Thursday, May 24, 2018

Do You Use an Email Disclaimer?

Have you ever sent an email to the wrong addressee? Or a letter? A parcel? No, well neither have I.

Of late I've been taking a note of the legal disclaimer mumbo-jumbo that appears at the foot of an increasing number of emails. Like this one:

"The information contained in this message and any attachments may be confidential information and may be subject to legal privilege, public interest or legal profession privilege. If you are not the intended recipient, any use, disclosure or copying of this message or any attachments is unauthorised. If you have received this document in error, please advise the sender. No representation or warranty is given that attached files are free from viruses or other defects. The recipient assumes all responsibility for any loss or damage resulting directly or indirectly from the use of any attached files."

On a couple of occasions, I've received three line emails with 10 line disclaimers and I must admit that I have a good chuckle. When was the last time ... or for that matter, the first time, you heard of someone being sued over reading a confidential email, or loss of damage because they downloaded a file?

If we don't put this type of disclaimer on every letter, parcel or anything else we distribute, why does it have to go on email? I understand the difference when people are giving professional advice eg, relating to the share market, or medical advice, but general communication between people ... give me a break!

I never send email to the wrong person. I send business email to people with whom I wish to communicate and people who wish to communicate with me. It's that simple. If anything, everything I write is Copyright and that law relates to copying and distribution of my email as well as any other intellectual work. If the person to whom it is addressed receives it and chooses to do something else with it, it's hardly my fault and they may well have breached the Copyright Act.

If I send something so confidential that I don't want it to be read by someone other than the sender, I scramble and encrypt it and send it as a secured message that can only be decrypted and accessed by the recipient. However, it's only rarely that I have to take these types of precautions.

Rather than include this type of disclaimer on your emails, isn't it better to take care to send them to the right recipient? What do you think?

Robin

Tuesday, May 15, 2018

Prior Preparation Prevents Poor Performance

The above alliterative heading is almost true to its original, but I've toned it down to accord with what is appropriate on this blog.

Last post I asked if you were reactive or proactive and promised to discuss a management and planning tool that helped me run a business and computing department at a large Technical and Further Education College in Queensland, Australia.

As head of department, I had seven full-time and 23 part-time teachers. I can't remember how many students, possibly two or three hundred. Students attended day classes Monday to Friday and evening classes Monday to Thursday and fitted into about 10 major courses eg, Associate Diploma of Accounting, Certificate in Business Administration, Certificate in Management, Associate Diploma of Computing etc.

I was wholly responsible for planning, organising, leading and controlling my department with very limited clerical support. The tasks included:
  1. Preparing advertising media, informational materials and accepting subsequent applications for enrolment
  2. Interviewing some students pre-enrolment
  3. Planning what subjects would be offered in what courses each semester
  4. Allocating teachers to subjects
  5. Hiring part-time teachers and approving and overseeing their salary payments and performance
  6. Booking suitable classrooms
  7. Allocating students to classrooms and thus teachers
  8. Quality control of instructional media and examination papers
  9. Planning subjects for the semester
  10. Organising examination and assessment schedules
  11. Reporting monthly to the department regarding statistics
  12. Many more associated tasks like dealing with disciplinary matters, answering questions from students, parents and teachers
I used a number of Gantt Charts to plan and execute the whole department activities. I had Gantt Charts for:
  1. Each course that showed the subjects, examination dates, teachers' names
  2. Classrooms booked for each subject
  3. Each teacher's workload
Everywhere I went, I carried a rolled up group of Gantt Charts. If someone stopped me in a hallway and asked where Mary Bloggs was teaching, I could look on my charts and see whether she was teaching and if so, where, with what group of students, in what room and during what period.

Every morning I'd look at the Gantt Charts so that I'd know what subjects were being taught where, by whom and with what groups of students. Just over half way through a semester, I'd begin making the Gantt Charts for the next semester so that weeks before it started, I'd know exactly what was going to happen.

Remember, Prior Preparation Prevents Poor Performance. My department ran like a Swiss watch, unlike a couple of others that lurched from crisis to crisis as the department heads fought fires that were preventable. Room clashes because they had neglected to book a room, teachers without a full teaching load because they had forgotten to program them for the full semester.

My whole working life was organised and run using Gantt Charts, one of the most useful tools I have used.

If you haven't a clue what a Gantt Chart is and haven't followed one of the links above, click here and read my previous post about Gantt Charts. You may find they are something that will make your working life much easier and more efficient.

Robin

Monday, May 7, 2018

Are You Reactive or Proactive?

Longer ago than I like to remember I attended evening college to complete a management certificate. It was the beginning of a long period of educational self-improvement to compensate for not having studied earlier. 

I was 30, a police officer, husband, and father of two children, one only weeks old.

My instructor was a practising manager in the Queensland Railways. He was a likeable guy with a good sense of humour and a very good grasp of management theory. I loved attending his lectures.

I did three semesters (16 weeks each) of management and found it intriguing because everything I learned made sense; planning - organising - leading - controlling/monitoring were the key features of management.

As I progressed, I could see what was wrong with the management of the police force in which I worked - in my opinion at least. There were too many people promoted from the ranks who may have been very good police officers, but none had any idea about the principles of management. They learned on-the-job from people who were often inept or at least, not management trained.

Much of what we did was Reactive, commonly known as "fire-fighting".  A problem arose and then senior managers would go into crisis mode trying to find a solution that was legally and politically acceptable. Of course, it was often intended to protect them from career damage as well.

Management is all about being Proactive - planning and organising to avoid crises and the consequent need for fire-fighting. While nobody can predict with 100% certainly all the crises that will eventuate, it is possible to predict at least some and avoid them by good planning.

For example, progressive maintenance programs are intended to do just that, avoid equipment failures that are costly and inconvenient at the time they occur, perhaps holding up production and costing a firm millions in lost production.

Identifying evolving issues that could eventually worsen is another proactive activity.

When I took on my first management role, I had an opportunity to implement some of the management theory I had learned. At that stage of my development, Management by Objectives was the prevailing favourite. Then came Management by Walking Around and every five years or so another would pop up.

All the favourites were parts of the overall Planning - Organising - Leading and Controlling. The term controlling eventually gave way to the more acceptable "monitoring".

Management theory and practice hasn't changed all that much since I first began studying it. Later, at university, I learnt more of the same and as I gained higher management levels in my career, I became comfortable with a style of management that I thought suited me.

Now that I'm retired, I have no real need to manage much at all, although I still try to be proactive in what I do rather than be reactive.

Your Turn
Write a comment and tell us about your experience being managed by others or managing others. Are they/you reactive or proactive?

Robin

PS: Next post I'll discuss the management tool that helped me run a department in a large educational institution.