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01-15-2011, 12:43 AM #239
"corporate bean counters on that path"
Ha,ha I like that. I hate them too but I manged to survive 3 decades working under such people.
But they are not all bean counters, there are also "systems engineers" analysing and arranging work processes and
estimating the value of each process and the overall operations
and demanding me writing down all the processes, giving them values
and continuously improving on them. Tons of paperwork and meetings!
01-15-2011, 12:49 AM #240
I think you're missing the point. No one can dispute that your knowledge of business processes and corporate structure and their raisons d'etre are very in-depth. But the real question here is: which processes have been checked, tested and found fundamentally correct for implementation at BAM in the current form of the association? Who has been involved in the project? What are their credentials and wha experience do they bring to the table? Is someone driving an attempt at a consunsus? Is there valid and justifiable disagreement to some important concepts that are being attempted?
Just being reactive to the industrialized and "advanced" nations and their pre-occupation and fascination with "process" and "corporate" and "documentation" and "standardization" is not necessarily the correct way to do things. All systems are misused, abused, mismanaged, corrupted and mangled. The more "in-depth" and "comprehensive" the more chances of this happening. Eventually all that you have described, is about control. In every sense of the word. Art and talent cannot flourish in that atmosphere. Only mediocrity.
01-15-2011, 01:15 AM #241
It needs another element called TQM and a spirit of continuous improvement on top of the standardisation etc.
I am not here to show people what I know, rather to demonstrate a better understand of the type of Re-thinking
required for managing for survival. Please read in between the lines and see the underlying intentions, everything discussed
are only models and examples and like I said it varies to place to place according to internal influences and external influences.
Please form your own conclusions.
01-15-2011, 01:18 AM #242
01-15-2011, 01:20 AM #243
01-15-2011, 02:01 AM #244
Write a report to explain failure
Same here, I agree with cobalt; that you have gone overboard with your theory/analysis for bosses/evaluators.
I think, more often than not, one of the reasons bosses tell their workers to write a report to explain failure is just to control the workers. It is better to tell workers to write notes of suggestions/recommendations.
Just imagine this: One day you cooked and your spouse said your dish tasted terrible. Then your spouse told you to write a report on why the quality of your cooking wasn't good.
Last edited by chris-ccc; 01-15-2011 at 02:15 AM.
01-15-2011, 02:29 AM #245
But it is overzealous and going overboard when you ask people to write a report why they lose 10 out of 10 times.
Even in staff appraisal evaluation forms in the workplace they actually identify your short-comings and request you
suggest corrective steps on how to improve . That is the concept/principle of Continuous Improvement.
It takes getting used to though and sometimes the way the interview is conducted is more like an interrogation, that's where the resentment comes in.I am sure the so called silent majority here have been subjected to such appraisals/evaluations.Even writing a report is sometimes better than being interviewed by a committee. You will experience all these if your U requires you to undergo a viva before they award you a first class or sth.
No one likes people to comment on their work and check on that work. It all began in the 1930s when Ford Motors engaged
Frederick Taylor to monitor auto worker's work output instead of allowing them to work without monitoring their input/output.
Of course he also suggested that output beyond the norm be awarded bonuses.
The auto workers were very resentful and at first refused to cooperate, so today we have Unions and standard outputs and rates for various industries.It is all recoded in textbooks as Taylor's scientific management and possibly in Wiki.You will experience this if you take a Management program.
But when you behave like that to your spouse I think its time for a divorce.
01-15-2011, 03:19 AM #246
01-15-2011, 03:29 AM #247
01-15-2011, 03:30 AM #248
Be realistic, rules are meant to be broken. Ask those BAM guys to see if they can keep track or be discipline enough to follow those so called 'lessons learnt'. Most management engage in 'Fear Management' style. Just like politics.
So this goes to say, let the techies rules and just get a few paper pushers or bean counters to work for them. It will be more effective and efficient. Many don't or can't walk the talk.
01-15-2011, 03:48 AM #249
in sports, win/ lose can depend on the form during the match. That's why upsets are common in sports.
In sports, passion fuelled by hard work is key to producing outstanding players of world class quality and to win the TC, you only need to deliver at least 3 such players.
The corporate system won't be able to deliver because it lacks passion. The corporate system is concerned about replicating consistent quality on a mass basis.
01-15-2011, 04:15 AM #250
it seems TCC s objective is not to produce another LCW because they can actually be held hostage by him. TCC also seem to believe that by producing enough good players, MAS can win TC. How naive. Why do MAS coaches have to report to a bunch of people who do not appreciate world standards?
if the objective is to just produce enough good players, why are they aiming for TC or Olympics gold? Do they know what it takes tp win TC or Olympics? you gotta deliver 3 world class players, not just one!
01-15-2011, 04:23 AM #251
Can anyone tell us how it is expected for LCW to react/reply?
Last edited by chris-ccc; 01-15-2011 at 04:26 AM.
01-15-2011, 04:32 AM #252
That 4 letter word followed by 'you' with exclamation mark !!! ? lol.
01-15-2011, 05:21 AM #253
01-15-2011, 05:38 AM #254
01-15-2011, 05:43 AM #255
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