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that a highly-trained person must do the observing. These people usually have to be experienced systems analysts or industrial engineers. All the data collection methods require a great deal of skill. You need to learn to look (observe), listen, and probe. You want information. You talk or ask questions only to get the 848 best information you can. Your success as an engineer or manager will depend on your ability to ask questions or probe to get the information you need to make decisions with. Being able to collect data (ranging from technical situations to personnel situations) and to gather information is one of the most important things you’ll ever learn. Think about it! Do something about it! Don’t forget it!
SIX DATA COLLECTION METHODS ARE COMMONLY USED Method Advantage Disadvantage Interview Permits in-depth probing. Expensive and time-consuming • Face-to-face Permits discussion of sensitive Inter- and intra-rater reliability • Phone issues. may be difficult to obtain. Good for eliciting new ideas. Questionnaire Anonymity encourages truthful May need follow-up to obtain • Multiple-choice response to embarrassing questions. adequate number of responses. • Short answers • Rating scales Can be administered to large groups May require respondents to draw • Ranking scales at low cost. distinctions that don’t exist. • Semantic differential Reduces judgmental data into a May produce no response if manageable form. poorly designed (complex instructions; lengthy; ambiguous). Observation Permits first hand observation of Observer can change the • Standard events. environment. • Time-sampling Skilled observers can obtain Inter- and intra- observer insightful facts. reliability may be difficult to obtain. Document Analysis Unobtrusive. Documents may be disorganized, • MIS reports unavailable, or too voluminous. • Correspondence Can be expensive. • Financial records Only formal communications are • Office memos likely to be recorded. • Timesheets No new data collection required. Critical Incident Exposes facets which are otherwise Can be difficult to interpret. • Internal events not obvious. • External events Focuses only on particularly Insiders may not notice situations important or revealing events. which appear very unusual to an outsider. Work Sampling Uses limited and specific results Requires services of highly and Measurement to make inferences about a large qualified individuals with population. experience in research design and statistics. Figure 1.5.9.2. Methods for data collection. (Sources: adapted from Koscoff and Fink, 1982: Figure 3 on pp. 117-119). 849
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Management Systems Theory, Applicat
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1.1.11.6. Relate Engineering to the
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1.1.23. Other Useful Organizational
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1.4.2.2. Organizational Systems ...
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1.5.1.5. DSS vis-a-vis EDP, MIS, AO
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1.5.8.7.4.2.4. Time-Series Comparis
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1.6.2.2.5. How Much Consensus is En
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2.1.9.1. Choose Your Objectives-Tho
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3. USING MANAGEMENT TOOLS 3.0. Usin
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3.2.1.9. Discovering Strengths to S
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3.2.10. The Perspective of Quality
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3.4.3.1.8.1. The Scoping Agreement
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3.4.3.3.7. Review Progress Routinel
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PREFACE In this document, I use the
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people doing? Are we seeing a proce
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• Managers need rich information
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BACKGROUND/INTRODUCTION 1.1.1. ART
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BACKGROUND/INTRODUCTION 1.1.2. ART,
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BACKGROUND/INTRODUCTION 1.1.3. BEND
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esonate for us indefinitely. Mentio
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BACKGROUND/INTRODUCTION 1.1.4. TIME
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example, consider the question, “
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BACKGROUND/INTRODUCTION/THE OUTPUT:
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Knowledge 1.0 BACKGROUND Periods 1
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1. BACKGROUND 1.1. INTRODUCTION 1.1
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Liquid can be tasted and smelled. C
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the bay? If you answer “boats,”
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BACKGROUND/INTRODUCTION/SOLVING THE
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would start with the total system u
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symptom, the problem will reoccur.
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BACKGROUND/INTRODUCTION 1.1.8. THE
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for using the tools and guides as a
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BACKGROUND/INTRODUCTION/MANAGEMENT
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BACKGROUND/INTRODUCTION/MANAGEMENT
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Builder feedback ENGINEERING PROCES
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the tools well. In Figure 1.1.11.1.
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vironment for conditions calling fo
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Decision Information 67 Action Figu
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future data constituting the operat
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mined and shaped by the tasks to be
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lishing Co., 1979) Mane means with
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the left block are aimed at the phy
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3. Each possible subset of componen
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1 3 Input Output 2 Figure 1.1.11.5.
