Today’s management model is a little more complex than some of the others we have looked at. The Capability Maturity Model, also referred to as CMM, is sort of like a “Best Practices” model for the Information Technology industry. I’m sure you’re familiar with software programs that are released early for use, only to have a number of bugs and glitches that require multiple patches and upgrades within a short period of time.

Back in the early 1980’s the Software Engineering Institute began research to assist in resolving these issues. They came up with the Capability Maturity Model which encourages software development companies to use processes that are mature, or that have been tested and are known to have a high level of results and a low risk of unknown complications. A mature process was necessary not only to save money on fixing glitches and bugs, but also to keep customer service satisfaction levels high, as they had begun to suffer from all of the necessary problems and the work involved in finding a solution.

These same problems can have a significant impact on the workplace as well. Imagine installing new software on each employee’s computer only to have slow down your workforce by 50% or more because of problems or glitches. Most of your employees were likely resistant to the change to begin with and presenting a program that gave them troubles only compounded the reasons they had for their fears.

Does your office have a mature method for implementing change? Do you research the possible outcomes in an attempt to determine which have the highest probability for success with the least amount of problems? This concept can be applied to the new employee hiring process, to training, and to everyday client-problem solution scenarios.

Take a look at your workflow and determine whether or not you have a mature process for solving problems or if you simply grasp at straws. What changes can you make to improve the way your business functions?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

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Free email course “Improve your Management Skills”

The term “continuous improvement” refers to taking the products or service we give to our customers and making them better all of the time. A continuous improvement plan revolves around your ability to maintain the high levels of service, productivity, or performance you’ve already achieved while finding ways to enhance your results.

Of course, whatever plan you implement is not just a one-time occurrence, but a long-term commitment to a method that will produce measurable results over time. You, your fellow managers, and your employees must all work together to understand what problems exist within your organisation and to determine which actions would best solve those problems.

Your continuous improvement plan will help with team building as well because it will not only encourage you to work together in order to evaluate and analyse a situation, but will also promote teamwork as you organise and plan your course of action. Every business will have different problems, thus requiring a different continuous improvement plan. Remember, however, that a continuous improvement plan is something that must carry you far into the future. It may be changed or modified as necessary, but the need for continuous improvement will never disappear!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training Course

Click below for a:
FREE email course “Improve Your Management Skills”

Force field analysis is another great management model, originally developed by a man by the name of Kurt Lewin in order to come up with a solution for diagnosing new situations. Specifically, the goal was to find creative ways of dealing with the usual resistance to change that is experienced in most professional settings.

The theory assumes that there are two types of forces that influence change, driving and restraining. Driving forces are those that are directing change in a certain direction and usually keep the process of change in motion. Restraining forces usually resist the driving forces and can present themselves in a number of ways, including through lack of enthusiasm, anger, or simple equipment malfunctions.

It becomes necessary to find equilibrium, or balance, between the driving and restraining forces. For example, a person in a management situation may find that being rude, demanding overtime, and having strict rules regarding breaks is a driving force in keeping the department running. Employees, however, become unhappy and resist by calling out sick, returning late from lunch, and by not paying attention to details on their projects.

In order to find balance, you must figure out how to alter the driving forces in a way that will still maintain productivity while reducing the restraining forces as well. Once you’re able to find balance, your employees will be happier and your department will run smoothly again.

Take a close look at your work groups. Have you found the right balance?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

I can see you right now. The thought of delegating your authority and assigning tasks to others leaves you white-knuckling your file folders in fear. Will the job be done correctly? Will the work be done on time? Stop the negative thought process right now. After all – if you really feel this way about delegating your authority you need to assess whether or not you have the right people on your team to start with.

Take a deep breath, relax, and prepare to alleviate part of your workload. Here are three things to keep in mind as you assign work to a team member or employee:

• It’s easier to complete a project if you’re working on, or at least know about, the entire project. Don’t give pieces of the project away unless you’re willing to tell your team member about the scope of the overall project. The lack of communication from not sharing this information may result in a project that doesn’t in with the rest of the puzzle.

• Do you have a vision for the outcome of the project you are giving away? Your vision and his vision may be different based on the description you give. Speak up and tell your employee what your expectations are for the project. If you don’t speak up, don’t complain about the end result not being as you expected.

• Be sure to clearly identify the timeframe within which you expect the project to be completed. Let your employee know how often you want status reports in order to ensure the project stays on track.

Delegating your authority by assigning projects doesn’t mean simply throwing a task on someone’s desk and letting the cards fall where they may. You have the responsibility to clearly communicate your expectations and work with your team member to achieve positive results.

Give it a try – I think you’ll like the results!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

One of the best things you can do as a manager is to help moderate the level of stress your employees experience on a daily basis. Some of your employees or team members will handle stress better than others, but it’s important for you to be able to identify the signs of stress and take action before it gets out of control. In order to do this it’s essential that you understand what situations within the workplace might cause stress. Here are a few to consider:

Excessive Workloads

Everyone experiences periods of time that are busier than others but you have to make sure that an excessive workload is not the norm. Are your team members constantly faced with high workloads and impossible deadlines? If so, they’ll feel overwhelmed and rushed and they’ll be more likely to make mistakes. Have you noticed a trend like this within your department? You may need to determine whether or not it’s possible to reshuffle the workload within your team structure, figure out whether or not you need to request additional staff, or simply approach upper management about the amount of work you are receiving.

Insufficient Training

There’s nothing worse than being asked to work on a special project only to find that the main project entails work skills you have no experience with. If you have an employee who works in the widget department 5 days a week, you can not expect him to perform well if you suddenly throw him in the wocket department for a few days instead. That employee will constantly worry that his lack of experience or training will contribute to poor job performance. Fear of poor job performance will lead to stress, which in turn will make the employee dread coming to work each day. Make sure that your employees are qualified for each and every project you assign. If not, make sure you clearly express that you realize there is a lack of training and that the new project will be a closely monitored educational experience.

Weak Management

Face it – as a manger you have a huge impact on the level of stress your employees feel while at work. An uninformed employee will feel a sense of uncertainty which will in turn contribute to a level of stress that makes it difficult to function within the workplace. Make sure you are constantly communicating business changes, project guidelines, and any other important information as soon as possible. Don’t leave your employees in the dark.

There are plenty of other factors that can contribute to stress in the workplace. We’ll go over these and some of the ways to deal with stress in future posts. Until then, take a look at your team members and determine whether or not any of them may be feeling undue stress. Is there anything you can do about it?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”