Chapter 1

Learning Objectives

• Define Managers And Management.

• Explain What Managers Do.

• Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.

Introductory Concepts: What IsManagement?

The verb manage comes from the Italian maneggiare (to handle — especially tools), which in turn derives from the Latin manus (hand).

The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries

Management• Management refers to the tasks and activities

involved in directing an organization or one of its units: planning, organizing, leading, and controlling.

• The process of reaching organizational goals by working with and through people and other organizational resources.

Some definitions of Management

• According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.

• Henri Fayol (1841–1925) :forecasting, planning, organizing, commanding, coordinating, and controlling.

• Another way of thinking, Mary Parker Follett (1868–1933)- defined management as "the art of getting things done through people".

Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production

Focus on technical areas of expertise

Use communication, planning and administration, teamwork and self-management competencies to get work done

Function: A classification referring to a group of similar activities in an organization like marketing or marketing or operations.operations.

General Managers: responsible for the operations of more complex units—for example, a company or division

Oversee work of functional managers

Responsible for all the activities of the unit

Need to acquire strategic and multicultural competencies to guide organization

(cont’d)

Many Other types of managers

Basic Managerial Functions

OrganizingOrganizing

PlanningPlanning

ControllingControlling

LeadingLeading

Management Process and Goal AttainmentManagement Process and Goal Attainment

Management and Organizational Management and Organizational ResourcesResources

Planning Planning involves tasks involves tasks that must be performed to that must be performed to attain organizational goals, attain organizational goals, outlining how the tasks outlining how the tasks must be performed, and must be performed, and indicating when they indicating when they should be performed.should be performed.

Organizing means assigning the planned tasks to Organizing means assigning the planned tasks to various individuals or groups within the various individuals or groups within the organization and cresting a mechanism to put plans organization and cresting a mechanism to put plans into action. into action. Division of labourDivision of labour Delegation of authorityDelegation of authority Departmentation.Departmentation.Span of controlSpan of control CoordinationCoordination

Leading (Leading (InfluencingInfluencing) means guiding the activities ) means guiding the activities of the organization members in appropriate of the organization members in appropriate directions. Objective is to improve productivity.directions. Objective is to improve productivity.

1. Gather information that measures recent performance1. Gather information that measures recent performance2. Compare present performance to pre-established standards2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards3. Determine modifications to meet pre-established standards

Controlling

Process by which a person, group, or organization consciously monitors performance and takes correctiveaction

Basic Levels of Management

Top Managers

Middle Managers

First-Line Managers

Nonmanagers

Top Managers

Middle Managers

First-Line Managers

Nonmanagers

Levels of Management

• First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors

• Middle Managers:– Coordinate employee activities

– Determine which goods or services to provide

– Decide how to market goods or services to customers

Assistant Manager, Manager (Section Head)

• Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President

First-line Managers

Directly responsible for production of goods or services

Employees who report to first-line managers do the organization’s work

Spend little time with top managers in large organizations

Technical expertise is important

Rely on planning and administration, self-management, teamwork, and communication competencies to get work done

Middle Managers

Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement

Responsible for coordinating activities of first-line managers

Establish target dates for products/services to be delivered Need to coordinate with others for resources Ability to develop others is important Rely on communication, teamwork, and planning and

administration competencies to achieve goals

Top Managers

Responsible for providing the overall direction of an organization

Develop goals and strategies for entire organization

Spend most of their time planning and leading

Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies

Use of multicultural and strategic action competencies to lead firm is crucial

Management Level and SkillsManagement Level and Skills

Interpersonal roles

Mintzberg’s Managerial Roles (a)

Mintzberg’s Managerial Roles (b)

1-24

Mintzberg’s Managerial Roles (c)

Introductory Concepts: What AreManagerial Competencies?

Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness

Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations

Six Core Managerial Competencies:What It Takes to Be a Great Manager

Communication Competency

Planning and Administration Competency

Teamwork Competency

Strategic Action Competency

Multicultural Competency

Self-Management Competency

Communication Competency

Ability to effectively transfer and exchange information that leads to understanding between yourself and others

Informal Communication Used to build social networks and good

interpersonal relations

Formal CommunicationUsed to announce major events/decisions/

activities and keep individuals up to date

NegotiationUsed to settle disputes, obtain resources,

and exercise influence

Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done

Information gathering, analysis, and problem solving from employees and customers

Planning and organizing projects with agreedupon completion dates

Time management

Budgeting and financial management

Accomplishing tasks through small groups ofpeople who are collectively responsible andwhose job requires coordination

