Improving Your Managerial Effectiveness

By Wayne Scott and T.Frank Hardesty

IMPROVING YOUR MANAGERIAL EFFECTIVENESS had its beginning as a most successful 4 1/2 day American Management Associations Seminar developed and conducted by Wayne Scott and Frank Hardesty. Its content is believed by the authors to be almost everything you will ever need to know about management. This book replicates what was provided in the AMA seminar...the verbal content, the figures and the participant exercises.

IMPROVING YOUR MANAGERIAL EFFECTIVENESS goes point-by-point over all the routine day-in-day-out operations you would love to speed up and improve.

The authors have devoted years to in-depth study of management development. What they have created (and you will have the joy of discovering) is a complete new approach to your own personal development.

No blue-sky or psychological theories. You get practical how-tos that help you make the most of your day.

Take a look at the contents of this book. There is no base left unturned. Every phase of your job is covered in detail. MOST IMPORTANTLY WILL BE YOUR IMPROVED MANAGERIAL EFFECTIVENESS.

• Language: English
• Publisher: AuthorHouse
• Release date: Apr 15, 2014
• ISBN: 9781496902054

Wayne Scott

Success was not destined to be in Dr. Scott’s future. There were too many excuses at his fingertips! He was born into a poor family with a father who completed one year of elementary school and a mother with two. He was the first one in his immediate family to complete high school. He has a B.S. degree in engineering-physics, a master’s degree in physics and a Ph.D. in education and physics. He also has post doctorate studies from the University of North Carolina School of Business and the Harvard University School of Education/Business. He was first employed as a NASA space radiation physicist working with the original seven astronauts at Langley Field, Virginia. Later, he served as professor and head of a physics department at a college in Tennessee. He worked with a world famous heart surgeon in St. Louis, Missouri. He was president of a college at the age of 33 and served as president of three different colleges over a period of 19 years. He attributes his success to walking a “well-worn-path” of the stepping stones presented in this book and Divine Guidance. The teacher within him gives advice freely and with great love as he himself is BLESSED BEYOND BELIEF. Today, he lives with his wife in Johnson City, Tennessee.

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© 2014 Wayne Scott, Ph.D.. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 04/11/2014

ISBN: 978-1-4969-0206-1 (sc)

ISBN: 978-1-4969-0205-4 (e)

Library of Congress Control Number: 2014906518

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Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

MEMORANDUM

To:         Users of text Improving Your Managerial Effectiveness

From:      Wayne Scott, Ph.D.

Subject:   Managerial Effectiveness

Have you ever wished that you were two (or maybe three) people? That you could zip off reports and memos like a professional writer? That top management would be more impressed with your management flair and ideas? That you could leave at five o’clock every day knowing that you are on top of the workload?

Now there is help…

Improving Your Managerial Effectiveness goes point-by-point over all those routine, day-in-day-out operations you would love to speed up and improve and elucidates everything from writing progress-producing letters to implementing an individual Management by Objectives program.

The authors of this unique book have devoted years to in-depth study of management development. What they have created (and what you will have the joy of discovering) is a completely new approach to personal development.

No blue sky and no fancy psychological theories. You get practical how-tos that help you make the most of your working day.

You will not sit still for a minute once you start this book. You will write reports, memos, job objectives, motivational job descriptions, and practice making speeches.

At the end of having studied these readings you will have acquired a wide range of new skills and new ideas that you can put to immediate use. For example:

•   How to get more out of a meeting in less time than you think possible.

•   How to take the hocus-pocus out of good report writing and write memos that get results.

•   How to present any proposal orally (in just two minutes) and get all your ideas across clearly.

•   How to make a presentation (when you must) and load it with ideas and action-oriented words.

You will learn how to double your reading speed in thirty days, improve your ability to write plans and procedures, and increase communications in your organization with a one-sheet, five-minute-per-week report. You will get fresh ideas for handling the most important part of your job—getting things done through and with people.

You will look at the typical types of business people found in every organization, and you will learn how to motivate each type, how to make on-target readings of their potential, and how to help them succeed. You will see how your own increased efficiency can, in turn, make those who work with you and for you more productive.

Take a look at the content of this book. There is no base left untouched. Every phase of your job is covered in detail with sound methods of controlling time, improving internal communications, and upgrading productivity in your organization. Most important, however, will be your improved managerial effectiveness.

But, in the authors’ own words:

One good way to trigger more profit is to take time for business reading… But one of the best ways to not make a profit is to believe that all these high sounding and inspiring formulas should be applied as written… Heed one realistic warning, Mr. Manager: You are in a particular business. Business writers are not in your particular business. They (and that goes for us too) do not live with your specific problems, you do.

