Typically, traditional management in the private sector (at least up until the eighties) measured productivity in terms of output divided by inputs.  International pressures, from Japan in particular, forced the US to look at productivity in a different way by adding quality to the formula.  Now, the private sector looks at productivity in terms of outputs X quality divided by inputs to come up with indexes from which to mark improvements in work processes and from which to benchmark across different organizations.

Our trick in government is to figure out how we can begin measuring our own performance and making continuous improvements in our processes to increase productivity using some form of the O X Q / I Formula.  It should be as easy as 123 or ABC and we will see this in this class.

We watched the Film "If Japan Can Why Can't We".  Nucor Steel was one of the companies featured in this film and they have many lessons for us with regard to managing and the issue of productivity.  I'm sure you heard MONEY - INCENTIVES - ETC. ---- you know, the Herzberg Dissatisfier stuff.  But I submit to you that there is more to the picture than just money.  Its a philosophical choice and in class we will talk about some of the other things about Iverson's formula that relate to the models we posted on the wall.

I think we are beginning to see how all these things we've been talking about in levels I, II, and III fit together and build upon one another.  In talking about system problems we were able to discuss how important it is to be connected with the mission.  Growing Wine was an example of this connection.

Next up is communication and its impact on climate.  We will also discuss quality and where an audit should be as opposed to where it is typically put.  We will look at the Sterling Challenge as an example of auditing for excellence.

This class brainstormed some ideas they think will help people support quality productivity and this is what they want us to know:

Encourage an atmosphere of proactive cooperation
Try to keep unit connected with regard to the mission of your organization
Provide more feedback and follow-up to colleagues and employees
Assist people with accountability
Be more free and sincere with recognition and praise
Keep your employees informed of opportunities for advancement
Provide training and education to everyone you can
Foster an atmosphere to support creativity
Get to know your employees
Provide formal training on how employees' work affects others' work in the organization
Work into job descriptions time, resources, and responsibility for a or several special projects each year on improving work processes
Make sure employees are aware of existing avenues for improving processes
Eliminate procedures or policies that make employees feel immature or not trusted
Ask employees how the organization can implement productivity principles and needs from 3.1.12-13 of CPM
Increase communication about areas for improvements
Do everything you can to help employees feel connected to the mission and the organization
Set up equity situations in all your systems
Make sure you provide plenty of training and coaching
Encourage team work to improve processes
Encourage positive growth and change
Work together on regularly scheduled reviews that are not just once a year
Empower people--Give challenging special assignments with the necessary resources and authority
Involve employees with the development of their position description and performance evaluation
Don't spell out tasks,  support dignity and creativity by clarifying expectations of successful outcomes
Open doors and flexibility is key to supporting creativity and change

We worked through the Sterling Challenge and found that there were things that managers could do to support an organization's journey through continuous improvement. Below is a link to the sterling home page:

http://www.floridasterling.com/

Here is the list:
Use the Internet to post plans and as much information as you have.
Include employees in the strategic planning process.
Be more receptive and implement employee innovations.
Establish tracking systems to measure how well you work customer concerns into improvements.
Get and distribute copies of the organization's strategic plan.
Work on individual and unit strategic plans that connect us to the organization's strategic plan.
Develop network message boards or discussion groups about continuous improvement.
Develop an instrument to gage employee concerns, morale, and or satisfaction.
Conduct regular meetings to keep people involved in improvements.
Encourage upward and lateral communication to spread ideas for innovation.
Fully utilize any methods available of recognition and awards.
Throughout the year, have informal discussions of performance evaluations from employee to supervisor and vise versa. (This is in addition to the once a year formal appraisal.)
Within your unit, take some time to meet together with everyone in the spirit of a think tank to generate ideas.
Be systematic with regard to empowerment.
Open up communication.
Monitor your own productivity. (Learn to measure it in terms of Outputs X Quality / Inputs.
Be systematic with regard to equitability in recognition, rewards, etc.
Provide upper management with feedback on tracking systems and measurement systems of productivity.
Measure and track training delivery systems.
Benchmark with other organizations and their units on your processes.
 
 

We did an activity in which we got a chance to talk about communication and this is what the class wants us to know about it:

People tend to behave in the manner in which they are communicated to.  (the self fulfilling prophecy)
Perceptions of you shape how people communicate to you.
Preconceived roles affect communication behavior.
Don't judge people based on what you have heard.
Communication involves more than just verbalizing words. It includes tone, body movements, gestures, etc..
People begin to act like they are being communicated to.
We communicate with much more than words.
We tend to become what others perceive us to be through communication.
Labeling people effects the communication between them or between work units.
Communication is culture and culture is communication.  It is a collection of attitudes, values, and beliefs.
 
 

Please submit your CPM outside requirement work on "work process improvement" to the Davis Award
Panel.  You can find a nomination form on the web page: http://www.floridataxwatch.org/

Don't Forget to visit the CPM Web Page for our schedule:  http://www.fsu.edu/~cpm/
Visit Sterling's web page to see how other organizations improve: http://www.floridasterling.com/

If you need any help or suggestions on completing the outside requirements for the CSM then please send me an E-mail.  Remember, you need to be finished with all the outside requirements around the end of March 2001 so that you can graduate in May of 2001 at the  annual CPM Graduation in Tallahassee Fl. At the University Center. You can make this target date.  If you think you will have a problem meeting this date, call or e-mail me and I will get you on the right track to meet it.