Designing teams properly involves havingpeople participate in setting goals

Creating a supportive team environment gets people committed to the team’s goals

Managing team dynamics involves settlingconflicts, sharing team success, and assign tasksthat use team members’ strengths

A Model of Managerial Competencies(adapted from Figure 1.1)

TeamworkCompetencyTeamwork

Competency

GlobalAwareness

Competency

GlobalAwareness

Competency

StrategicAction

Competency

StrategicAction

Competency

Planning andAdministrationCompetency

Planning andAdministrationCompetency

Self-ManagementCompetency

Self-ManagementCompetency

CommunicationCompetency

CommunicationCompetency

A Model of Managerial Competencies(adapted from Figure 1.1)

TeamworkCompetencyTeamwork

Competency

GlobalAwareness

Competency

GlobalAwareness

Competency

StrategicAction

Competency

StrategicAction

Competency

Planning andAdministrationCompetency

Planning andAdministrationCompetency

Self-ManagementCompetency

Self-ManagementCompetency

CommunicationCompetency

CommunicationCompetency

ManagerialEffectivenessManagerial

Effectiveness

What Is An Organization?

A formal and coordinated group of people who function to achieve particular goals

These goals cannot be achieved by individuals acting alone

An organization has a structure, discussed in depth in Chapter 11

Characteristics of an Organization

• An organization has a structure.

• An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.

The History of Management

35

Management Ideas and Practice Throughout History

5000 BCE5000 BCE

4000-2000 BCE4000-2000 BCE

1800 BCE1800 BCE

600 BCE600 BCE

500 BCE500 BCE

400 BCE400 BCE

400 BCE400 BCE

175175

284284

900900

11001100

14181418

14361436

15001500

15251525

SumeriansSumerians

Egyptians Planning, organizing, controlling. Egyptians Planning, organizing, controlling.

HammurabiHammurabi

NebuchadnezzarNebuchadnezzar

Sun TzuSun Tzu

XenophonXenophon

CyrusCyrus

CatoCato

DiocletianDiocletian

AlfarabiAlfarabi

GhazaliGhazali

BarbarigoBarbarigo

VenetiansVenetians

Sir Thomas MoreSir Thomas More

MachiavelliMachiavelli

Record keepingRecord keeping

Plan, organize, control. Written requests.Plan, organize, control. Written requests.

Controls and written documentationControls and written documentation

Wage incentives, production controlWage incentives, production control

StrategyStrategy

Management as a separate artManagement as a separate art

Human relations and motion studyHuman relations and motion study

Job descriptionsJob descriptions

Delegation of authorityDelegation of authority

Listed leadership traitsListed leadership traits

Listed managerial traitsListed managerial traits

Different organizational forms/structuresDifferent organizational forms/structures

Numbering, standardization, interchangeabilityNumbering, standardization, interchangeability

Critical of poor management and leadershipCritical of poor management and leadership

Cohesiveness, power, and leadershipCohesiveness, power, and leadership

Why We Need Managers Today

Work in familiesWork in families

Skilled laborersSkilled laborers

Small, self-organizedgroups

Small, self-organizedgroups

Unique, small batchesof production

Unique, small batchesof production

ThenThenThenThen

Work in factoriesWork in factories

Specialized,unskilled laborers

Specialized,unskilled laborers

Large factoriesLarge factories

Large standardizedmass production

Large standardizedmass production

NowNowNowNow

The History of Scientific Management

Scientific Management

Studies and tests methods to identifythe best, most efficient ways

Scientific Management

Studies and tests methods to identifythe best, most efficient ways

“Seat-of-the Pants” Management

No standardization of procedures

No follow-up on improvements

“Seat-of-the Pants” Management

No standardization of procedures

No follow-up on improvements

Frederick W. TaylorFrederick Taylor is known today as the father of scientific management. One of his many contributions to modern management is the common practice of giving employees rest breaks throughout the day.

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Taylor’s Four Management Principles

Develop a science for each element of a man’s work,which replaces the old rule-of-thumb method.

Develop a science for each element of a man’s work,which replaces the old rule-of-thumb method.

Scientifically select and then train, teach, and develop the workman.

Scientifically select and then train, teach, and develop the workman.

Cooperate with the men to insure all work is done inaccordance with the principles of the science.

Cooperate with the men to insure all work is done inaccordance with the principles of the science.

There is almost equal division of the work and theresponsibility between management and workmen.

There is almost equal division of the work and theresponsibility between management and workmen.