Furthermore, this book is not for the thin skinned. Within its covers is something that will infuriate virtually every reader—including us. (Every time we were reading along thinking smugly how well we had some other guy pegged, we would suddenly find ourselves roasting on the spit right along with him.)

AUTHORS’ NOTE: The authors are well aware that both men and women are employed in management positions; however, in most cases, masculine pronouns are used in the text of this book. The authors ask that when masculine pronouns are used the reader consider them to be representative of both genders.

TABLE OF CONTENTS

MEMORANDUM

Chapter 1—Individual Effectiveness

Introduction

1.1 Master This Peculiar Language of Ours

1.2 Be Synergistic With This Book and Activate the Third Way

Chapter 2—Making Organizations Make Money

Introduction

2.1 Organizing the Area of Control

2.2 Organizing the Future

2.3 Applying the Present-Future 1-2 Punch

2.4 The Action Point

Exercises

Chapter 3—Make Dreams Make Money

Introduction

3.1 Dream Up a Gaggle of Objectives

3.2 Establish Five Major Objectives from Your Ideas

3.3 Maintain Five Major Objectives At All Times

3.4 The Action Point

Exercises

Chapter 4—Poor (?) Man’s PERT

Introduction

4.1 Understanding the Magic of Poor Man’s PERT

4.2 Quickly Learn Poor Man’s PERT

4.3 Activate and Profit from Poor Man’s PERT

4.4 The Action Point

Exercises

Chapter 5—Make Ideas Make Money

Introduction

5.1 Learn SOPPADA

5.2 Activate SOPPADA

5.3 Spread SOPPADA

5.4 The Action Point

Exercises

Chapter 6—How to Make More Time for the Top Manager

Introduction

6.1 Establish the SBO/APN Approach

6.2 Spread the SBO/APN Approach

6.3 The Action Point

Exercises

Chapter 7—More Meetings, More Profit

Introduction

7.1 Rule 1: Standardize the Meeting Objective

7.2 Rule 2: End the Meeting on Time

7.3 Rule 3: Maximize Stand-Up Meetings

7.4 The Action Point

Exercises

Chapter 8—How to Get the Finest Results From Supervisors and Managers

Introduction

8.1 Put People In Their Proper Value Order

8.2 Put the Effort Where the Need Is

8.3 Assure Constantly-Improving People

8.4 The Action Point

Exercises

Chapter 9—More Productivity and Greater Enrichment of the Working Individual: How to Get Both

Introduction

9.1 Ask Five Zeroing-In Questions

9.2 Prepare a Potential-Progress Analysis

9.3 List Details

9.4 Select Factors

9.5 Analyze Factors

9.6 List Rating . . . and Supportive Comments

9.8 Follow-up on the Potential-Progress Analysis

9.9 The Action Point

Exercises

Chapter 10—Everybody Wants to Go to Heaven… Nobody Wants to Die

Introduction

10.1 Write One Week’s Action

10.2 Recap the Week’s Action

10.3 Analyze the Week’s Action

10.4 Get the Payoff

10.5 The Action Point

Exercises

Chapter 11—The Five-Snake Approach to Writing Great Business Letters

Introduction

11.1 Use the Five-Snake Formula

11.2 Forget the Five-Snake Formula

11.3 Be a Mnemonic Genius

11.4 The Action Point

Exercises

Chapter 12—The Special Format Approach to Writing Business Letters

Introduction

12.1 The Regular Format

12.2 The Headline Format

12.3 The 2-Plus Subjects Format

12.4 The Strong-Proposal Format

12.5 The Quick-Photo Reply

12.6 The Action Point

Chapter 13—Let Us SPRA

Introduction

13.1 Master the Five-Snake Formula

13.4 The Action Point

Exercises

Chapter 14—Make Impetuosity Make Money

Introduction

14.1 Obtain Shotgun Memos with Important Assignments

14.2 Turn Shotgun Memos Into Specific Proposals

14.3 Give Shotgun Memos with Important Delegation

14.4 The Action Point

Exercises

Chapter 15—Somebody Should Do Something About Communications Around Here

Introduction

15.1 Establish a Weekly Status Report

15.2 Establish Weekly Communications Meetings

15.3 Roam

Exercises

Chapter 16—I Could Write a Book

Introduction

16.1 Write the Working Title

16.2 Write the Sequence of Increments

16.3 Write the Introduction

16.4 Write the Body

16.5 Write the Conclusion

16.6 Write the Premise

16.7 Write the Final Title

16.8 Place the Parts in Their Proper Sequence

16.9 Conclusion

Exercises

Chaper 17—How the Businessman Can Make an Eloquent Speech

Introduction

17.1 Recreate the Natural Habitat

17.2 Have a Reverse Question-and-Answer Period

17.3 The Action Point

Exercises

Chapter 18—How to Replace Mushwords and Automatic Phrases with Profit Words and Result Phrases

