I finished this book in November 2022. I recommend this book 2/10.
I read the 1965 version, and there is a newer 1997 version. I did find it interesting that the book suggested promising places a manager might look for trouble 🙂 (See below.)
Get the new 1997 version here.
My notes and thoughts:
P23. A manager must rely more and more on skillful, rational questioning, and less and less on experience.
P75. Problem analysis worksheet:
WHAT: Deviation Object.
WHERE: On object Observed.
WHEN: On object Observed.
EXTENT: How much, and How many.
Possible causes for test:
What is DISTINCTIVE of the IS?
Any CHANGE in this?
P127. An example of the above filled out.
P166. A Guide for making recommendations.
What was expected by leadership, or what should be happening?
What is actually wrong, and a precise description of it?
What is distinctive of the problem?
What has changed?
Possible causes that have been tested.
The basis for the determination of the cause.
P179. Seven basic concepts for decision making.
Setting objectives against which to choose.
Classifying objectives as to importance.
Developing alternatives from which to choose.
Evaluating alternatives against the objectives to make a choice.
Choosing the best alternative is a tentative decision.
Assessing adverse consequences from the choice.
Controlling effects of the final decision.
P191. Here are some promising places a manager might look for trouble:
Motivation and attitudes
Skills and abilities
Performance and productivity
Development and growth
Health and safety
Relationships among units, functions, persons
Responsibility and delegation
Formal and informal organization
Legal and government
Facilities and Equipment
Flexibility and adaptability
Ideas and Process
Security, proprietary position
Sources and Availability
Handling and storage
Capital or fixed
Costs and expenses
Pace and timing
Goals and plans
Strength and weaknesses
P195. To ensure the implementation, you should take the following five steps:
Set up controls and reporting procedures so that you can know the progress of your plan against the schedule worked out for putting it into effect.
Follow up on your orders to know that they have been received and understood.
Determine responsibility for carrying out your orders and verify that this is understood.
Set up specific reporting dates at which to measure the action being taken.
Set up a warning system that will tell you as early as possible if your plan is getting into trouble in any respect.