The BUM Book: Bottom Up Management

By Eugene G. Spiegle

Historically we have found, in any business or service, three critical areas of concern, project management, supply chain management, and management and leadership in general, are intertwined such that the cause and effect of problem identification, solutions, and implementation are overshadowed by departmental independence and egos rather than realizing when one entity is affected by something others are affected as well.

This website provides a blog pointing out the issues causing management and leadership issues and then speaking to the solutions to overcome management and leadership problems (many of which are social media crates) with practical tools and techniques to support managerial and leadership growth and development.

• Language: English
• Publisher: BookBaby
• Release date: Jan 23, 2024
• ISBN: 9798350944051

Book preview

INTRODUCTION

There is a question about why a company is successful. There is no single answer to that question in this book. The truth of success has many definitions, and depending on whom you ask, it means different things to different people depending on how they perceive success. Success can range from corporate size, market share, product diversity, and stock value to profit structure. Sometimes it’s just we did a good quality job.

The bottom line for this book is around management and leadership and what helps them become successful in whatever role they play in the corporate structure. When their function is performed correctly, it will help deliver a company’s true success.

Over the years, I have made more than one CEO and president uncomfortable when stating that the critical responsibility of the CEO and president (supported by senior management) is to develop the organization’s strategic plan supporting its mission, vision, and value. It is not the CEO or president’s sole responsibility to make an organization successful; true responsibility for success lies with the organization’s workforce (staff) and functional management.

All organizations, whether product- or service-oriented, function through the concepts of supply chain management, meaning they are responsible for everything from concept to consumer. The following statement is a fact of life, whether you care to believe it or not, and in part will be repeated throughout this book: All the things a person does in life can be called work of one kind or another and referred to as task of work. In chapter two, Assigning and managing work to achieve agreed results, work tasks are identified, committed to, and measured for performance and agreed results.

For an organization to succeed, manager is only a title; it is the leadership of staff which delivers results and makes the difference.

Please enjoy the following pages on leadership. If you wish additional leadership support or have questions, go to "aleadersplace.com"

Cheers

Gene

CHAPTER 1

GOOD LORD, I JUST BECAME A MANAGER/LEADER

It was friday afternoon (about 3:30 p.m.), and I got called into the VP’s office without explanation. Ten minutes later, I got the answer, Your boss has resigned, and we have decided to give you his former position, manager of the department.

I suppose surprise followed by shock would be an excellent way to describe my first reactions. Following a brief half-hour discussion, I returned to my office and was again surprised when people, who from then on would be referred to as my staff, congratulated me.

There is no question that the world of social media has surpassed the rumor mill, and not only did the staff know about my promotion, but the rest of the company did also as well, including my wife. When I got home that evening, she promptly stated how proud she was of me and that there was no question that I deserved the promotion. This was followed by a did you get a raise answer; of course, I think she already had it earmarked for great things.

An interesting point. By the time the government takes out taxes, the company removes the medical and misc. benefits (a word I have never understood. When they take your money, why is it called a benefit?), and you don’t have much left to get overly excited about.

Well, that was Friday, and now it is Monday and the first day of a new job! I am sure many thoughts, questions, and ideas run through your head. Something I learned many years ago from a well-seasoned manager of a pizza plant has always stuck in my head. "When you are new on a job, don’t try and tell everyone what you think you know or want to do. Spend a couple of weeks watching, asking questions, and learning before acting and making a fool out of