18.1 The Competitive Edge

18.2 The Action Point

Chapter 19—How to Find Those Papers That Never Seem to be Properly Filed

19.1 Produce

19.2 File

19.3 Refer

19.4 The Action Point

Chapter 20—Walk Away From Your Problems

Introduction

20.1 Identify the Obstacle

20.2 Take A Walk

20.3 Attack With Seasoned Troops

20.4 The Action Point

Chapter 21—How to Not Commit Clerical Suicide

21.1 Practice Relevant Aggressiveness

21.2 Activate the Non-smolder Approach

21.3 The Action Point

Chapter 22—Reading Faster by Bouncing the Brain

Introduction

22.1 Determine Peripheral Vision

22.2 Eliminate Regressive Reading

22.3 Bounce the Brain

22.5 The Action Point

Chapter 23—Earning Power of the Management Bibliography

Introduction

23.1 Read Fifteen Minutes Each Evening

23.2 Read Four Books at Once

23.3 Use the Management Bibliography as a Training Tool

23.4 The Action Point

Exercises

Chapter 24 - The Management Bibliography

Introduction

24.1 Management Bibliography

Chapter 25—How to Develop the Management Vocabulary

Introduction

25.1 Look Up Every Strange Word

25.2 Remember Every Looked-up Word

25.3 Make Every Looked-up Word Part of Normal Use

25.4 Use a Word Consultant

Exercises

Chapter 26—How to Listen Aggressively

Introduction

26.1 Know When to Not Listen

26.2 Ask Permission to Listen Properly

26.3 Listen Aggressively

26.4 Show Your Opinion

26.5 Establish a Parallel Conclusion

26.6 Follow Up to Attainment

26.7 The Action Point

Exercises

Chapter 27—Don’t Delegate, Mr. Manager!

Introduction

27.1 Rule One: Motivate People Toward Intelligent Aggression

27.2 Rule Two: Hold That Tiger, Mr. Manager

27.3 Rule Three: Give the Spoils to the Victors

27.4 The Action Point

Chapter 28—How to Hack a Way Out of the Clerical Jungle

Introduction

28.1 Jot Down Many Ideas

28.2 Flesh Out All

28.3 Make Oral Sales Presentations at Every Opportunity

28.4 Persist Beyond Normal Approaches

28.5 Get a Reputation

28.6 The Action Point

Exercises

Wayne Scott, Ph.D.

with T. Frank Hardesty

[e-mail]

Chapter 1—Individual Effectiveness

You cannot teach a man anything. You can only help him discover it within himself. (Galileo)

So it is that we wrote a book about discovery—discovery of your own individual managerial effectiveness. (Scott & Hardesty)

Introduction

Stancey Unnorris, President of Unnorris Frabistats Incorporated, sitting in the office of Bubiel Nonsmith, a highly successful management consultant, exclaimed, Bubiel, somebody oughta write a book on individual effectiveness.

Bubiel answered, "Somebody, Mr. Unnorris? Somebody indeed. I just have. Suggest you oughta read it."

Book reading takes time, Bubiel. And putting what is read into action takes a lot of energy, retorted Mr. Unnorris.

Energy, Mr. Unnorris. You better believe it does. So does sex.

OK, Bubiel, if it’s gonna be like sex I’m all for trying. What specifically is in it for me? Mr. Unnorris asked.

Well, Mr. Unnorris, the objective of this book is to increase your individual management effectiveness. After giving of your energy and working through every page of this book, you’ll have action tools.

Action tools, Bubiel?

Yes, action tools, Mr. Unnorris. How-to tools. And you can, within the framework of your fine company and organizational policy, make a lot of money, save a lot of time, and do your own thing.

Can’t argue with that, Bubiel.

Didn’t think you could, Mr. Unnorris. He added, In the very real sense this book could have been titled, ‘How to Become a Management Hippy’ because it advocates doing your own thing within the framework of policy.

Do go on, Bubiel, Mr. Unnorris entreated.

Mr. Unnorris, this book simplifies management by presupposing that there are only two skills that you ever use in managing people. There are only two skills at which you need to be great. And you might as well be great if there are only two.

Believe I can handle two skills, Bubiel. Most books claim more. What’s next?

Bubiel answered, When you manage people, these two skills are writing and talking. Because it is true, the management of people and the getting done of things is with the written word or the spoken word. There is no other way… Mr. Unnorris, are you with me? Mr. Unnorris!

Yes, yes, Bubiel, do go on.

Bubiel complied, "Within this book we’re going to machine gun, in a very real sense, a variegated phantasmagoria of concepts. And, Mr. Unnorris, we’re not gonna have too many fancy words after those. But, I do like to display my couth early in these writings. Everything this book talks about is going to be a way to write something or a way to say something. Everything written is designed for the profit or progress of your organization. Everything written is designed to save time and to cut down paper work."