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The Boston Consulting Group and Best Practices

• A recent study by the Boston Consulting Group seems to reaffirm Taylor’s theories about best practices.

• Teams in the BCG study found that when they limited the hours that employees could work, productivity increase.

• Teams had to communicate better, collaborate better, plan ahead, and streamline work.

• Limiting time on the clock can help workers evaluate their processes and find ways to work more efficiently.

Source: S. Baker, “Timken Plots a Rust Belt Resurgence”, Business Week, 26 October 2009. 58.

Frank & Lillian Gilbreth

Frank and Lillian Gilbreth were prolific researchers and often used their family as guinea pigs. Their work is the subject of Cheaper by the Dozen, written by their son and daughter.

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Motion Studies: Frank & Lillian Gilbreth

Time Study

Timing how long it takes good workers to complete each part of their jobs.

Motion Study

Breaking each task into its separatemotions and then eliminating those that are unnecessary or repetitive.

Charts: Henry Gantt

The History of

Bureaucratic Management

Bureaucracy

The exercise of control on the basis ofknowledge, expertise, or experience.

Max Weber, 1864-1920

The Aim of Bureaucracy

1. Qualification-based hiring1. Qualification-based hiring

2. Merit-based promotion2. Merit-based promotion

3. Chain of command3. Chain of command

4. Division of labor4. Division of labor

5. Impartial application of rules and procedures5. Impartial application of rules and procedures

6. Recorded in writing6. Recorded in writing

7. Managers separate from owners7. Managers separate from owners

Administrative Management: Henri Fayol

1. Division of work1. Division of work

2. Authority and responsibility

2. Authority and responsibility

3. Discipline3. Discipline

4. Unity of command4. Unity of command

5. Unity of direction 5. Unity of direction

6. Subordination ofindividual interests

6. Subordination ofindividual interests

7. Remuneration7. Remuneration

8. Centralization8. Centralization

9. Scalar chain9. Scalar chain

10. Order10. Order

11. Equity11. Equity

12. Stability of tenure of personnel

12. Stability of tenure of personnel

13. Initiative13. Initiative

14. Esprit de corps14. Esprit de corps

The History of

Human Relations Management

Efficiency alone is not enough to produce organizational success.

Success also depends on treating workers well.

Mary Parker Follett

Mary Parker Follett is known today as the mother of scientific management. Her many contributions to modern management include the ideas of negotiation, conflict resolution, and power sharing.

Constructive Conflict and Coordination: Mary Parker Follett

Dealing withDealing withConflictConflict

Dealing withDealing withConflictConflict CompromiseCompromise

DominationDomination

IntegrationIntegration

Behavioral Management Theory

Behavioral School

Behavioral School

Recognized employees as individuals with concrete, human needs, as parts of work groups, and as members of a larger society

Behavioral Management Theory

The father of modern personnel management

The quality and quantity of workers’ output influenced by conditions on and off the job

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2b2b

Robert OwenRobert Owen

Behavioral Management Theory

Needs-based theory of motivation• physiology• security• affiliation• esteem• self-actualization

52

2b2b

Abraham MaslowAbraham Maslow

Behavioral Management Theory Results

Managers discover…Managers discover…

What employees want from workWhat employees want from work

How to unleash talents, energy, and creativity

How to unleash talents, energy, and creativity

How to enlist cooperation and commitment

How to enlist cooperation and commitment

Hawthorne Studies

What will be covered:

Definition Brainstorming Exercise Study background Explanation of findings Real world example An exercise Summary

Hawthorne studies defined

A series of experiments in which the output of the workers was observed to increase as a result of improved treatment by their managers.

Named for their site, at the Western Electric Company plant in Hawthorne, Illinois.

Brainstorming Exercise

What can a manager do to improve productivity?

Study Background

Hawthorne studies were conducted from 1927 to 1932 by Harvard Business School Professor Elton Mayo.

Purpose of study was to examine what effect monotony and fatigue had on productivity and how to control them with variables such as rest breaks, work hours, temperature, and humidity.

Normal conditions

Under normal conditions, the work week was 48 hours, including Saturdays. There were no rest pauses.

Experiment One

The workers were put on piece-work for eight weeks.

Output went up.

Experiment Two

The workers were given two rest pauses, five minutes each, in the morning and afternoon for a period of five weeks.

Output went up again.

Experiment Three

The rest pauses were increased to ten minutes each.

Output went up sharply.

Experiment Four

The workers were given six five minute breaks.

