view this as a dilemma, but as intertwined aspects of running any organization. Innovation does not stop with creativity, it also takes deployment. What is invented and developed must also be operated, in a safe and consistent way.

Much of what you have read about here and will find in my other MIX story is inspired by the Beyond Budgeting principles. I recommend you to take a look at the Beyond Budgeting Roundtable website "bbrt.org". As a little teaser, here are the twelve Beyond Budgeting principles:

Few have summarized more elegantly what this is all about than Dee Hock, founder and former CEO of Visa:

"Simple, clear purpose and principles
give rise to complex, intelligent behavior.

Complex rules and regulations
give rise to simple, stupid behavior."

Wonderful!

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The end of performance management (as we know it) | Management Innovation eXchange

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Statoil is a Norwegian energy company with 21000 employees in 36 countries. On Fortune, the company ranked in 2011 #1 in Social Responsibility and #7 in Innovation, and has over the last ten years consistently performed above peer average on return on capital and value creation.

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Quality planning is the key to control. We plan the plan, plan the work, plan  the project process, plan the team, plan the management, and plan leadership.  Nothing is left to chance. Next, we plan, estimate, schedule, and establish  control metrics for the work. Then we oversee the project looking for  hiccups, variation, slow decisions, or other issues limiting performance.  The sooner these are recognized, the better the response. This is Bob Davids discussing  the rarest commodity of leadership which is ego.  Take a listen...

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Ideas Club Paris ideasclubparis.com Great

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The rarest commodity is leadership without ego: Bob Davids at TEDxESCP

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Find more on: www.tedxescp.com facebook.com/tedxescp twitter.com/tedxescp TEDxESCP is an independently organised TED event, by students of ESCP Europe in Paris. Curator, TEDxESCP: Johannes Bittel Produced by: Adrián Pablo Trinidad In the spirit of ideas worth spreading, TEDx is a program of local, self-organized events that bring people together to share a TED-like experience.

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Often, leaders are identified as possessing a remarkable quality that sets them apart from others. It causes others to be attracted to them and enables them to achieve remarkable outcomes. That quality has most frequently been labeled “charisma,” a term that comes from the Greek word meaning “gift.” In ancient times people believed this quality was a divine gift bestowed upon some and not others. This article discusses different theories of leadership and motivation.

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Motivation and leadership Motivation business studies and business english | Business Case Studies

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Each of these approaches will be used in different settings. The key is to use the right approach in the right setting. In many situations the consultative and democratic approaches will be more motivating because the leader is placing more responsibility in ground level employees, encouraging them to feel involved.

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For two years I've receive a Quote for the Day...I've shared this site with so many people.  I appreciate the "food for thought" this website provides.  Each day, you are sent a quote and some information about its author. You can sign up and receive a "quote of the day" delivered, via email.

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Share the best quotes collection from FinestQuotes. These famous words of wisdom is offered by FinestQuotes.com, the best quotes collection on the web.

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Module 7 - Motivation - What is it and how does one generate intrinsic motivation?

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Module 7 - Motivation - What is it and how does one generate intrinsic motivation?

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Intrinsic motivation and self-determination collate in those who personally set and meet goals.  This article discusses how to build motivation.

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When SUNY Cortland linebacker John Stephens agreed to become a blood marrow donor, he was probably thinking about how his donation might help a little girl with leukemia. It probably never occurred to him that he could be helping his team win, too.

Motivation is a key contributor to success for both individual athletes and teams. Every coach has seen motivated athletes exceed their apparent potential, and every coach has sighed in frustration while talented but unmotivated athletes fell short. From children's recreational leagues to professional sports, motivated athletes are critical to any coach's success.

But where does motivation come from? To what extent does motivation (or lack of it) determine the performance of teams and individuals? A study of 224 football players at NCAA Division III colleges tried to answer those questions using the Sports Motivation Scale, a standard survey for assessing athletic motivation. The study drew players from both championship and non-championship teams, with winning percentages of 96.4 and 29.4 percent, respectively. It compared starters to non-starters, and broke participants down by class year and position played.

