Vicente Falconi - Daily Work Routine Management

CIP-Brasil. Catalogao-na-fonte
Sindicato Nacional dos Editores de Livros - RJ

C198g

Campos, Vicente Falconi, 1940.

Daily Work Routine Management/Vicente Falconi Campos - Nova Lima: INDG Tecnologia e Servios Ltda., 2011.

Appendixes.

Bibliography.

1. Administrao. 2. Organizaes. 3. Consultores de Resultado. I. FALCONI Consultores de Resultado. II. Ttulo.

CDD - 658.562

ISBN 978-85-98254-78-4

Cover: Rodrigo Hamam - www.uvxz.com.br

Visual Design: INDG TecS

Desktop Publishing: INDG TecS

Text Revision: Sarah Baldwin Davis

Production eBook: Schffer Editorial

Copyright 1994 by VICENTE FALCONI CAMPOS

Commercial rights for this edition: INDG Tecnologia e Servios Ltda.

Your GOAL is to be the best in the world at what you do.

There are no alternatives.

The purpose of this book is to supply directors, managers, supervisors, or any person in a leading position with the conditions to improve the management of everyday tasks.

To improve understanding, a number of resources have been used, some of which, such as itemization and key words , appear for the first time in a book of this kind. There are, as well, more than 80 figures and tables, a guide for reading the book, a book flowchart, name-in-the-hat method, and more.

When comparing operations management in the East and the West, the authors of The Machine that Changed the World(14), state that in the West everyone knows the words of the new song, but few are willing to sing them ... Let us not let this happen. We shall sing and, if possible, sing better than the Asians! ONLY THE APPLICATION OF KNOWLEDGE ADDS VALUE .

The only way to eliminate misery and poverty and to really change our country is to begin in the hearts and minds of all of us.

This change must be carried out through our own efforts and through the application of knowledge in our day-to-day work, and then it must radiate from our organizations to the whole of society.

Let us, then, roll up our sleeves!

In joining this great national movement, do not wait for anyone. True leadership must come from within each of us!

Belo Horizonte, Brazil, January 2004.

Vicente Falconi Campos

Instituto de Desenvolvimento Gerencial

Working as a management consultant at various organizations, I often noticed that many difficulties encountered in making improvements resulted from the lack of study. It seems to me we do not like reading very much.

To overcome this difficulty, I suggest group studying, a method we call the Drawing Lots Method. It works this way:

1. Set up a group of no more than six people (and no fewer than four).
2. Meet once a week for two hours on the same weekday and at the same hour (for instance, every Wednesday at 4 p.m.).
3. The room must be provided with equipment for projecting the books Figures and Tables (all tables and figures can be downloaded at www.indgtecs.com.br/download/Figures_and_Tables_Daily_Work_Routine.zip). There should also be a bowl with slips of paper with the participants names.
4. All members should study one chapter per week (in this books case, it would be convenient to divide Chapter 6 in two parts and devote one week to each part). Lots should be drawn as the group meets to determine who will present the weeks chapter to the others. As all participants have studied to make the presentation, discussion is usually very substantive.
5. If the presenter has not studied the chapter, the meeting should be adjourned. Lots should not be drawn again and no volunteer for the presentation should be accepted. The method relies on the commitment of all participants.
6. After lots are drawn, the slip of paper with the participants name is returned to the bowl. Someone who has presented one week may be chosen again the following week.

This method is highly successful. We may not appreciate reading very much, but we enjoy working in a group.

THE AUTHOR

1. The only reason you work is because someone needs the results of your work.
2. When all is said and done, we all work to mutually help each other to SURVIVE.

1. We human beings need to survive . In order to do so, we need to eat, dress ourselves, be cared for when we are ill, sleep, be educated, etc.
2. It is to attend to these survival needs that human beings organize themselves, creating industries, hospitals, schools, city government, and so on. We will call any one of these organizations a company .
3. Therefore, a company is an organization composed of human beings who work to facilitate the struggle for survival of other human beings. This is, in the final instance, the mission of all companies.
4. We may conclude that the objective of human toil is to satisfy the needs of those who require the results of your work.
5. Whenever human labor satisfies peoples necessities, we say that it ADDS VALUE . To add value is to add to your costumers satisfaction. A client only pays for that which, in his perception, has VALUE.
6. To increase the ADDED VALUE of your product means to increase the number of characteristics of the product that are appreciated by the customer and that he is willing to pay for .

1. People work in a company carrying out FUNCTIONS within a HIERARCHICAL ORGANIZATION.
2. Therefore, FUNCTION (what to do) is one thing and ORGANIZATION (positions, hierarchy, organizational charts) is another. Function refers to the KIND OF WORK and job refers to POSITION.
3. In companies, people work in four types of functions: operation, supervision, management, and direction.
4. These functions are classified into two categories: operational functions and management functions . This is shown in Figure 1.1.
5. Within a company, a person may occupy a position (organization) and, in this position, discharge a number of functions; just as a number of people working in different positions could discharge the same function.
6. The hierarchical organization of a company should constantly change throughout its life to adjust itself to internal and external factors. The functions, however, remain stable.
7. The hierarchical organization can and should change:
   1. owing to changes in the market,
   2. owing to growth of its employees through education and training,
   3. owing to the influence of information technology,
   4. owing to changes in marketing techniques,
   5. wing to influences of the local culture,
   6. owing to the influence of people, etc.
8. The functions do not change. The company structure may be pronouncedly vertical or pronouncedly horizontal, but the functions carried out will be the same. There may occur a change in emphasis as regards the time spent on each function; all functions, however, will always exist.