EXAM Five - Chapter 7, Axis B - be able to show examples of 3 tools you used with client. Bring TIME Management, IESAP (5 year goals, the internal actions, & the external ones), and Figure 7.1.a p. 96 PAP all filled in for your client. Plus Figure 7.4, Time allotment chart filled in for your client (and able to name types of tasks from memory). All this can go into Mid-term report, so it is good training. From Virtue Ethics, two examples of generosity.

see list of just the quiz 5 questions; As per feedback form class, study the questions in RED for next Exam - Boje Feb 19 2013

.SPIRAL SPINNING

source

Question 1: What are the six tools of Axis B in Savall et al book? (note 7th is spiral updraft); know all 7

  1. Time Management (TM) - Hypothesis: "efficient use of time can be double if it is better organized" (Savall et al, 2008: 105).
  2. Strategic Piloting Logbook (SPL) - 2 types of indicators of performance, each with 3 subtypes
  3. Priority Action Plan (PAP) - what client will do during one semester (or six months).
  4. Competency Grid (CG) - what skills folks need to do value-added and prevent dysfunctions
  5. Internal/External Strategic Action Plan (IESAP) - the five-year plan
  6. Periodically Negotiable Activity Contract (PNAC) - your student-contract with the client
  7. Spiral Updraft (from Boje's online books). Tool to develop the higher outer orbit of innovation and change that adds value

Note: These seven tools areinteractive with one another and with Axis A and Axis C and with sorting out the dysfunctions, hidden costs, and up-rooting the stem-downsurge-spirals

Question 2: TIME TOOL - What are the Five main dysfunctions of Time -- in Time Management, Draw chart and indicate examples from your client of each one?

time dysfunctions chart

Question 3: What is the Time Management Hypothesis?

Hypothesis: "efficient use of time can be double if it is better organized" (Savall et al, 2008: 105). It is important that your clients "spend enough time on new development tasks" (p. 101) to implement the PAP by breaking developmental tasks into smaller sub-tasks that can be scheduled and recorded in each stakeholder's diary (planner).

TM must of necessity up-root existing low value-added tasks to make the space for your Axis A (project) that will implement new high value added tasks in that space.

Question 4: How is this TM done, and give examples from client?

"Management and employees make a precise record of all daily tasks performed and the time devoted to each one" (Savall et al, 2008: 102). Management controls to insure that employees remain autonomous during TM self-analysis of their time. In this way the employees learn a multi-skill, i.e., to identify and prevent dysfunctions and to manage their time more efficiently. By recording the TM employees and managers learn to document, to clarify the concrete actions by each actor, to prepare for meetings, to designate topic leaders, to do team work, to control interruptions.

Question 5: What are the five antenarrative-linear steps of the TM?

  1. Defining conditions of clients
  2. Comparing competitors' products & processes
  3. Pre-launch testing
  4. Preparing pamphlets on test results
  5. Product launch

This an an antenarrative-linearity because there is a schedule worked out in advance from the PAP that is implemented in TM.

Question 6: How you are doing the SPL, and include your client's examples of specific indicators?

SPL (Strategic Piloting Indicators Log Book) - Your storytelling notebook has entries about how to track things and serves as your SPL. Develop 5 types of indicators (include qualitative & quantitative) for IESAP. pp. 126-129 in Savall et al (2008) book. The piloting of a small business depends on reading indicators to know if the spiral is upwards or downwards, if the business is making or losing money, if customer returns and rework is decreasing or increasing, and so forth. List examples in your answer of the indicators.

Question 7: What are the 3 kinds of EVERYDAY PERFORMANCE INDICATORS and the 3 kinds of CREATION OF POTENTIAL INDICTORS - Give example from your client of each one?

Type 1: EVERYDAY PERFORMANCE INDICATORS for SPL:

  1. Internal Activity - e.g. volume of activity in a given day, week, month, or year. Examples: number of products, deliveries, repairs, amount of waste, delays, and each of the root-downsurge-spirals (excess salary, overtime, overconsumption, nonproduction, noncreation of potential, & risks) (see p. 33).
  2. External Activity - e.g. scanning the business environment, being vigilante about competitors and the quality of materials from suppliers, new technologies, and other items on Axis C.
  3. The Immediate Results - Quantitative indicators like costs, revenues, direct sales revenue, costs of repairs, dysfunction costs (absenteeism, occupational injuries/diseases, staff turnover, nonquality, & direct productivity gaps) (see. p. 33).

Type 2: CREATION OF POTENTIAL - INDICATORS for SPL:

  1. Evolution Activity - e.g. Two lists: First a list of actions that implement the IESAP in this period of PAP by specifying schedule and who will do what when, and why. Second, a list of dysfunctions to be prevented based on Axis A Diagnostic. There is a multi-skilling going on here where people in the small business are learning to identify dysfunctions, and root-stem-downsurge-spirals and to implement value-added TM, and to be vigilant with SPL. This relates to the CG tool, since some of these competencies must be learned. It it relates to Axis C C, which is all about evolution activity of scanning the environment and making changes.
  2. Activity Linked to PAP - e.g. Make a list with your client of developmental actions (above evolution activity list and dysfunction list_ and specify what is to be implement by whom, when, and why on the PAP chart (see chart below).
  3. Activity directly Creating Potential - e.g. indicators of qualitative or quantitative nature of how potential is being created, how dysfunctions are being prevented, how dowsurge-spirals are being up-rooted, and how employees are being multi-skilled in SEAM tools, including TM, SPL, and PAP.

