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Management Training

Training Information Technology Managers; A Seminar Outline

August 19, 2009 | By | No Comments

Technologists typically under-perform as managers. Not only because they might lack a skill set, but because of the expectation of vocational perfection.

There is a passion for the perfect in their products.

But to understand and practice management, a “batting-average” model of non-perfection is needed.

There is a difference between the work of the individual contributor and the contribution of the manager. The IT professional, as an individual contributor, brings a new vision for a product or service.

But introducing the Next Big Thing requires basic management.

The technologist is an individual contributor whose work is the creation of “perfection.” But management does not — must not — deal only in this perfection. It is the managerial skill set which brings the individual contributor’s perfect product to accomplish the mission.

Managers need to understand a different kind of network. A ‘Network of Support’–the ability of the technologist as manager to get the support of vendors, advisors, external stakeholders, customers, superiors and subordinates.

The IT professional should see his role as manager with a new formula: Work + Network = Results.

The success of the technologist depends as much on his ability to manage as his brilliance in new product application.

At the completion of this presentation, the attendee will understand,

1. The Management Equation: Vocational Time vs. Management Time

2. How Management Really Works: The Network of Management

3. The Who and How of Promotions: The Freedom Scale

4. The Mistake of Micro-Management: The Nervous Manager

5. How to Persuade Senior Management: The Commander’s Intent

***

John (Jack) Yoest served as Assistant Secretary for Health and Human Resources in Virginia, where he was responsible for the technology management of the successful Year 2000 conversion for the $5 billion, 16,000-employee unit.

Yoest is an Adjunct Professor of Management in the Business Technologies Division of the Northern Virginia Community College. He teaches advance management practices.

He is the former president of Computer Applications and Development Integration that provided software solutions in criminal justice.

A former Army Captain on the U.S. Armor and Engineer Board, Yoest directed research in night vision and electro-optics.

Jack has been published by Scripps-Howard News Service and has contributed to Small Business Trends, Small Business Trends Radio, The Business Monthly, Business & Media Institute and National Review Online. His web-log was nominated for Best Business Blog in 2006.

He earned an MBA from George Mason University and completed graduate work at Oxford University.

Follow on Twitter.

Jesse Brown: Mentor & The Man Who Said No To Bill Clinton

August 18, 2009 | By | No Comments

jesse_brown.gif

Jesse Brown My friend and mentor Jesse Brown died on 15 August 2002.

I’m not sure I thanked him enough while he lived.

So I try to acknowledge him every August since he passed.

He died of Amyotrophic Lateral Sclerosis, also known as Lou Gehrig’s disease. But, for the Hand of Divine Providence, he should have died decades earlier in Vietnam.

He survived and devoted his life to service to others and mentoring goofs like Your Business Blogger(R).

And, he accomplished much in the federal government — in what he did. And didn’t do.

The combat wounded Marine was able to do two things few bureaucrats have been able to do:

Close a government facility, and


Say No to President Clinton.

Jesse Brown managed something many government watchdogs felt impossible: He worked with veterans’ lobbies and closed out-dated or non-performing Veterans’ Administration medical facilities.

These days when a government building or base needs to be closed, a special commission is set up to spread the guilt and minimize finger pointing.

Jesse Brown closed government buildings. Unbelievable. And he was a Democrat.

But an even bigger achievement was his ability to refuse Bill Clinton. Over lunch he told me the story of how he tactfully, adroitly rebuffed the chief of staff and the president’s “requests” to cut the VA budget.

Jesse Brown did not succumb to Clinton’s charms and other lies challenges.

As Jesse Brown tells the story, the chief of staff, Leon Panetta, I believe, called Jesse and instructed him to offer a sizable cut in his budget and take the political heat, sparing the president any collateral damage from Veterans’ groups.

Brown declined.

So Panetta then puts Clinton on the phone to work his charm…

[Your Business Blogger(R) once worked with a beautiful young woman from Arkansas — a rock-ribbed conservative — who met Bill Clinton.

“It was the strangest thing,” she said. “He ignored the whole rest of the room, looked deep into my eyes and asked for my vote.”

Your Business Blogger(R) didn’t move. It wasn’t too hard to see where this was going. “What did you say?” I asked.

She said, “I told him ‘yes.’ It was like he hypnotized me. I said yes…”

She wouldn’t be the last.]

…Panetta knowing that no one could resist Bill Clinton; no one could say ‘no.’