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BACKGROUND/INTRODUCTION/THE NEW (OL
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cally different among a nuclear rea
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is because they understand the laws
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the system, holistic, and generalis
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mentals of the engineering process,
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to the total application system, we
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that they understood best in school
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YOU NEVER FINISH THE ENGINEERING PR
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steps of the engineering process pa
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107
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109
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eral sequences of activities design
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113
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cepts modules is the difference bet
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of executive to assure that the tas
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Assigns duties to Problem • Decis
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123
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confusing by including one or more
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127
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must work toward the aim of the lar
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dent, but interconnected, within th
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THE INTEGRATED MANAGEMENT SYSTEM HA
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135
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influence they had on each other an
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The ‘leaving unfinished’ techni
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pendence, sincerity and individuali
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Figure 1.1.15.2. Rodin’s Illusion
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Synthesis is defined as: “the com
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includes you, the lawn mower, and t
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151
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properties. Since organizations hav
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155
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change market position, product pos
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ferred to the viewer, information i
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feedback (recycle), and outputs (pr
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Raw material storage Recycle of unr
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165
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and its aim. The generalist perspec
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169
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confusing our means and our ends. I
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173
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tor or a wrench. A tool can be appl
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177
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uting its own set of facts, and yet
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and is expressed in terms of good,
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183
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point is my mother’s preference.
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187
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Feed Materials Feed Materials Figur
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cause of these misconceptions, info
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193
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197
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screen. You get balance among the c
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WE GET BALANCE BY CONSIDERING THE I
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the brain as the difficulty. The th
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Decision Subsystem Action Subsystem
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ture of the learning cycle and proc
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211
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tings supports this result. One of
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Drucker, Mintzberg, and others. We
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217
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ing and using management tools, you
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promise of bringing balance to the
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Now we can see why the MSM is such
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225
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ack and forth with Acme, you’ll i
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229
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hardware, software, and other more-
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FOLLOW THROUGH 27 12 Evaluation Per
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13. Development and installation pl
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239
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241
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life cycle is to define the activit
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udget, on schedule, and up to quali
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247
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zations. .... Aging means there is
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251
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253
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257
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Harold the who manages and the deci
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261
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set of functions for analysis by sh
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265
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managed well enough to work through
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synthesis functions must work toget
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271
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or using management tools, part of
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clockwise direction. Here’s anoth
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(the ‘What is managed’ componen
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279
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tance to change. (To continue the m
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283
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human characteristics like abilitie
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287
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289
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291
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cess functions draw on skills to bu
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oth growing and aging. Before Digit
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measure something for continuous pe
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the engineer’s perspective of the
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point is so fundamental that it can
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305
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307
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the context of their internal and e
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Start 2.2 Analyze Situation 2.1 Con
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managers, and staff specialists ach
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315
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not motivate members to high perfor
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The Organization Strategy - Structu
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defined are: Planning Systems: Inte
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323
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Sink’s seven fronts and a model f
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327
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329
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INTERVENTIONS ORGANIZATIONS Figure
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335
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shows not only that the critics cri
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nal, V. 28, No. 2, pp. 69-79.) The
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341
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quality attributes. A quality attri
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345
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jectives to determine the specific
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349
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operational expense. “Throughput
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353
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363
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The Effective Integrator Practices
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take a more physical example, each
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ner to fully utilize the skills of
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holistic thinking discussion. She w
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373
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stituents drive different cars, don
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process of our management activitie
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381
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383
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A generalist builds bridges between
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number of fields that they seem to
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389
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sis. But James Riggs uses Pareto in
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393
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such movements (good piano techniqu
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403
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you what will happen if you do some
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407
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the other intervention. I show seve
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411
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417
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1. BACKGROUND 1.2. ANECDOTES 429
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431
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433
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1.3. ABC MODEL 435
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plan, control, organize, direct, an
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LEVEL OF ENDEAVOR STRATEGIC TACTICA
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with issues you didn’t expect—s
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ABC Audit is one way to give physic
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y calendars and appointment books.
