Lack of Operations Manuals stunting your growth?

Written by Mike Hayden

Continued from page 1

We can relocate on a moment's notice with minimum hassle.

I know of many companies that wanted to move from California.

Suddenly, they were faced with hiring many new, inexperienced employees in another state.

Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!

Believe me, displaced employees were less than cooperative! And those who moved withrepparttar company inherited enormous problems due to poor - or no - documentation.


So, here's my advice. Start now!

Develop a set of Operations Manuals where you collect information that governs how your company's positions function.

At SMS, we have at least one 3-ring binder for every position on our Org Chart.

Develop your Operations Manuals in a standard format containing at leastrepparttar 119488 following information for each position.

ACCOUNTABILITY - Specifyrepparttar 119489 position's accountabilities.

STANDARDS - Specifyrepparttar 119490 standards forrepparttar 119491 position. Includerepparttar 119492 policies that define / limitrepparttar 119493 position's authority andrepparttar 119494 position holder's general conduct.

WORK INSTRUCTIONS - Specify howrepparttar 119495 position's work will be performed.

GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches repparttar 119496 position holder's understanding ofrepparttar 119497 working environment.

INTERFACE - Describe howrepparttar 119498 position interfaces with:

> Its superior position. > Its subordinate positions. > Peer position(s) with frequent contact. > Non-peer staff positions with frequent contact. > The "Outside World" (customers, vendors, etc.).


You can design your manuals to have five sections each as follows.



3. POLICY SECTION Company-wide policies:

4. SYSTEMS SECTION Action plans, sample forms, flowcharts, scripts, collateral materials, etc.

5. LOGIC SECTION Explainrepparttar 119499 principles behindrepparttar 119500 position's work.

============================================================ 5. Call to Action. ============================================================

To review, your Operations Manuals are collection points for information that governs functioning of positions on your Org Chart.

I sent you this eZine to give you an outline to ease development of your Operations Manuals.

As you've probably guessed, developing Operations Manuals is a big task. I've done it often for many clients. If I be of assistance, just send me an email.

Together, we can document what you want, how you want it, and when you want it. We will discuss various creative approaches beforerepparttar 119501 project begins.

Mike Hayden Principal/Consultant Your partner in streamlining business.

For more information, Email: Website:

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

(c) 2003 Mike Hayden, All rights reserved. You may use material fromrepparttar 119502 Profitable Venture Tactics eZine in whole or in part, as long as you include complete attribution, including live website link and email link.

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Mike Hayden is Founder/CEO of Senior Management Services and the Documentation Express in Silicon Valley, California. Mr Hayden is the author of "7 Easy Steps to your Raise and Promotion in 30-60 Days!" The book that smart bosses want their employees to read. ISBN 0-9723725-1-2. More articles at

People Literacy

Written by Susan Cullen

Continued from page 1

Conscientiousness. Individuals who demonstraterepparttar Conscientious or “C” behavioral tendency are slower paced and task-oriented. The “Cs” are concerned about doingrepparttar 119487 job right and will pay inordinate amounts of attention making sure it is. Unless quality will be improved,repparttar 119488 “C” does not like sudden or abrupt changes. They get their job done by working withrepparttar 119489 existing circumstances to promote quality.

These people attend to key directives and standards, concentrate on key details, use a systematic approach to situations, are diplomatic with people, check for accuracy, think critically, and use subtle or indirect approaches to conflict. They seek an environment that includes security, standards, protection, reassurance, stability, and collegiality. They need others who delegate important tasks, make quick decisions, open doors, use policies only as guidelines, compromise withrepparttar 119490 opposition, state unpopular positions, initiate and facilitate discussion and encourage teamwork. To be more effective, individuals withrepparttar 119491 “C” behavioral tendency need precision work, opportunity for careful planning, exact job descriptions, scheduled performance appraisals, respect for their personal worth, and tolerance for conflict.

Adapting to Another’s Dimension

Different behavioral dimensions are not a liability. They are an asset because one person’s limitation is another’s strength. If you understand and respect another’s individuality, you can giverepparttar 119492 other person what they need to feel good and you can build on their limitations. For example, if you are managing “Ds” you must understand and respect their need to controlrepparttar 119493 environment. Don’t try to force your behavioral dimension on them. If you do, they will balk. Let them set their schedule and work however is best for them. Those withrepparttar 119494 “I” style want to be sure they will have plenty of interaction with other people when they do their job. They think of projects in terms of how much fun they will be. The “S” style employee wants to know you are dependable. They need to be confident they can count on you and that you are available for follow-up.

The “C” dimension employee can get so wrapped up in perfection, it can take a long time to finish a project. “Cs” pay much attention to key details because they want to make sure they dot every “i” and cross every “t.”

The only way you can learn to identify other people’s behavioral dimension is to practice, practice, and practice picking uprepparttar 119495 cues and signals. Then you need to practice adapting yourself to their dimension. As we become more technologically advanced, we tend to ignorerepparttar 119496 human side of productivity. This is a mistake. We can’t neglectrepparttar 119497 people who runrepparttar 119498 machines andrepparttar 119499 computers. For you to be most effective in dealing with others, you must understand what motivates them and give them what they need. This simple skill of reading another’s behavioral dimension, and being flexible enough to adapt yours, can go a long way toward a more productive work or business relationship.

Susan Cullen is President of Quantum Learning Solutions, Inc., based in New Jersey. She speaks on the topic of “People Literacy” and is a distributor for Inscape Publishing, publishers of the Personal Profile System. For more information go to or you can reach us at (800) 683-0681.

Copyright, Quantum Learning Solutions, Inc. All rights reserved.

    <Back to Page 1 © 2005
Terms of Use