So Bill and Jesse had an extended conversation and Clinton oozes and slides all all-round the topic — but never makes a direct statement; never a suggestion; never a directive.

The President was simply smarmy and Jesse was un-seduced.

“Great talking with you Jesse,” said Clinton.

“Great talking with you Mr. President,” said Brown. And White House Signal signed off.

Jesse might well have been the only man to say “No” to Clinton.

Except for maybe Obama…

***

Jesse Brown was only 58 when he died.

He was wounded by enemy sniper fire in Vietnam leaving his right arm and hand partially paralyzed. This never slowed him down. People who knew Jesse always extended a left hand for a hand shake in greeting. His right wasn’t serviceable.

I once asked him when he was at the pinnacle of his career what drove him to work so hard. Money, I thought; status, celebrity? No. “I just want to help my friends,” he said.

His passion for service helped him become the Veteran’s Affairs Secretary for Bill Clinton.

And yet he helped me, a nobody who worked for a Republican, a Republican governor.

Jesse is buried in Arlington National Cemetery, not far from my dad. Two warriors to whom I owe so much.

Semper Fidelis.

###

Three Duties of a Mentor

In Memoriam: Jesse Brown

Job Interview: 3 Questions for Your Prospective Boss

Follow us on Twitter: @JackYoest and @CharmaineYoest

Management Training: Principles of Management; Business 200, Northern Virginia Community College

August 8, 2009 | By | No Comments

Syllabus Principles of Management BUSiness 200
BUS 200

Principles of Management

John Wesley Yoest, Jr. (Jack)

Adjunct Professor of Management

Business Technologies Division

BUS 200-003A LEC 18840 Principles of Management (Lecture)

Wednesdays 7:30PM – 10:15PM

A-Bisdorf/AA- Room 437

Aug 26, 2009 to Dec 16, 2009

Main Campus:

Northern Virginia Community College

3001 North Beauregard Street

Alexandria, VA 22311

NVCC phone: 703 845-6200

Fax: 703-845-6009

replacewithjackemail

or,

JYoest@NVCC.edu

Cell: 202.215.2434

Education:

M.B.A., George Mason University

B.S., Old Dominion University

Course Work, Oxford University

1) Course Objective:

Prerequisites: Each student must be able to

1) Read and write English

fluently, and

2) Have the desire to understand how to manage

an organization

The course

will enable students to acquire knowledge concerning the basic principles and

practice of management — including the ability to problem solve, plan,

organize, reason, and communicate, lead, control and influence.

Text:

MGMT2, 2009-2010 edition; Chuck Williams; Centage Learning, 2010. Complete ownership/access to the text is a course requirement.

2) Academic Requirements:

ASSIGNMENTS:

Homework: There will be reading assignments from the text for

every class.

Find a

friend. Exchange contact information

with at least one class member to keep current on any missed classes. This is a course requirement. Your

Business Professor is not the primary contact.

Establish a

domain name. The student will reserve and

claim a URL address, for example: www.yoest.com,

www.yoest.com. This is a course requirement.

Quizzes: Expect a short quiz in the first ten minutes

of every class period. Questions may be true/false, very short answer, or

fill-in-the-blank.

Class Participation: The Student is expected to volunteer and help more class the discussions.

Examinations: There will be a Mid-Term and Final Exam; multiple choice and short answer. The Final Exam will be given on 16 December, the last day of class. The Final is not comprehensive.

Case Study: One case

study will be solved in writing (Typed, 12 pt type, double-spaced with a cover sheet) and returned to the instructor on

– or before — the date due. Practice cases will

be covered in class and sample questions will be given as a guideline

(2-3 pages in length). The student should be prepared to deliver a Two Minute Review of the Case Study.

Case Study grading

scale:

Points Topic

3 content

3 supporting

statements

2 grammar

1 appearance/delivery

1 follow

directions

==

10 total

Business in the

News: Each student will be required to

give a brief five minute oral presentation on a current-event newspaper article. This current-event/internet assignment will be turned in with student notes.

This presentation should be organized:

1) Provide the source of the article.

2) Deliver a brief overview of the topic, and, most important,

3) Your opinion/reaction to the article.

At the conclusion of the presentation you will turn in a print-out

of the article, being sure to include the newspaper source, date, and website.