The results were clear: there were no significant differences in motivation between starters and non-starters, among positions played, or between class years. However, players on championship teams scored higher on every motivational measure. The study examined both extrinsic and intrinsic motivators. Extrinsic motivations include, for example, the desire to earn a championship ring, or win the approval of one's teammates. Intrinsic motivations include the desire to develop physical skills or improve general fitness. Players on championship teams scored higher on both extrinsic and intrinsic motivations.*

Previous work has found that high intrinsic motivation is correlated with high levels of self-determination: the belief that the individual controls their own destiny. Self-determination and intrinsic motivation manifest in such characteristics as work ethic during practice, dedication to off-season conditioning programs, and so forth.

It is difficult to say whether motivation leads to success, whether a record of success helps motivate further efforts, or both. Still, the authors suggest that coaches can improve their teams' performance by creating a climate that encourages intrinsic rather than extrinsic motivation. For example, athletes might seek the satisfaction of a well-played game or a technically accurate performance, even in the absence of successful results.

Which, strangely enough, is where blood marrow donations come in. Organized team activities around a charitable activity contribute to both extrinsic and intrinsic motivation: athletes gain the goodwill of their peers and their community, while also feeling that they are doing good in the world.

John Stephens probably wasn't thinking about motivational theory when he visited the SUNY Cortland campus as a prospective student-athlete in 2010. The football team had organized a "Get in the Game, Save a Life" National Marrow Donor Program Drive during his visit. A volunteer swabbed a few cells from his cheek, but told him that donor matches are rare. One thing led to another, though, and in early 2011 he donated bone marrow to Clara Boyle, an infant with leukemia. She is now a thriving two-year-old.

Coincidentally, or maybe not, the SUNY Cortland Red Dragons finished the 2012 campaign with a 9-2 record, and won their first round game in the NCAA Division III tournament.

1. Mark D. Blegen, et. al., " Motivational Differences For Participation Among Championship And Non-Championship Caliber Ncaa Division III Football Teams," J. Strength and Cond. Res., 26(11), 2924-2928 (2012)

2. L. G. Pelletier, et. al., " Toward a new measure of intrinsic motivation, extrinsic motivation, and amotivation in sports: The Sport Motivation Scale (SMS)," Journal of Sport & Exercise Psychology, 17, 35-53 (1995).

*NCAA Division III schools do not award athletic scholarships, and few professional athletes are recruited from these schools. Financial motivations are probably minimal for athletes in this group.

Photo 2 courtesy of Mike Bersani, SUNY Cortland.

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Motivation: What Is It and How Do You Build It?

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When SUNY Cortland linebacker John Stephens agreed to become a blood marrow donor, he was probably thinking about how his donation might help a little girl with leukemia. It probably never occurred to him that he could be helping his team win, too.

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This module was the one I enjoyed most.  Motivation is an intrinsic desire to accomplish a particular task with excellence.  Employee motivation directly effects corporate community and production.   I enjoyed this article which describes how an employer can encourage motivation.

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Motivation is an employee's intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action.

An individual's motivation is influenced by biological, intellectual, social, and emotional factors. As such, motivation is a complex force that can also be influenced by external factors.

Every person has activities, events, people, and goals in their life that they find motivating. The trick for employers is to figure out how to inspire employee motivation at work. To create a work environment in which an employee is motivated about their job involves both intrinsically satisfying and extrinsically encouraging factors.

While employers understand that they need to provide a work environment that creates motivation, many fail to understand the significance of motivation in accomplishing the company's mission and vision. Even when they understand the importance of motivation, employers often lack the skill and knowledge to provide a work environment that fosters employee motivation.

That's because, too often, organizations don't pay attention to the employee relations, communication, recognition, and involvement issues that are most important to people.

Here are some ways to change that.

These are some of the factors that must take place in order for employees to be motivated.

The first step in creating a motivating work environment is to stop taking actions that are guaranteed to demotivate people. Three of the top conditions that demotivate employees are not giving workers the tools they need to do their jobs, not telling employees what is expected of them, and bosses that don't listen to underlings.

Make only the minimum number of rules and policies needed to protect your organization legally.

Publish the rules and policies and educate all employees.

With the involvement of many employees, identify organizational values and write value statements and a professional code of conduct.