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447
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or emergency environments externall
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to concentrate on extending and imp
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453
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ABC AUDIT FORM For each day you tra
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457
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1. BACKGROUND 1.4. THEORY 459
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461
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1. BACKGROUND 1.4. THEORY 1.4.2. A
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465
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467
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469
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471
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your management process. You don’
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475
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classification scheme today is the
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481
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with the difference between the man
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mains through the relationships and
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487
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managed component. As I carefully d
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491
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493
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the right data by concentrating on
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Representing Your Conclusions in Gr
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PRIORITIES WILL CHANGE IN A CONSTAN
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Lou Middleman tells me that Ernest
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short, a manager who doesn’t like
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Figure 1.4.2.8.4. “We’ll probab
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evenly distributed within the overa
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511
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ment tools have to be responsive to
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eact, where you act as a result of
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517
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onment, including the product or se
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521
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523
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525
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527
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529
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1. BACKGROUND 1.4. THEORY 1.4.4. FO
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533
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organization as an information proc
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ment information systems aren’t v
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1. BACKGROUND 1.4. THEORY 1.4.5. FR
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zation and/or its components as a c
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543
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Scherkenbach) because your manageme
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549
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tions.” Finally, we move the proj
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fications? The same manager who had
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555
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557
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you’re figuring out what kind of
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preserve more of their time for str
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organization, we realize people eve
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567
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take advantage of. In doing strateg
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FUNCTIONAL STRATEGIC TACTICAL OPERA
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een the application of a structured
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577
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“Automation has a way of shifting
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clairvoyants, we must first develop
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proved performance. In bottle-makin
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587
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589
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decision maker, the management tool
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593
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ognize that you’re the who manage
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597
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599
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601
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1. BACKGROUND 1.5. TOOLS AND SKILLS
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other designers start at the inform
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e reinvested in the 20%. We find mo
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611
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613
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Harold Kerzner specifies the hierar
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617
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unusual occurrence. The logic chart
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He has to dial his phone and the ne
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THE RIGHT GUIDE LEADS THE RIGHT END
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625
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ehavior, beliefs, and values. A low
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the concepts never have been applie
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631
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this function faster and more consi
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Consider, for example, a system whe
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637
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I helped design and develop a miles
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The who manages component changes m
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systems not expert systems. A respo
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Figure 1.5.1.7.3. You can choose fr
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647
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649
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651
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653
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synthesis; and writing, reading, sp
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management process. I therefore inc
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661
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manages) who’ll be using the info
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Miser and Quade approach system ana
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will the management tool be housed?
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671
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provide his or her own information?
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actual miniature models of the buil
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STUDENT CLASS- REQUEST CLASS SCHEDU
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alternatives. Identify the resource
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681
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683
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Systems Analysts Will Help, If You
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687
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689
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693
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Compare these problem solving steps
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people are in the system because th
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course, you don’t. You don’t ha
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6. Why (motivation, purpose, outcom
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SIX “RULES THAT ONE CAN RELY ON W
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707
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709
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711
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1.5. TOOLS AND SKILLS CATEGORIES 1.
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or herself. Then, the team leader,
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3. What single conclusion do you wa
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719
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LIST OF EXERCISES AND STEPS Exercis
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get stuck, read in Figure 1.5.8.5.4
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TWO JOURNALISM CONCEPTS WILL HELP D
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Step II (b) - Put your ideas into y
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729
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5) ________________________________
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733
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5) ________________________________
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737
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additional information, the highlig
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___________________________________
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743
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745
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eports 12 years formal training in
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751
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ure 1.5.8.5.10.2. He discusses the
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Interpretation has to do with match
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757
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The fourth action is to Relate. Dev
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speaker intended to send, then you
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Publications, Inc, 1988, pp.30-31.)
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about his or her own interests. The
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19. Listen for pitch, rate, timbre,
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Retain REFLECT Reflect Restate Reca
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Monitor: Stop, Paul. You again didn
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775
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through the document from topic to
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THE OVERALL STOP PROCEDURE HAS FIVE
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HOW TO WRITE TOPIC HEADINGS 1) Sinc
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785
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sure to modify what you’ve writte
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evaluated against those criteria. Y
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791
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795
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Page 833 and 834: What do I mean by data becoming inf
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Page 839 and 840: ics arise from two basic criteria.
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Page 843 and 844: Prepare 100% bar chart — one BAR
Page 845 and 846: B All items compared on the same sc
Page 847 and 848: No Prepare a STEP chart. Scale time
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Page 851 and 852: Prepare a SCATTER diagram with a va
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Page 855 and 856: wish to neglect—steps in the star
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Page 881 and 882: 1. BACKGROUND 1.6. GROUP DECISION M
Page 883 and 884: AUDIENCE WHO WHAT blue red blue red
Page 885 and 886: we discussed earlier is valid here
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Page 897 and 898: it is returned in its original cond
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Page 907 and 908: into their plans. Their executive s
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group, consider all stakeholders. A
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1. Silent generation of ideas. 2. R
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one a chance and to give people the
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905
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steps of the NGT. You’ll not only
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Make sure the group knows that some
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clearly form a top group—a group
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worth. You’ll get about ten A ide
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ACTION ITEMS FOR INCREASING SALES.