Current Event grading scale:

1 — Choice of article

2 — Follow Directions

2 — Organization

2 — Overview/Reaction/Opinion

2 — Presentation

1 — Turn In

=

10 Total Points

 

Grade Point Allocation:

Exams: 10 points each; 20 points total

Quizzes: Ten @ two points

each; 20 points total

Current Event Business in the News: 10 each points; 20 points total

Case Study: 30 points

Class Participation/Text Book: 8 points

Exchange contact info: One point

Claim Domain Name: One point

Total = 100 percent

Class Participation: This will be a subjective

measure at the discretion of the instructor. Even with the grade structure following, making your voice heard and

preparedness are important — they could make the difference in a borderline

grade.

Course Grading System:

A = 90-100

B = 80-89

C = 70-79

D = 60-69

F = 0-59

BUS 200 Semester Outline; There will be 16 class sessions.

26 August

Introduction / Administration

2 September

Ch.

1 Management

9 September

Ch.

2 History

Ch.

3 Organization & Culture

16 September

Ch.

4 Ethics & Social Responsibility

(Current Events Presentation # 1 DUE)

23 September

Ch.

5 Planning & Decision Making

Ch.

6 Organization Strategy

Ch.

7 Innovation & Change

30 September

Ch.

8 Global Management

(Current Events Presentation #2 DUE)

7 October

Ch.

9 Designing Adaptive Organizations

Ch. 10 Managing Teams

14 October

Mid-Term Exam Chapters 1 to 10

21 October

Ch.

11 Managing Human Resource Systems

Ch.

12 Managing Individuals & a Diverse Work Force

28 October

Ch.

13 Motivation

Ch. 14 Leadership

4 November

(Case Study DUE)

11 November

Ch.

15 Managing Communication

18 November

Ch.

16 Control

25 November off for Thanksgiving

2 December

Ch.

17 Managing Information

9 December

Ch.

18 Managing Services & Manufacturing Operations

16 December

Final Exam Chapters 11 to 18

3) Attendance:

Regular attendance of this course is expected. Failure to do so

could have an adverse effect on the student’s course grade. Any class

material and assignments missed are the student’s responsibility. Success will depend upon showing up.

It is a requirement that the student exchange names and contact information with at least one classmate.

Excessive absences, as defined in the college

catalog, could result in the student receiving the grade ‘F’ for the

course.

Testing and Grading:

Attendance at scheduled tests and presentations is mandatory. No make-ups will be

given — there are no exceptions from Your Business Professor.

Case Study Papers will not be accepted late and must be presented in person.

Normally this instructor will assign only the grades of A, B, C, D,

or F. Special grades such as W, I, and R will be assigned only in those

circumstances prescribed in the college catalog. The grade of X (audit)

must be initiated by the student and will be assigned only when the

student has attended class regularly.

Failure to do so will result in the instructor issuing the grade of ‘F’.

The Successful Student will devote two hours of class preparation for each hour of class room instruction.

The student will be asked to grade the effectiveness of each test.

Withdrawals:

Any student may withdraw from this course without academic penalty

within the first 60% of the session. Initiation of the withdrawal is

the student’s responsibility and the grade of ‘W’ will be awarded. The

last day for withdrawal, without academic penalty, for this

semester/session is _______________. Beyond this date dropping a course

or failure to attend will result in the grade of ‘F’ except under

mitigating circumstances. Documentation of these circumstances is

required AND a grade of ‘W’ implies that the student was making

satisfactory progress (passing) in the course at the time of the

withdrawal.

If a student misses the first two weeks of class s/he will be dropped from the class.

Special Needs and Accommodations:

Please address with the instructor any special problems or needs at

the beginning of the semester/session. If the student is seeking

accommodations based on disability, then s/he should provide a disability

data sheet, which can be obtained from the Counselor for Special Needs.

Cheating:

The following will be considered cheating in this course:

1. The giving or receiving of aid on any graded assignments or test without specific permission of this instructor.

2. The use of any material on a graded assignment or test other than those authorized by this instructor.

3. Talking or discussion of any kind during a graded test without specific permission of this instructor.

4) Notes and suggestions and hints:

Last Day for Schedule Adjustments with Tuition

Refund is ____________.

Last Day to Withdraw Without Grade Penalty or Change

to Audit is _________.

Attendance will be taken at each class.

Check the course catalog first for questions.

Be sure to log onto Blackboard to follow assignments

and current grade.

Expect to be asked to contribute to each class

session.