Develop guidelines for managers and educate them about the fair and consistent application of the rules and policies.

Address individual dysfunctional behaviors on an as-need basis with counseling, progressive discipline, and performance improvement plans.

Most people want involvement in decisions that affect their work-though some may not want the final accountability. If that's the case, ask yourself why. Have people been punished for decisions they made in the past?

Perhaps organization leaders in the past didn't provide the time, tools, and information needed to make good decisions. Or, have people made decisions that were over-ridden by their managers?

You also have to find out if the people who make decisions and contribute ideas are rewarded and recognized. If not, you need to start acknowledging people no matter what position they hold.

Use these tips to create a work environment that emphasizes employee motivation through employee involvement.

Express the expectation that people should make decisions that will improve their work.

Reward and recognize the people who make decisions that create improvements at work.

Make all employees aware of your organization's mission, vision, values, goals, and guidelines so they can funnel their involvement in appropriate directions.

Never punish a thoughtful decision-otherwise, it will undermine the employee's confidence.

If you see an employee embark on a course of action you know will fail or cause a problem for a customer, intervene as a coach. Ask questions that help the individual find a better approach. Never allow a person to fail as a way to teach a lesson.

If you are genuinely open to ideas and feedback, your employees will know it.

If you are not open to feedback, step back and ask yourself, "Why?" Almost any decision can be improved with feedback. Allowing for ownership creates motivation and channels energy in the direction that will help your organization succeed overall.

Examine your beliefs about people. The majority of people do not get up in the morning and come to work with the intention of causing problems. When you experience a problem at work, ask yourself the Dr. W. Edwards Deming-attributed question, "What about the work system caused this person to fail?" Instead of issuing blame, this approach will help you solve the fixable problem.

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Want to Encourage and Inspire Employee Motivation?

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Motivation is an employee's intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action. An individual's motivation is influenced by biological, intellectual, social, and emotional factors. As such, motivation is a complex force that can also be influenced by external factors.

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Module 6 Human Resource and Employee Satisfaction

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Module 6 Human Resource and Employee Satisfaction

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Employee exit surveys provide a window where an employer can view the corporation through the eye in an internal customer.  Below is an example of an employee exit survey.

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Module 6 Human Resource in the Global Market - My thoughts

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Module 6 Human Resource in the Global Market - My thoughts

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Each country has its own folkways, norms and taboos.  Companies must understand how culture affects the world market. The article below discusses human resource in the global market.

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Module 6 Human Resource in the Global Market

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Module 6 Human Resource in the Global Market

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Managing Global Workforce - HR Capability - Accenture Outlook

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As companies stake their growth strategies on global expansion and pursuit of new markets, their ability to forge a human capital strategy and HR capability that is both globally consistent and locally relevant will be critical.

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Module 6  -  Human Resource and Outside Recruitment

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Module 6  -  Human Resource and Outside Recruitment

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More than 87% of the Fortune 500 turn to CEB to tackle emerging and recurring business challenges. Hear Barbara Koontz, VP of Human Resources & Learning, Xerox Corporation describe how CEB helps optimize talent investments, create new sources of efficiency, reduce risk, and accelerate growth. CEB is the world's leading member-based advisory company. We have a unique view into what matters — and what works — when capitalizing on drivers of business performance. This video is an interview with one of Xerox's top executives.

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the corporate executive board company (orga...

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How CEB Helps Human Resources Executives: Xerox Corporation

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More than 87% of the Fortune 500 turn to CEB to tackle emerging and recurring business challenges. Hear Barbara Koontz, VP of Human Resources & Learning, Xerox Corporation describe how CEB helps optimize talent investments, create new sources of efficiency, reduce risk, and accelerate growth. CEB is the world's leading member-based advisory company.

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Module 6 - Managing Human Resources and Communication 

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Module 6 - Managing Human Resources and Communication 

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Human Resources represents and serves in behalf of the employer's best interest. HR, specifically, is the conduit that filters and selects possible candidates for particular job opportunities within a corporation.  HR performs the job analysis and then determines which candidate submissions have experience which qualifies them to candidate for that particular position. As well, HR will send representatives to recruit outside of the organization. This article explains The  role and purpose of HR within a corporation.

