CONTACTS 

SUBJECTS
Personnel, Training,
Leadership & Change, 930119
Executive Training, 930726
Knowledge is Power

0706 -    ..
0707 - Summary/Objective
0708 -
070801 - The article at ref OF 5 line 9, is the 3rd in a series on
070802 -
070803 -            Power and Politics in Project Management
070804 -
070805 -   ...which are fundamentals of leadership and executive management.
070806 -
070807 -
070808 - The article defines management "power fields" analogous to magnetic
070809 - fields, with properties of range and strength associated with sources
070810 - of power, listed as:
070811 -
070812 -                      Decision
070813 -                      Event
070814 -                      Person
070815 -
070816 -
070817 -
070818 -
070819 -
070820 -    Social Power, which seems like "personal" power has a core
070821 -    component called:
070822 -
070823 -                        Purpose
070824 -
070825 -      ...from this eminate fields of
070826 -
070827 -                 Control            defined at ref OF 5 line 63
070828 -                 Influence             "    "  ref OF 5 line 70
070829 -                 Appreciation          "    "  ref OF 5 line 78
070830 -
070831 -
070832 -      Question
070833 -
070834 -      Why isn't knowledge a source of relative power, per ref OF 2
070835 -      line 44?
070836 -
070837 -
070838 - The article says power resides in objectives (i.e. purposes) relative
070839 - to the size of the group holding the objective, ref OF 5 line 45.
070840 -
070841 -    Another view on acquiring and exercising power is at ref SDS 4 line
070842 -    233.
070843 -
070844 - Power can be increased by serving important purposes, for a large
070845 - number of people over a long period, ref OF 5 line 87, see also ref OF
070846 - 5 line 117.
070847 -
070848 -    Purpose is increased by seeking to servie widely held critical
070849 -    human needs, e.g. hunger, health, etc. ref OF 5 line 134.
070850 -
070851 -         This is the "vision" statement.
070852 -
070853 -
070854 - Three Types of Power
070855 -
070856 - Author says at ref OF 5 line 180, that large organizations, have
070857 - hierarchial levels of power:
070858 -
070859 -                Instititutional:   sets policy
070860 -
070861 -                Managerial:        sets strategy & structure
070862 -
070863 -                Technical:         sets planning, rules, regulation
070864 -
070865 -      This seems simplistic, academic.
070866 -
070867 - Management Style
070868 -
070869 - The above different "types of power" ref OF 5 line 202 require differ-
070870 - ent:
070871 -               frame of mind
070872 -               management style
070873 -               personality
070874 -
070875 -
070876 -
070877 -
0709 -

SUBJECTS
Personnel, Training, TQM
Quality Control
Correlation to accepted practice and
Project Management, Methods, Procedures
Convert Schedule to Diary, 910523
Feel Good Management, Be Prepared
Deming, Edward, TQM

1510 -
151001 -  ..
151002 - Quality Requires Consistent use of Management Cycle
151003 -
151004 - The article says "quality" means satisfying the valid requirements of
151005 - customers. ref OF 10
151006 -
151007 - Criteria are presented on winning Baldridge and Deming awards for
151008 - quality management. ref OF 10 0966 and ref OF 10 0024
151009 -
151010 -     Author does not indicate how "satisfaction" is measured, nor how
151011 -     "valid" requirements are determined, and what impact on "quality"
151012 -     occurs when valid requirements are missed, or when "invalid"
151013 -     requirements are met or missed.
151014 -
151015 - ..
151016 - Author says Deming's...
151017 -
151018 -                 Plan, Do, Check, Act (PDCA) cycle
151019 -
151020 -    ...which is explained in the SDS Help system, ref SDS 3 8842, means
151021 -    continuous improvement, ref OF 10 0026, similar to the PMBOK
151022 -    concept at ref SDS 2 7446.
151023 -
151024 -        [On 950721 ISO 10006 calls for continual, learning which is
151025 -        accomplished by the POIMS Plan, Perform, Report, management
151026 -        cycle. ref SDS 9 2846]
151027 -
151028 -        [On 990625 Kaiser cites communication to support partnership
151029 -        management model for medical practice. ref SDS 11 4185]
151030 -
151031 -
151032 -  ..
151033 - Be Prepared
151034 -
151035 - Author urges managers to get the facts and act on them, rather than
151036 - instinct, gut feel, conversation, preconceptions, ref OF 10 line 49.
151037 -
151038 -     This supports the POIMS concept of "capturing the record", and
151039 -     "Communications Metrics", ref SDS 8 line 205 and ref SDS 8 line
151040 -     356, as essentials of TQM, in lieu of "Feel Good" management, as
151041 -     explained in the POIMS article at ref OF 2 line 426.
151042 -
151043 - Management methods to collect and analyse facts are given at ref OF
151044 - 10 line 113.
151045 -
151046 -     Author does not mention written analysis, linked to the record.
151047 -
151048 -
151049 - Investing in Communication Skills is Cost Effective
151050 -
151051 - Author says people must be adequately trained and encouraged to
151052 - communicate effectively, ref OF 10 line 57, and also at ref OF 10 line
151053 - 264.
151054 -
151055 -         [Training was supported by Raychem at ref SDS 10 line 276.]
151056 -
151057 -      POIMS argues, "encouraging" people to communicate is not enough
151058 -      because there is not enough time on the Information Highway ref
151059 -      OF 2 line 14, of the NWO, ref OF 3 line 54.
151060 -
151061 -      People need tools to do the job and help in using those tools;
151062 -      they need communication metrics, ref OF 2 line 333, per review of
151063 -      Stephen Covey, ref SDS 1 line 394.
151064 -
151065 -
151066 - Baldridge award for "quality" has two criteria missing from the Deming
151067 - award: role of senior management in the leadership of quality efforts
151068 - and a separate section on customer satisfaction, ref OF 10 line 275.
151069 -
151070 -     Author says demonstration of senior management's role in leading
151071 -     the quality effort and the focus on customers, is essential to
151072 -     winning awards for quality, ref OF 10 line 280.
151073 -
151074 -     What Do Managers Do?
151075 -
151076 -     How do managers improve the quality of their work, that is
151077 -     different from what they did 1000 years ago, or 2000 years ago?
151078 -
151079 -
151080 - TQM Criteria
151081 -
151082 - These are listed at ref OF 10 line 264.
151083 -
151084 - Process improvement, i.e. reengineering, is defined at ref OF 10 line
151085 - 80.
151086 -
151087 -
151088 -
151089 -
151090 -
151091 -
151092 -
151093 -
151094 -
151095 -
151096 -
151097 -