Do not text-message during class.

When Your Business Professor says “Tomorrow” he

means the next class meeting — not the next day.

It is normal and customary to wait for any late

Professor for 20 minutes.

Draft Your Own Reference

Letter.

Additional information and public

speaking helps.

Refer your friends to take this business class.

Canceled Classes: If class is canceled for any reason, the student is still

responsible for the material due. Any quiz on that material might be given at

the next class, in addition to the regularly scheduled quiz.

Campus classes are

closed by division, day or evening. Sometimes day classes will meet and evening

classes will be canceled or vice versa. The evening division starts with 4:30

p.m. classes. 

Other Business Division courses:

ACC 211 Accounting

BUS 165 Small Business Management

AST 107 Editing and Proofreading

BUS 200 Principles of Management

AST 236 Software Applications or IST 117

BUS 241-1 Business Law I and II

BUS 280 International Business

BUS 100 Introduction to Business

FIN 215 Financial Management

BUS 125 Applied Business Math

ITE 115 Intro to Computer Applications and Concepts


###

PowerPoints for The One Minute (Small Business) Manager Meets the Monkey

August 5, 2009 | By | No Comments

Following is the brief PowerPoint presentation on the seminar The One Minute Manager Meets the Monkey.

It is scheduled to be delivered to my Small Business Management class for entrepreneurs at the Northern Virginia Community College on 6 August 2009 at 7pm.

One Minute Manager Meets the Monkey.ppt

For more on this popular lecture, see the invitation and videos here.

Also follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

FREE Management Training: The One Minute (Small Business) Manager Meets The Monkey

July 25, 2009 | By | No Comments

You Are Invited to a FREE* Management Seminar.


The Manager’s Formula for Success

The One Minute (Small Business) Manager Meets the Monkey: An Introduction

How to Manage Your Staff and How to Manage Your Manager

Well-run organizations have managers and staff who work to control events, instead of events controlling them. They anticipate the future . . . adapt to the present . . . and learn from the past.

Who: Managers who need to get in control of events or to better influence results

What: An introduction to The One Minute Manager Meets the Monkey

1. The Management Equation:

Vocational Time vs. Management Time

2. How Management Really Works:

The Molecule of Management

3. The Who and How of Promotions:

The Freedom Scale

When: Thursday, August 6, 2009, 7:00pm to 8:30pm

Where: Northern Virginia Community College,

Alexandria Campus, campus map

The new Bisdorf Auditorium, room 196

3001 North Beauregard Street, Alexandria, VA 22311 street map

Parking and Directions here.

Why: Improve managerial effectiveness and staff efficiency.

Cost: FREE* Registration is helpful click here. Space is limited.

The class will reference the work of Ken Blanchard and Bill Oncken in their book The One Minute Manager Meets The Monkey.

Also cited will be the Harvard Business Review article, Managing Management Time: Who’s Got the Monkey?, published in 1974, by Bill Oncken, Jr.. The article, an edited excerpt of the Managing Management Time™ seminar, has gone on to become one of the two most requested reprints in the history of the Review.

The training summarized in the article is sometimes called the “Monkey Management” seminar.

Jack Yoest, Adjunct Professor of Management and President of Management Training of DC, is a former Armored Cavalry Officer in Combat Arms.

His military leadership training and management experience guides his philosophy at the core of Managing Management Time™. He has managed software, health care and international human resource management companies.

His experience is in Military, Academia, Early-Stage, Non-Profits, Fortune 500 and Government.

Jack also served in the Governor’s Office of the Commonwealth Virginia as Assistant Secretary for Health and Human Resources where he acted as the Chief Technology Officer for the secretariat. He was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

He was also a manager with a medical device start-up and helped move sales from zero to over $12 million, resulting in a buy-out by Johnson & Johnson. Jack has consulted in China and India.

Questions? email JYoest@NVCC.edu or call Jack at 202.215.2434 to save your spot.

Jack Yoest

202.215.2434

Adjunct Professor

Your Business Blogger(R)

###

Thank you (foot)notes:

*FREE. The Alert Reader knows well that there is no free lunch. But some products or services can be rendered at NO CHARGE as a component of an organization’s marketing budget. The taxpayers of the Commonwealth of Virginia have provided the compensation for Your Business Professor at NOVA.

