OPERATING OPPORTiUNITITS

WALLY LYNCH Paid Associates PO. Box 741623 Dallas, Tx.75243

This month's column is written by R. P. Nichols, a management consultant in Tuc' son, 42., and an associale ql WallY Lynch -ed.

Ll ow wouLD you define manage- I I ment? There are hundreds of books about management, many Pages filled with detailed examples and lengthy case histories.

They all agree on this basic definition: Getting things done through the efforts of other people.

If we keep this simple statement clearly in mind, the development of effective management practices evolves in a logical and straightforward manner. First, a clear understanding of the company's objectives is necessary. The procedures and programs designed to attain these goals and those responsible for them must be understood.

Next comes feedback. or control. to make sure everyone is doing his part effectivel-"-. Far too often 've get so involved in the details of the business itself (inventories, sales, etc., etc.) that we forget all will generally come out satisfactorily if we have well trained and strongly motivated people doing their jobs effectively. The day-by-day management emphasis should be on PeoPle.

How does one adapt these principles to the routine operations of a company?

The best way is to start at the top with the boss. ll he finds the recommended practices and ideas useful and productive in his relations with those reporting directly to him. they can be introduced and adopted at all levels of authority.

The first step is for him to set uP a meeting with each of his top executives to define that person's basic responsibilities. how he carries them out, the limits of his authority and how he will work with other executives and departments. This is the time to review the entire scope of the operation that particular executive is responsible for and draw up a specific list of actions to be taken by him and by his people to attain the objectives.

Each objective should be Planned within the following check list:

(l) What is to be done.

(2) Tools required to do it.

(3) Anticipated cost.

(4) Special training required.

(5) How progress will be measured.

(6) Target date for completion.

(7) Other factors that will arise during the meeting.

How do you support this planning into implementation?

A flexible schedule should be set for follow-up meetings to discuss each item on the following "to do" list:

(1) Determine progress being made.

(2) Is it on schedule?

(3) Are there obstacles causing delays?

(4) How can these obstacles be eliminated ?

(5) Will help be needed?

(6) Must outside help be brought in?

(7) Can the boss help?

(8) Have lactors surlaced since the previous meeting that call for a reevaluation of the basic program?

(9) What actions can be taken to improve performancet

(10) Any matters that arise out of the meeting itself.

Ample notes should be taken by both participants to insure that agreed upon actions are taken.

A dedication to these princiPles throughout your company will lead to surprising and highly gratifying results.