The results of the log book as a personal tool are managers and employees are making decisions to control dysfunctions, up-root downsurge spirals, implementing PAP from the IESAP, doing teamwork, and engaging in multi-skilling instead of deskilling. Finally there is increased strategic vigilance,a s everyone is scans the environment, improves coordination with suppliers and vendors, acts locally and globally in Axis C.

Question 8: What is the PAP Chart you are required to report by Mid-term, and Please include your client's examples in the chart?

This is my rendition of Savall et al (2008: 96) chart, that is required for mid-term.

STRATEGIC AXES

OBJECTIVES

PRIORITY ACTIONS

PEOPLE CONCERNED

JAN

FEB

MAR

APR

MAY

COMMENTS

 

1.

 

 

 

 

 

 

 

 

 

2.

 

 

 

 

 

 

 

 

 

3.

 

 

 

 

 

 

 

 

PRINCIPLES:
Spurring Energy
Decentralization
Synchronization
Enhancing Vigilance

PAP Priority Action Plan -for one semester (a few months). This is a simple chart translating the IESAP goals to specific sub-objectives, with priority actions, and who is responsible to get it done in the small business, and when it gets done during the 10 weeks of this course. (pp. 114-117). Doing (by workers) and Thinking (by owners) can become separated. The result of this sort of division of labor is a deterioration of “intellectual… virtues” of workers (Marx, 1867, Vol. 1, Chap 14, P. 362).  PAP is a linear antenarrative (a sequence of future-shaping events). As Marx puts it “division of labor … is an effect of past, and a cause of future progress” (ibid, p. 363).  The past narrative (retrospection, backward-looking) is effect and a cause of future-shaping linear action plan. Savall et al (2008) recommend involving workers in the PAP process, which in turn sharpens their Planning and Thinking in relation to their Doing.

Question 9: What are the Principles of PAP - give examples from your client-fieldnotes?

  1. Spurring Energy - by the IESAP being implemented in specific priority actions over the next few months
  2. Decentralization - getting commitment of all stakeholders
  3. Synchronization - scheduling priority actions
  4. Enhancing Vigilance - watching out for hindrances of dysfunctions and root-downsurge-spirals on the priority actions, and scanning the environment (Axis C) for needed evolution actions.

Question 10: What are the PAP Actions that Prevent Recurrence of Dysfunctions that you are implementing with your Client?

Examples: improving ergonomics to prevent employee backaches, implementing planning meetings between departments to coordinate action plans, analysis of dysfunctions with the client so client learns to spot them and prevent them, making priorities so the less important actions are dropped to make room for high value added actions, breaking down the IESAP into smaller subtasks that can be implemented this semester, creating ways all members of the small business can contribute ideas, setting up schedules of implementation so people can synchronize action, scanning the environment (Axis C), etc. Put in your own examples.

Question 11: From Virtue Ethics, Book V  two client examples of Justice? NOTE: Your answer will only ocunt if you have it in your NOTEBOOK, in verbatim field notes from interviews or transcribed form taped answers to questions.

Examples: Aristotle (Book V, #1) says "We see that all men mean by justice that kind of state of character which makes people disposed to do what is just and makes them act justly and wish for what is just; and similarly by injustice that state which makes them act unjustly and wish for what is unjust. Let us too, then, lay this down as a general basis. For the same is not true of the sciences and the faculties as of states of character."

How does your client exhibit justice?

How is justice a middle between excess and deficient?

Book (v # 5) " For which reason injustice is excess and defect, viz. because it is productive of excess and defect-in one's own case excess of what is in its own nature useful and defect of what is hurtful, while in the case of others it is as a whole like what it is in one's own case, but proportion may be violated in either direction. In the unjust act to have too little is to be unjustly treated; to have too much is to act unjustly."

Aristotle gives some advice for your answer (Book V # 2): " (A) one kind is that which is manifested in distributions of honour or money or the other things that fall to be divided among those who have a share in the constitution (for in these it is possible for one man to have a share either unequal or equal to that of another), and (B) one is that which plays a rectifying part in transactions between man and man. Of this there are two divisions; of transactions (1) some are voluntary and (2) others involuntary- voluntary such transactions as sale, purchase, loan for consumption, pledging, loan for use, depositing, letting (they are called voluntary because the origin of these transactions is voluntary), while of the involuntary (a) some are clandestine, such as theft, adultery, poisoning, procuring, enticement of slaves, assassination, false witness, and (b) others are violent, such as assault, imprisonment, murder, robbery with violence, mutilation, abuse, insult."

Answer: The client distrubites hour or money or other rewards that make it possible for some to get more rewards than others. Give examples of rewards your client gives, and how just each is, how voluntary is the transaction for both parties?

 

For answer to count, it must be from your field note, recorded in your notebook (no exceptions).