Who’s Got The Monkey? from the Harvard Business Review

Following is the PowerPoint for the lecture:

One Minute Manager Meets the Monkey.ppt

Suggested class reading:

Do You Have An Incompetent Manager? From The Washington Post

One Minute YouTube Introduction: The Manager’s Formula For Success.

The six part management training video.

Management Training in Northern Virginia & DC in July and August

June 11, 2009 | By | No Comments

jack_yoest_washington_post_2008.jpg Management is getting things done through the active support of others.

These “others” are more than your direct reports. And they are key to the Manager’s success.

In this six week course we will review how the experienced manager,

1) Gains the support of his network,

2) Practices followership as well as leadership, and

3)Trains his staff to be self-reliant, not boss-reliant

We will review strategies that women can use to break the glass ceiling.

Your Business Blogger(R)

interviewed in The Washington Post

Watch the video clips at the end for a preview: The One Minute Manager Meets The Monkey.

The class is perfect for the manager looking for his next assignment.

***

The best time to look for a job is when you have a job.

Question: But what if you don’t have a job?

How to look?

And what to do meanwhile?

Answer: Go back to school.

Alert Reader, FaceBook and Twitter Friend, Janet, asks Your Business Blogger(R) about a common challenge:

What do I do about gaps in employment history; gaps on my resume?

If you are in this situation here’s what the job seeker can do to ‘mind the gap.’

Enroll in a course at your local community college.

Continuous learning is, well, continuous.

And it doesn’t have to be expensive.

Here are three F.A.B.’s, the Features, Advantages and Benefits of going back to class.

If you have a job or not.

First Feature

Meet a professor

Advantage

Learn subject matter.

Learn presentation — interview — life skills.

Get referrals.

Benefit

Cheaper than a personal coach.

Get a character reference letter.

Get employed faster

Second Feature

Meet other inquisitive minds

Advantage

Expand your Friend contact database.

Challenge assumptions.

Increased network of contacts for job referrals.

Benefit

Faster learning.

Cheaper than a job placement agency.

Get employed faster

Third Feature

Regularly scheduled class times.

Advantage

Encourages the student to get out of bed, out of the house.

Provides structure to the job seekers’ week.

Forces the student to walk past career counselors’ office.

Benefit

Get more done in less time.

Spend less time in Starbucks.

Get employed faster.

The purpose of continuing education is the gaining of new knowledge, skills and abilities. But this is even more important when one is out of work. A perspective employer is going to ask you a number of questions.

The first interview question will be, “What are you doing now?”

The perfect answer is, “As I look for my next position, I am taking a business refresher course at my local community college.”

Remember: the best time to find a job is when you are working — going to class is your job.

You may be unemployed, but you are busy: You are using your time wisely while you look for work.

As it happens, the Northern Virginia Community College has the perfect solution to help you find your next job.

Sit in my class.

NOVA has openings in my Business 200 class, Principles of Management. We will meet every Monday & Wednesday nights at the Arlington Campus, near the Ballston Metro. Beginning July 1 for six weeks.

Alert Readers know that Your Business Blogger(R) charges outrageous fees for a two day management seminar.

The same instructor at NOVA will set you back about 100 bucks a credit hour or about 500 bucks fully loaded for a three credit-hour class.

Course topics covered in Principles of Management:

1. Intro to Management

2. History of Management

3. Organizational Environments and Culture

4. Ethics and Social Responsibility

5. Planning and Decision Making

6. Organizational Strategy

7. Innovation and Change

8. Global Management

9. Designing Adaptive Organizations

10. Managing Teams

11. Managing Human Resource System

12. Managing Individuals and a Diverse Workforce

13. Motivation

14. Leadership

15. Managing Communication

16. Control

17. Managing Information

18. Managing Service and Manufacturing Operations

Call now to register. Operators are standing by.

Or apply on-line.

JYoest@NVCC.edu www.Yoest.com

This after hours, summer evening class is the perfect career-management strategy and allows the attendee to job-hunt early in the day.

Come join my class. And get employed faster.

###

Thank you (foot)notes:

For more on your job search: tattoos, lying, resume enhancement and trick questions follow links below.

Read Job Search? PASS This Test

See how “Sarah” is getting it right. To get your next job, assignment or project PASS this test! See how the mythical composite Sarah learned new behaviors to find new opportunities.