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Scoping Form for Action Items ACTIO
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919
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1.6. GROUP DECISION MAKING 1.6.2. G
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ISE Vision The vision for the ISE D
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• Public service is another oblig
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group) projects and in-class presen
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931
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933
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935
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937
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HIGH RELEVANCE OF CONCEPT OR SKILL
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way of thinking and they don’t co
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1. BACKGROUND 1.6. GROUP DECISION M
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955
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among organizations is often the re
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959
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some conditions, action will be def
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tions of authority figures set the
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efit to be realized from the availa
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method; the group that meets for an
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969
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population. The convener of the TRG
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achieved intra-group consensus) wit
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975
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sensus. One area where consensus is
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ainwriting, idea writing, and force
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tion between each piece of informat
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983
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985
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affecting decision quality and stre
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ences in personalities and backgrou
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with someone else, they’re also l
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995
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Social conflict should be resolved
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The products box in Figure 1.6.2.2.
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Predispositions of Group members -
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Page 1033 and 1034:
e made by one group member or all g
Page 1035 and 1036:
1007
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information to their constituencies
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PROCESS: PRELIMINARY AGENDA 8:00 -
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1013
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1015
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1019
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1021
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5. If STGWG members seek individual
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tem), they get wrapped up in compet
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the purpose is met or becomes super
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STGWG-type stakeholder group, we ha
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As illustrated in Figure 1.6.4.1.c.
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DIMENSIONS Sub-Cube Progression Pri
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When these sources of power are tap
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1039
Page 1069 and 1070:
2.0. BUILDING MANAGEMENT TOOLS 2.1.
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1043
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amount of data, the frequency and s
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1047
Page 1077 and 1078:
Page 1079 and 1080:
domain we’re building the MIS for
Page 1081 and 1082:
1053
Page 1083 and 1084:
defined here: 1) the system goals;
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execution of the Progamming and Tes
Page 1087 and 1088:
1059
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1061
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ments of the management system are
Page 1093 and 1094:
Page 1095 and 1096:
pieces together, and to do so corre
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PERSONNEL DEPT. PERSONNEL CHANGES P
Page 1099 and 1100:
We can further partition each subdo
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2 Contract Worker Transactions Sort
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Order CUSTOMER Mail-Payment CC-Stat
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3 CUSTOMER LEVEL-2: ACCOUNTING CRED
Page 1107 and 1108:
In this case, you can see an interm
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MAJOR CHARACTERISTICS OF MODELS Phy
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BLUE COPY OF INVOICE INFO ABOUT CAN
Page 1113 and 1114:
Registration Form 2.1 VALIDATE REGI
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1087
Page 1117 and 1118:
Page 1119 and 1120:
1091
Page 1121 and 1122:
with a process. A fifth problem occ
Page 1123 and 1124:
DAILY PART RECEIPTS PURCHASING OFFI
Page 1125 and 1126:
1 STUDENT STMT 2 ADD STUDENT TO CLA
Page 1127 and 1128:
format. But the file may have recor
Page 1129 and 1130:
EMPLOYEE-FILE = HEADER-RECORD +BODY
Page 1131 and 1132:
. . . Otherwise Write the account-n
Page 1133 and 1134:
one of its paths. The rest should b
Page 1135 and 1136:
too difficult to say with any assur
Page 1137 and 1138:
TRANS 1. EDIT & ROUTE INQUIRY PEOPL
Page 1139 and 1140:
information. Elizabeth passes salar
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1113 Figure 2.1.6.6.c. Physical Inf
Page 1143 and 1144:
1. Generate task codes based on pro
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1117
Page 1147 and 1148:
Page 1149 and 1150:
1121
Page 1151 and 1152:
1123
Page 1153 and 1154:
Page 1155 and 1156:
ased on where you get the data from
Page 1157 and 1158:
1129
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store is simpler if it doesn’t ha
Page 1161 and 1162:
which they submit to the manager of
Page 1163 and 1164:
little complexity. 3. Ease of Imple
Page 1165 and 1166:
CONTRACT MANAGER FILE = {CONTRACT M
Page 1167 and 1168:
CONTRACT LOADING (Contract-Number +
Page 1169 and 1170:
DATA STRUCTURES IN FIRST NORMAL FOR
Page 1171 and 1172:
DATA STRUCTURES AFTER COMBINING COM
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1145
Page 1175 and 1176:
Page 1177 and 1178:
1149
Page 1179 and 1180:
user to exercise much more control
Page 1181 and 1182:
CHOOSE YOUR MANAGEMENT ELEMENT FROM
Page 1183 and 1184:
sity to have her marital status cha
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ENVIRONMENTAL STRUCTURE Figure 2.1.