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As a career employee, collectively, we are represented in the decision making process through an elected counsel. This artifact is an example of the mode of communication used for career employees.
2014-15 Operating Calendar

Career Employees'
Council

To:
All Career
Employees

Attachments:

Good afternoon fellow Career employees:

I hope everyone is enjoying their day. I have received
numerous inquiries regarding Spring Break and the 36-hour work-week not being on
the District Board of Trustees Agenda for March 11th. During yesterday’s
meeting, the Board members approved the Academic Calendar (2014-15). The
Academic Calendar does not indicate the college will be closed for Spring Break,
nor does it refer to the 36-hour work week. However, the Operating Calendar for
2014-15 (see attached), located in your Employee Portal, does show that the
college will be closed for Spring Break and our 36-hour work week will begin on
May 11, 2015.

Please do not hesitate to submit any other questions/concerns
to your campus representatives.

Sincerely,

Matt Wetzel

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The department I serve in meets weekly.  Everyone is given an agenda which addresses events, processes and purpose.  I am an advocate of an agenda.  I believe much more is accomplished when staff or board meet with an agenda in hand.  This is a sample of my departments weekly staff meeting agenda.
Attachments:
‎(2)‎Download all attachments

ACC-DWC Agenda 4-3-2014.docx‎ (21
KB‎)‎[Open as Web Page‎]; ACC Manager Minutes 4-1-14.docx‎
(22 KB‎)‎[Open as Web
Page‎]

Categories:

Thursday, April 03, 2014 4:11 PM

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Board Agendas and Minutes are publically posted and delivered via e-mail to every employee.  This policy is healthy.  The message it sends is one of transparency and inclusiveness.  Below is an example

Attached are the
actions taken at the April 8, 2014, District Board of Trustees
meeting.

The full agenda as
well as any updated agenda items may be viewed within the Artemis Employee
Portal https://artemis.fscj.edu/employee/. Sign in to Artemis,
select “College,” select “District Board of Trustees,” under “Name” select
“April 8, 2014, DBOT Meeting - Board Agenda” and/or “Updated Board Agenda Items
– April 8, 2014.”

Should you have any
questions or concerns, please let me know.

Thank you.

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Module 5 Organizational Structure and Processes

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Module 5 Organizational Structure and Processes

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Organizational structure and processes are the bones and blood vessels of the company.  When you understand the hierarchy and what role you play in the system, clear vision and purpose are established As well, specifically what your responsibilities are and how they fit in the process.  My artifacts will deal with my employer.  The purpose of counsel is to provide counsel and representation in the litigation process.  The General Counsel that serves my employer offers these services:

The Office of General Counsel (OGC) provides legal counsel, representation, research and opinions to the District Board of Trustees, College President, Cabinet and all other areas of the College as appropriate.  This includes management of all litigation matters brought by or against the College. The office is also responsible for maintaining Collegewide standards for contract administration and regulatory compliance. In addition to assisting the College President with matters related to the operation and actions of the District Board of Trustees, the General Counsel (GC) provides the following specific services:

Represent the College, when necessary and appropriate, before external agencies concerning compliance and regulatory reviews and complaints;

Draft, negotiate and approve College contracts and agreements prior to execution;

Manage and monitor litigation and supervise outside counsel retained by the College in all matters brought by or against the College;

Establish and monitor standard contract administration procedures and policies;

Interpret and apply relevant federal, state and local legislative and regulatory laws and regulations pertaining to College initiatives;

Provide legal opinions and advice on specialized matters including intellectual property, copyright, civil rights, real estate, construction and development, telecommunications, aviation and federal and state regulatory compliance;

Provide counsel and opinion regarding matters involving the Florida ethics laws;

Offer assistance and advice in ensuring compliance with applicable federal, state and local regulations such as those relating to procurement, discrimination, employment and collective bargaining matters, as needed;

Provide legal counsel and support to Florida State College at Jacksonville Foundation, Inc. and related organizations;

Provide counsel and guidance for insurance related and risk management matters;

Maintain legal records of the College including, but not limited to, District Board of Trustees agreements, resolutions and real estate documents;

Develop and maintain standard College policies and procedures;

Coordinate responses to subpoenas/court orders, public records and other requests.