As first appeared in The Daily Progress, Charlottesville, Virginia, January 20, 2002

To get a job, first get a plan and then get busy…

Your Business Blogger(R) is of a certain age from a certain generation with teenage children and is confused by various body art. I do not understand tattoos. (Except on my dad, who was in the Navy…) A future employer also may not understand body art. Not even Starbucks. Tiny URL: http://tiny.cc/4FMr3

What is the first question hiring managers ask themselves? Get a Blog; Get Hired — And the First Question

Be sure to ask some questions in your job interview, Job Interview: 3 Questions for Your Prospective Boss.

The Lie: A Guide to Fibbing in the Job Interview, it’s not what you think.

Here’s what your interviewer is really looking for, Job Interview: How To Tell If the Candidate Will Lie, Cheat, Steal?

There is actually controversy on hiring competence, Hiring Super Stars vs Tolerating Turkeys

Yes, High School still counts. Forever. What’s the One Best Question to Ask a Job Candidate?

Why Were You Really Hired? The Two Qualities That Count.

Follow me on Twitter: @jackyoest

Watch The One Minute Manager Meets the Monkey; short video

Part One

Watch the other videos at the jump.

Read More

What To Do When Out of Work? Go Back to School.

May 9, 2009 | By | No Comments

jack_yoest_washington_post_2008.jpgThe best time to look for a job is when you have a job.

Question: But what if you don’t have a job?

How to look?

And what to do meanwhile?

Answer: Go back to school.

Alert Reader, FaceBook and Twitter Friend, Janet, asks Your Business Blogger(R) about a common challenge:

What do I do about gaps in employment history; gaps on my resume?

If you are in this situation here’s what the job seeker can do to ‘mind the gap.’

Enroll in a course at your local community college.

Your Business Blogger(R)

The Washington Post

Continuous learning is, well, continuous.

And it doesn’t have to be expensive.

Here are three FAB’s, the Features, Advantages and Benefits of going back to class.

If you have a job or not.

First Feature

Meet a professor

Advantage

Learn subject matter.

Learn presentation — interview — life skills.

Get referrals.

Benefit

Cheaper than a personal coach.

Get a character reference letter.

Get employed faster

Second Feature

Meet other inquisitive minds

Advantage

Expand your Friend contact database.

Challenge assumptions.

Increased network of contacts for job referrals.

Benefit

Faster learning.

Cheaper than a job placement agency.

Get employed faster

Third Feature

Regularly scheduled class times.

Advantage

Encourages the student to get out of bed, out of the house.

Provides structure to the job seekers’ week.

Forces the student to walk past career counselors’ office.

Benefit

Get more done in less time.

Spend less time in Starbucks.

Get employed faster.

The purpose of continuing education is the gaining of new knowledge, skills and abilities. But this is even more important when one is out of work. A perspective employer is going to ask you a number of questions.

The first question will be, “What are you doing now?”

The perfect answer is, “As I look for my next position, I am taking a business refresher course at my local community college.”

Remember: the best time to find a job is when you are working — going to class is your job.

You may be unemployed, but you are busy: You are using your time wisely while you look for work.

As it happens, the Northern Virginia Community College has the perfect solution to help you find your next job.

Sit in my class.

NOVA has openings in my Business 200 class, Principles of Management. We will meet every Monday & Wednesday nights at the Arlington Campus, near the Ballston Metro. Beginning July 1 for six weeks.

Alert Readers know that Your Business Blogger(R) charges outrageous fees for a two day management seminar.

The same instructor at NOVA will set you back about 100 bucks a credit hour or about 500 bucks fully loaded for a three credit-hour class.

Course topics

1. Intro to Management

2. History of Management

3. Organizational Environments and Culture

4. Ethics and Social Responsibility

5. Planning and Decision Making

6. Organizational Strategy

7. Innovation and Change

8. Global Management

9. Designing Adaptive Organizations

10. Managing Teams

11. Managing Human Resource System

12. Managing Individuals and a Diverse Workforce

13. Motivation

14. Leadership

15. Managing Communication

16. Control

17. Managing Information

18. Managing Service and Manufacturing Operations

Call now to register. Operators are standing by.

Or apply on-line.

JYoest@NVCC.edu www.Yoest.com

This summer afternoon class is the perfect capstone after hours and allows the student to job hunt early in the early in the day.

Come join my class. And get employed faster.

###

Thank you (foot)notes:

For more on your job search: tattoos, lying, resume enhancement and trick questions follow links below.