"More time I can surely use, Mr. Unnorris agreed. And I’ve been accused of creating a paper shortage."

"Mr. Unnorris, in going through these various subjects, we’re going to take a thing from a sort of mythical beginning all the way to the end of approximately twenty-eight things. Things that I think, from my experience in observing people, are necessary for individual effectiveness.

Bubiel concluded, Remember, Mr. Unnorris, there are only two ways that you’ll get things done in business. The written word and the spoken word. And common to these two skills of writing and talking is one science… the science of semantics.

"Semantics, Bubiel. Is it catching?" Mr. Unnorris cried.

Heck, no! Mr. Unnorris. It’s something you’ll have to work at to catch. Semantics is the study of the development and changes of the meanings of words, Bubiel explained.

Bubiel, tell me more about this science. This study of words.

Sure, Mr. Unnorris. We have a peculiar language. This English language of ours. Let me tell you a little about it. Bubiel continued, It’s jerrybuilt. Unlike any other language, ours is built from a base of Latin, Greek, French, Spanish, and you name it. All put together to be a thing called the English language. We use it to the extent that we are able. And yet, if you and I are to be great at this business of writing and talking we should make more use of it."

OK, I read you loud and clear, Bubiel. Kinda like sex, as you said before.

Sex, Mr. Unnorris? Bubiel queried.

Yes, Bubiel. A lot of work.

Get your mind back up on the table with me, Mr. Unnorris, Bubiel chided. "This thing of individual effectiveness starts with the person who takes two steps. The first is to master this peculiar language of ours and the second is to be synergistic with this book and activate the third way.

1.1 Master This Peculiar Language of Ours

Let me tell you, Mr. Unnorris, of a thing that you can do. And it’s almost a magic elixir, Bubiel declared.

Magic elixir, Bubiel? Mr. Unnorris wondered.

"Yes, Mr. Unnorris, magic elixir. Kinda like a magic medicine. And nothing in this book is going to be magic. This is a book of ‘how-to’ not ‘pie-in-the-sky.’

"Mr. Unnorris, do something for the next three months. Ninety days. When you are reading whatever it is you read and you come to a word you do not fully understand, look that word up. Look up its meaning and its pronunciation.

Too often in reading, Mr. Unnorris, you—heck, both of us—will skip a word you don’t understand, feeling that the paragraph itself will make sense even though you skipped over the word. And, tragically, that is often true, but not always.

Tell me more, Bubiel, Mr. Unnorris begged. I’m tuned in to what you’re saying.

"In understanding the meaning and pronunciation of every word, Mr. Unnorris, you’ll really have a leg up on being professional at this science of communications. Don’t think it’s an art. It’s a science. It’s a thing you learn. You look up every word for ninety days, Mr. Unnorris, and let me tell you what will happen after that. You’ll rarely need to look up another one again because with normal reading you’re going to cover about every word you’re ever gonna need. And it’s going to open a whole new world of understanding."

Can you give me an example, Bubiel? Examples make for better understanding.

Bubiel complied, Sure can, Mr. Unnorris. You’ve probably heard of people who will tell you they are conVERsant with a particular subject. Have you heard people using this word conVERsant?

Sure have, Bubiel.

Ain’t no such word, Mr. Unnorris! Bubiel expostulated. "Did you know there ain’t no such word as conVERsant? Absolutely not! The word is CONversant. But somebody heard somebody use the word conversant, and somebody else after that. We just followed the calf-path. You have heard about the calf-path, haven’t you, Mr. Unnorris?

Calf-path, Bubiel? I thought we were talking about words.

We are, Mr. Unnorris, Bubiel continued patiently. But you asked for examples. Said they helped you understand.

Yes sir, Bubiel, I did, responded Mr. Unnorris apologetically. Do go on with the calf-path.

Well, Mr. Unnorris, it goes something like a paraphrase of Sam Walter Foss’s poem ‘The Calf-Path’:

"One day through the primeval wood

A calf walked home, as good calves should

But made a trail all bent askew

A crooked trail, as all calves do.

That trail was taken up next day

By a dog that passed that way.

And then a wise bellwether sheep

Pursued the trail o’er vale and steep

And drew the flock behind him, too

As good bellwethers always do.

And from that day, o’er hill and glade

Through those old woods a path was made

And many men wound in and out

And dodged, and turned, and bent about

And uttered words of righteous wrath

Because ’twas such a crooked path

But still they followed… do not laugh…

The first migrations of that calf.

The years passed on in swiftness fleet

The road became a village street

And this, before men were aware

A city’s crowded thoroughfare.

Each day a hundred thousand route

Trails that zigzag calf about

And o’er his crooked journey went

The traffic of a continent

A hundred