The PHANTOM in Management
by
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HINDSIGHT INTO THIS PHENOMENON
I discussed this amazing
phenomenon with anyone who would listen. The broader scope of how and why we
evolved into disconnected businesses had become apparent. Not only could this
be found nationally, but internationally as well.
Let us use for an example the
United States. When we evolved into the industrial age and began booming in all
areas of business, the one common thread prevalent in all business was that
each BEGAN...that is, they started out being 'small' and were managed by their
"creator" step-by-step through the process, plus the fact they were
mostly adventurous and usually maverick types. They made certain their
guidelines were followed. The results were TOTAL FULL CYCLE MANAGEMENT in it
purest form.
The industrial Age can be tracked
as a growth phenomenon that encompassed the nation and the world. Twenty years
into this new age of growth, 'all' were beginning to experience difficulty in
efficiency and product quality. Failure to meet standards in existing and new
products without production flaws and also timing failures prevailed.
In an effort to alleviate these
problems, many systems where devised. I remember one of the most mistrusted
during my early years in business was "Efficiency Experts" and often
wondered if there were many recorded advantages during this period. But, it did
appear that something was at least being attempted by management to eradicate
the problems.
Depending on the area of your
expertise, I am convinced that you can name many programs that were devised to
address this now growing and explosive problem. It seems that no business is
completely void in production or completion problems. These problems often
result in poor product quality and cost overruns.
There is presently a program called
"Total Quality Management" that is being taught in some areas of
industry, military installations, and private corporations in an attempt to
eradicate the existing problems in project/production areas. This attempt to
work together as a team has had its merits, but it is evident that there is
still something missing.
The complexity of simplicity
might explain why it took such a long time to assemble and process the problem
to a conclusion. I am certain that many managers would get pieces of the
puzzle, but could never fully comprehend what could solve this mystery to the
satisfaction of every need within any management situation.
After much deliberation for a
title for this manual, the fact that the conclusion of this phenomenon had
eluded me for over twenty years was enough to call it "The Phantom in
Management."
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Book Details
About the Book
To: The Reader
From: The Author
Your selection of this manual will challenge your present understanding of full-cycle management. This manual is the result of more than two decades of management training in private business, research, and government administration by awesome administrative professionals. As you can imagine, there are many entertaining stories and insights that would be great fun to share with you (and very tempting to tell). But, since my objective is to get you straight to the point, I have condensed the manual as though I had done the SPEED READING for you. You will find that only the explanations of my trial and error work progression is used to bring about your understanding quickly of the MISSING LINK IN MANAGEMENT.
If all who read this manual will adjust their management style to include this missing link in management, there would be an instantaneous surge of communications and a definite inability for fraud in most areas of business. Also, productivity and quality control would be the by-product of this adjustment.
As you might surmise, I have great enthusiasm for this manual and believe that its concept should be incorporated into every office training program.
About the Author
The author, Marjorie L. Ellis,
has taken this opportunity to thank the many Managers who contributed their
genius and experience to training her in the "art" of management.
Her career began 'in retail even
before she graduated. Long before her graduation day, her "natural"
attributes were being recognized by teachers and won a full scholarship from
Miller & Rhoads in retail as a buyer. Like many 'young' people -she decided
marriage was more important and choose to marry a
great guy, William H. Ellis, instead. They have two wonderful children (Bill
and Tammy). She continued in her career before and after the children were born.
It is within her personality to
be a "natural" Coordinator -this phenomenon is explained in 'The
Phantom in Management'. She was given an awesome opportunity to excel in
management by (what she considered to be) "intellectual" giants.
Throughout her career, each manager afforded her the opportunity to be trained
within the confines of their management expertise (Retail, Local and State
Government, and Research.) This included training courses in time management,
writing, orientation in establishing goals, and various management training in
Research and Local Government.
Her career escalated, resulting
in speaking engagements, training opportunities and ultimately to a business as
a Consultant. The City offered her a contract to write the Policy and Procedure
Manuals for Accounts Receivable, Accounts Payable, and the Refuse Department.
This experience in the "interviewing process" led her career into
another Consultant field.
This manual is a culmination of
all her training and experience. She believes it to be an actual 25-year Pilot
Program in various areas of Management. Specifically, the manual describes the
missing link in management with a detailed step-by-step training program that
could be grasped by most managers within an hour of reading.