Read Job Search? PASS This Test

See how “Sarah” is getting it right. To get your next job, assignment or project PASS this test! See how the mythical composite Sarah learned new behaviors to find new opportunities.

As first appeared in The Daily Progress, Charlottesville, Virginia, January 20, 2002

To get a job, first get a plan and then get busy…

Your Business Blogger(R) is of a certain age from a certain generation with teenage children and is confused by various body art. I do not understand tattoos. (Except on my dad, who was in the Navy…) A future employer also may not understand body art. Not even Starbucks.

What is the first question hiring managers ask themselves? Get a Blog; Get Hired — And the First Question

The Lie: A Guide to Fibbing in the Job Interview, it’s not what you think.

Here’s what your interviewer is really looking for, Job Interview: How To Tell If the Candidate Will Lie, Cheat, Steal?

There is actually controversy on hiring competence, Hiring Super Stars vs Tolerating Turkeys

Be sure to ask some questions in your job interview, Job Interview: 3 Questions for Your Prospective Boss.

Yes, High School still counts. Forever. What’s the One Best Question to Ask a Job Candidate?

Why Were You Really Hired? The Two Qualities That Count.

Follow me on Twitter: @JackYoest

Watch The One Minute Manager Meets the Monkey; short video

The One Minute Manager Meets The Monkey: The Video in Six Parts

April 22, 2009 | By | No Comments

Bill Oncken and Ken Blanchard’s One Minute Manager Meets the Monkey is reviewed in this short lecture at the Northern Virginia Community College in Alexandria, Virginia.

Part 1:

Part 2:

Part 3:

Part 4:

Part 5:

Part 6:

7 step syllabus for training in The Practice of Management

April 7, 2009 | By | No Comments

Solutions to Your Management Problems

john_adams_2nd_president.jpg

I must control events, or events will control me. John Adams, 2nd President

Following is the 7 step syllabus for training in The Practice of Management


1. Management and the Myth: Why everything you learned about managing is wrong.

Plan, Organize, Lead, Control. This is the traditional definition of management. Managers are taught the four parts equally with dangerous career-killing assumptions.

2. Staffer & Manager. Night & Day. Black & White. As far as the East is From the West.

Learn the mindsets of the efficient staffer and the effective manager. What is the key difference between the staffer-individual contributor-subordinate and the manager?

3. “Batting Average” non-perfect management model.

Managers: Your staff must be perfect. You must NOT be perfect. Learn the real differences between the staffer-individual contributor-subordinate and the manager.

4. The Manager’s Work (Plan, Organize, Control)

plus the Manager’s Network (Leadership) equals success.

How to Build the Manager’s Web of relationships. Three parts deal with traditional vocational skills. But only one, Lead (influence and motivate) is the real management talent. And it receives the least amount of attention.

5. Who’s zooming who? Understand the Buying & Selling & Persuasion in office politics.

Manager to staff: You must persuade me… You must sell me.

I agree with you, I want to do it…now make me do it, FDR

6. The Manager’s two greatest fears, and how to cope.

Every morning when the manager looks at her staff, she has two paralyzing fears – twin terrors she shares with no one:

1. That her direct reports will not do exactly as she directs. And,

2. That her direct reports will do exactly as she directs.

7. Why Managers micro-manage. Why is the boss is a Nervous-Nellie?

Who needs training? The manager…or the staff? It might depend on what the manager is working with. I’ve got kids at home. I don’t need any at work. Empower workers? Nope. Not if I’ve got nothing but children. HR, send me a grown up!

***

Jack Yoest, Adjunct Professor, Business & Technology,

Northern Virginia Community College, JYoest@nvcc.edu, 202.215.2434

Your Business Blogger(R)

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Thank you (foot)notes,

Why Academics…and Entrepreneurs Can’t Manage

PowerPoint, Sales & Persuasion Training for Business, Government, War

The Year 2000 Rollover and Emergency Management

PowerPoint Presentation, The One Minute Manager Meets the Monkey

How to get Promoted

Sales and Persuasion Training: Outside Your Company…and Inside

What makes a manager nervous?

Management Training: 10 Mistakes Managers Make

The Mission and Purpose of the Manager

What two characteristics should the manager look for in considering a job candidate? “Wisdom and judgment,” says Henry Ford. Why Were You Really Hired? The Two Qualities That Count

Management — yes management — is hard work. Read Rowing and Teamwork.