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Module 4 - Our SWOT assignment was one of my favorite assignments.  Walking through the process of addressing Strengths, Weaknesses, Opportunities and Threats allowed me to capture the importance of quality management.

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Module 4 - Our SWOT assignment was one of my favorite assignments.  Walking through the process of addressing Strengths, Weaknesses, Opportunities and Threats allowed me to capture the importance of quality management.

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Module 4 - Quality Management - Stephen Covey, in this video discusses quality management and leadership. I found his thought to be quite moving.

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Module 4 - Quality Management - Stephen Covey, in this video discusses quality management and leadership. I found his thought to be quite moving.

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Difference between Leadership and Management according to Stephen Covey

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Brief presentation on two essential skills you need in order to succeed in any field, namely leadership and management, according to Stephen Covey, author of The Seven Habits of Highly Effective People.

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Making a decision on the best course of action to meet the objectives can only be done when, systematically, you review all the information presented.  My first artifact is an article that discusses the principles of planning.

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Empowering families to navigate the immigration system more confidently, rapidly, and affordably.

We are a team of immigrants and experts who have struggled with our own journeys through the complex, high-stakes U.S. immigration system. Just like millions of other families, we've had to choose between paying thousands of dollars in legal fees or spending months trying to figure out how to do everything ourselves. We knew there had to be a better way. That's what we're building, after hundreds of conversations with families, immigration lawyers, and government officials - a trusted partner and guide for your entire immigration journey.

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Enjoy concierge service
Steer clear of common mistakes - a dedicated Boundless team member will help make sure your forms and documents are ready for attorney review.

Engage your attorney
Get the peace of mind that comes with having an independent immigration attorney who answers your confidential questions and reviews your entire green card application.

File your complete application
Leave the printing to us - you'll receive the entire printed package at your doorstep, with clear instructions on how to sign and send it to the government.

Prepare for success
Know that Boundless is with you until the finish line - helping you respond to government questions and prepare for your green card interview.

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Empowering families to navigate the immigration system more confidently, rapidly, and affordably. We are a team of immigrants and experts who have struggled with our own journeys through the complex, high-stakes U.S. immigration system. Just like millions of other families, we've had to choose between paying thousands of dollars in legal fees or spending months trying to figure out how to do everything ourselves.

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As Jonathan Becher points out in his inspiring piece in Forbes Magazine,  “Diversity of the seen and unseen – culture,
thought, style, skills, education, workplace flexibility, and perspectives –
ensures that every member of the team is represented and valued” (Becher, 2010).  There
is compelling evidence that diversity unlocks innovation and drive market
growth.  A recent study mentioned in Harvard
Business Review, cited 40 case
studies correlating diversity in leadership with positive market outcomes
(Hewlett, Marshall & Sherbin, 2013). From reading both articles, I believe
that diversity inclusion is a “deliberate” action for many corporations who
must comply with Federal and State law mandates.  While this article does discuss at length the
positive contributions diversity could bring to innovation, I would pose this
question.  For leaders, is having the
capacity to leverage diversity an inherit quality or is it something that must
be acquired through exposure? What positive contribution, if any, does
diversity in leadership make, when increasing global market capital? In other
words, can the benefits of diversity in leadership be quantified?

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Module 3 -Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers. This article makes some key points to consider when managing a global market.

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Module 3 -Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers. This article makes some key points to consider when managing a global market.

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Empowering families to navigate the immigration system more confidently, rapidly, and affordably.

We are a team of immigrants and experts who have struggled with our own journeys through the complex, high-stakes U.S. immigration system. Just like millions of other families, we've had to choose between paying thousands of dollars in legal fees or spending months trying to figure out how to do everything ourselves. We knew there had to be a better way. That's what we're building, after hundreds of conversations with families, immigration lawyers, and government officials - a trusted partner and guide for your entire immigration journey.

Boundless guides you through the entire marriage green card process for a flat $750 fee. Here's how it works:

Answer simple questions online
No more stress with paperwork - just answer some clear and simple questions at your convenience.