Page 1187 and 1188:
1159
Page 1189 and 1190:
2.0. BUILDING MANAGEMENT TOOLS 2.1
Page 1191 and 1192:
1163
Page 1193 and 1194:
adaptation is the identification of
Page 1195 and 1196:
1167
Page 1197 and 1198:
Later, I define what I mean by GOOD
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Information-Oriented Output Perform
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mance measures. I’ve shown the va
Page 1203 and 1204:
the right things on time; this is e
Page 1205 and 1206:
YOUR INFORMATION PROCESSING ACTIVIT
Page 1207 and 1208:
1179
Page 1209 and 1210:
2.0. BUILDING MANAGEMENT TOOLS 2.1
Page 1211 and 1212:
1183
Page 1213 and 1214:
ing about things like talking with
Page 1215 and 1216:
The Impact of Evaluation To experie
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Figure 2.1.10.3.b. To experience so
Page 1219 and 1220:
1191
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we’re doing. These concepts apply
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Performance > Expectation No Tolera
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copy machines. I’m sure that if y
Page 1227 and 1228:
Value and cost of Information Most
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3. fast response to unexpected situ
Page 1231 and 1232:
EXAMPLE OF MOE’s ACTIVITY DOMINAN
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1205
Page 1235 and 1236:
Impressionistic/ Descriptive Data
Page 1237 and 1238:
Page 1239 and 1240:
1211
Page 1241 and 1242:
with the director on hardware and s
Page 1243 and 1244:
strategic plan or direction. Helpfu
Page 1245 and 1246:
SCOPING AGREEMENT Project Name: Mul
Page 1247 and 1248:
OPERATING PRINCIPLES and OBJECTIVES
Page 1249 and 1250:
1221
Page 1251 and 1252:
TASK LIST Project Name:____________
Page 1253 and 1254:
TASK LIST Project Name: MEL Design
Page 1255 and 1256:
1227
Page 1257 and 1258:
activity, task and subtask by numbe
Page 1259 and 1260:
WORK BREAKDOWN STRUCTURE 1.4.9. ___
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WORK BREAKDOWN STRUCTURE Project Na
Page 1263 and 1264:
1235
Page 1265 and 1266:
under the original line to show the
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GANTT CHART PROJECT MANAGER: Pamela
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GANTT CHART PROJECT: MEL Design and
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Project Name: Project Manager: MILE
Page 1273 and 1274:
MILESTONE LOG Project Name: MEL Des
Page 1275 and 1276:
1247
Page 1277 and 1278:
RESPONSIBILITY MATRIX PROJECT MANAG
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RESPONSIBILITY MATRIX PROJECT NAME:
Page 1281 and 1282:
1253
Page 1283 and 1284:
PERSONPOWER LOADING CHART PROJECT M
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PERSONPOWER LOADING CHART PROJECT:
Page 1287 and 1288:
1259
Page 1289 and 1290:
PERSONPOWER LOADING HISTOGRAM PROJE
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PERSONPOWER LOADING HISTOGRAM PROJE
Page 1293 and 1294:
Project Name: Project Manager: EXPE
Page 1295 and 1296:
Project Name: MEL Design and Implem
Page 1297 and 1298:
1269
Page 1299 and 1300:
CUMULATIVE BUDGET PROJECT MANAGER:
Page 1301 and 1302:
CUMULATIVE BUDGET Project: MEL Desi
Page 1303 and 1304:
Page 1305 and 1306:
1277
Page 1307 and 1308:
Page 1309 and 1310:
1281
Page 1311 and 1312:
the right information and tools at
Page 1313 and 1314:
amount of information; timeliness,
Page 1315 and 1316:
emergency responsibility—incident
Page 1317 and 1318:
So what tools can EOOs provide to s
Page 1319 and 1320:
For the Critical Path Method exampl
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support for programmable decisions
Page 1323 and 1324:
energy of the EMT. The integrator r
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and severity of consequences (e.g.,
Page 1327 and 1328:
expect to receive communications. A
Page 1329 and 1330:
ack systems to provide early warnin
Page 1331 and 1332:
we’ll improve our guess of the re
Page 1333 and 1334:
information richness, and communica
Page 1335 and 1336:
head in one direction and find out
Page 1337 and 1338:
Uncertainty don’t know WWA and WW
Page 1339 and 1340:
Precipitator Purpose People Partici
Page 1341 and 1342:
management systems engineers that c
Page 1343 and 1344:
Reference Input Results Information
Page 1345:
CW7 CW8 REVIEWING STATUS AND PROGRE
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