Easily organize your documents
Understand what documents you need, and keep them all together securely online.

Enjoy concierge service
Steer clear of common mistakes - a dedicated Boundless team member will help make sure your forms and documents are ready for attorney review.

Engage your attorney
Get the peace of mind that comes with having an independent immigration attorney who answers your confidential questions and reviews your entire green card application.

File your complete application
Leave the printing to us - you'll receive the entire printed package at your doorstep, with clear instructions on how to sign and send it to the government.

Prepare for success
Know that Boundless is with you until the finish line - helping you respond to government questions and prepare for your green card interview.

Learn more about how we can help you, or get started today!

Want to make a meaningful difference in people's lives? Join our team!

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Empowering families to navigate the immigration system more confidently, rapidly, and affordably. We are a team of immigrants and experts who have struggled with our own journeys through the complex, high-stakes U.S. immigration system. Just like millions of other families, we've had to choose between paying thousands of dollars in legal fees or spending months trying to figure out how to do everything ourselves.

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Module 3 - Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers. This article

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Module 3 - Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers. This article

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Module 3 - Management Within a Global Organization -  Many global companies have difficulty crossing the language barrier. For example, when Coca-Cola market Coke in China for the first time, created Chinese characters that, when pronounced, sounded like the product name.  Unfortunately, the characters actually translated as , "bite the wax tadpole".  : )   This video is of the top 10 miscommunication marketing blunders that cost millions.  It reminds me that even the greatest......get it wrong now and then!

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Module 3 - Management Within a Global Organization -  Many global companies have difficulty crossing the language barrier. For example, when Coca-Cola market Coke in China for the first time, created Chinese characters that, when pronounced, sounded like the product name.  Unfortunately, the characters actually translated as , "bite the wax tadpole".  : )   This video is of the top 10 miscommunication marketing blunders that cost millions.  It reminds me that even the greatest......get it wrong now and then!

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Top 10 Marketing Fails: Coke, Ford, Netflix

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Top 10 Epic Fails in Marketing Subscribe http://goo.gl/Q2kKrD Not every marketing campaign can be a success, but it takes a special kind of ad to fail as spectacularly as these. WatchMojo picks the ten most disastrous Marketing efforts in the history of business. List Entries and Rank: #10.

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Module 2 - Costco helped its employees weather the recession. When the economic crisis hit and other retailers laid off workers, Costco's CEO approved a $1.50-an-hour wage increase for many hourly employees, spread out over three years. This is a company with an 85% employee retention rate!   Huffinton Post Business ran this article discussing Cosco employee's loyalty to this company.

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Module 2 - Costco helped its employees weather the recession. When the economic crisis hit and other retailers laid off workers, Costco's CEO approved a $1.50-an-hour wage increase for many hourly employees, spread out over three years. This is a company with an 85% employee retention rate!   Huffinton Post Business ran this article discussing Cosco employee's loyalty to this company.

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It's not just the bulk toilet paper and $1.50 hot dog combos. There's more going on here.

1. The company pays a living wage. Costco's CEO and president, Craig Jelinek, has publicly endorsed raising the federal minimum wage to $10.10 an hour, and he takes that to heart. The company's starting pay is $11.50 per hour, and the average employee wage is $21 per hour, not including overtime. Most other big box retailers start their employees at minimum wage.

2. Workers get benefits. About 88 percent of Costco employees have company-sponsored health insurance, according to David Sherwood, Costco's Director of Financial Planning and Investor Relations. "I just think people need to make a living wage with health benefits," Jelinek told Bloomberg. "It also puts more money back into the economy and creates a healthier country. It's really that simple."

3. The CEO makes a reasonable salary. Costco's CEO makes far less than most executives, with a total compensation package of about $4.83 million in 2012. In contrast, Walmart CEO Mike Duke made roughly $19.3 million during the same year. Walmart's CEO earns as much as 796 average employees, according to CNN Money, compared to Costco's CEO making 48 times more than the company's median wage.

4. Costco helped its employees weather the recession. When the economic crisis hit and other retailers laid off workers, Costco's CEO approved a $1.50-an-hour wage increase for many hourly employees, spread out over three years.

5. Costco doesn't kill Thanksgiving. While many of its competitors are forcing employees to work on Thanksgiving Day, Costco will buck the trend and stay closed.

6. It also doesn't waste money on expensive advertising. The company doesn't advertise nor does it hire a public relations staff. Meanwhile, Walmart dropped $1.89 billion on ads in 2011.

7. Its prices aren't horrendously high. Costco never marks up products by more than 15 percent, while most retailers commonly mark products up by more than 25 percent.

8. It embraces equality. Costco scored extremely well (90/100) on the Human Rights Campaign's Corporate Equality Index, an assessment of LGBT policies in the workplace.

9. It hires from the inside. More than 70 percent of its warehouse managers began their careers working the register or the floor.

10. Costco's employees are loyal. For employees that have worked at the company for more than one year, the annual turnover rate is below six percent, according to Sherwood. For executives, the turnover rate is less than one percent.

11. Free samples. Need we say more?

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11 reasons to love costco that have nothing to do with shopping

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11 Reasons to Love Costco That Have Nothing To Do With Shopping

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It's not just the bulk toilet paper and $1.50 hot dog combos. There's more going on here. 1. The company pays a living wage. Costco's CEO and president, Craig Jelinek, has publicly endorsed raising the federal minimum wage to $10.10 an hour, and he takes that to heart.

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Module 2 Starbucks - Organizations today struggle to build a workplace based on trust and values such as honesty, integrity and respect. Starbucks is a company that has succeeded because it has stayed true to its core values. This article shares the Starbucks story from the view of its employee.

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Module 2 Starbucks - Organizations today struggle to build a workplace based on trust and values such as honesty, integrity and respect. Starbucks is a company that has succeeded because it has stayed true to its core values. This article shares the Starbucks story from the view of its employee.

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Sign in now to see your channels and recommendations!

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People vary in their attitudes toward corporations.  Waves of company downsizing has cultivated an atmosphere of cynicism and distrust. My artifacts for this module will focus on employees who worked for companies that weathered the 2008 recession and continued to demonstrate a loyalty to the internal customer - the employee.  The first artifact is an article that discusses the value Marriott places on their employee base.  On an interesting note - customer loyalty was a by-product of Marriott's ethical treatment of its employees.

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Module One - Management transparency is the top factor when determining employee engagement.

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Module One - Management transparency is the top factor when determining employee engagement.

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This article is in Psychology Today.  Writer, Victor Lipman discusses what works and what doesn't work - The mind of a manager. I can identify with this article. I honestly believe, nothing great is accomplished without a team working together.

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Mind of the Manager: What works and what doesn't in the workplace, by Victor Lipman

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Module One- Management for the 21st. Century - BusinessWeek - Peter Drucker, contributor

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Module One- Management for the 21st. Century - BusinessWeek - Peter Drucker, contributor

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In this article published by Harper Business and displayed in BusinessWeek,  Peter Drucker presents smart principles for all individuals and organizations. One of these principles is that an organization has to be transparent so people know the organization structure they work within. Transparency cultivates respect and trust.  This is a great read.

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Gary Hamel is one of the world’s most influential business thinker, and Fortune magazine has called him “the world’s leading expert on business strategy.” In this youtube clip, Gary Hamel gives a powerful speech, " How Management MUST be Reinvented.

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Management MUST Be Reinvented -  Gary Hamel

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HSM presents WOBI :: World of Business Ideas, a powerhouse of actionable ideas from people shaping the world today. We've also launched a new YouTube channel: http://www.youtube.com/wobi. Visit and subscribe for new business content updated daily . Are you interested watching more videos on Global Trends?

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One of the most valuable truths I gleaned from this class is that " leading is not the same as managing" Certo&Certo, ch.5) Managing is the ability to work with people and resource to accomplish organizational goals. The role of a manager consists of Planning, Organizing, Influencing and Controlling.  The skill with which one can effectively manage can be observed in their ability to work with and through people.  Personally, I view management as a skill-set that can be learned. However, when an individual in management has leadership qualities, team synergy is created.  My artifacts for this module speak of managers who influence and lead.

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Peter Senge: Are Great Leaders Born or Made?

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