Output fell slightly. The workers complained that the work

rhythm was broken by frequent pauses.

Experiment Five

The two original rest pauses were put back in place, and the workers were given a free hot meal by the company.

Output went up.

Experiment Six

The workers were dismissed at 4:30 p.m. instead of 5:00 p.m.

Output went up.

Experiment Seven

The workers were dismissed at 4:00 p.m. Output remained the same.

Experiment Eight

All improvements were taken away and the workers returned to their original working conditions.

Output was the highest ever recorded!

Explanation of Findings

The experimental group had considerable freedom of movement compared to other workers in the plant.

The group developed an increased sense of responsibility and discipline no longer needed to come from a higher authority, it came from within the group.

Real World Example

Workers improve their productivity when they believe management is concerned with their welfare and pay particular attention to them.

Productivity can also be explained by paying attention to the workers’ social environment and informal groupings.

An Exercise

What kinds of issues affect your productivity?

What can a manager do to increase or decrease your productivity?

Summary

Hawthorne studies defined Study background Explanation of findings Real world example

Strategic Planning

What is Strategic Planning?• Process to establish priorities on what you willProcess to establish priorities on what you will accomplish in the futureaccomplish in the future• Forces you to make choices on what you will doForces you to make choices on what you will do and what you will not doand what you will not do• Pulls the entire organization together around aPulls the entire organization together around a single game plan for executionsingle game plan for execution• Broad outline on where resources will get allocatedBroad outline on where resources will get allocated

Why do Strategic Planning?• If you fail to plan, then you plan to fail – beIf you fail to plan, then you plan to fail – be proactive about the futureproactive about the future• Strategic planning improves performanceStrategic planning improves performance• Counter excessive inward and short-term thinkingCounter excessive inward and short-term thinking• Solve major issues at a macro levelSolve major issues at a macro level• Communicate to everyone what is most importantCommunicate to everyone what is most important

Fundamental Questions to Ask

• Where are we now? (Assessment)Where are we now? (Assessment)• Where do we need to be? (Gap / Future EndWhere do we need to be? (Gap / Future End State)State)• How will we close the gap (Strategic Plan)How will we close the gap (Strategic Plan)• How will we monitor our progress (BalancedHow will we monitor our progress (Balanced Scorecard)Scorecard)

A Good Strategic Plan should . . .

• Address critical performance issuesAddress critical performance issues• Create the right balance between what theCreate the right balance between what the organization is capable of doing vs. what theorganization is capable of doing vs. what the organization would like to do organization would like to do • Cover a sufficient time period to close theCover a sufficient time period to close the performance gapperformance gap• Visionary – convey a desired future end stateVisionary – convey a desired future end state• Flexible – allow and accommodate changeFlexible – allow and accommodate change• Guide decision making at lower levels –Guide decision making at lower levels – operational, tactical, individualoperational, tactical, individual

Pre-Requisites to Planning• Senior leadership commitment Senior leadership commitment • Who will do what?Who will do what?• What will each group do?What will each group do?• How will we do it? How will we do it? • When is the best time?When is the best time?

Mission Statement• Captures the essence of why the organizationCaptures the essence of why the organization exists – Who we are, what we do exists – Who we are, what we do • Explains the basic needs that you fulfillExplains the basic needs that you fulfill• Expresses the core values of the organizationExpresses the core values of the organization• Should be brief and to the pointShould be brief and to the point• Easy to understandEasy to understand• If possible, try to convey the unique nature of yourIf possible, try to convey the unique nature of your organization and the role it plays that differentiatesorganization and the role it plays that differentiates it from others it from others

Examples – Good and BadMission Statements

To Make People Happy

To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers

NASA

Walt Disney

Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization.

Too vague and and unclear. Need more descriptive information about what makes the organization special.

Vision• How the organization wants to be perceived in theHow the organization wants to be perceived in the future – what success looks like future – what success looks like • An expression of the desired end state An expression of the desired end state • Challenges everyone to reach for somethingChallenges everyone to reach for something significant – inspires a compelling futuresignificant – inspires a compelling future• Provides a long-term focus for the entireProvides a long-term focus for the entire organization organization

Goals• Describes a future end-state – desired outcomeDescribes a future end-state – desired outcome that is supportive of the mission and vision.that is supportive of the mission and vision.• Shapes the way ahead in actionable terms.Shapes the way ahead in actionable terms.• Best applied where there are clear choices about Best applied where there are clear choices about the future.the future.• Puts strategic focus into the organization – specificPuts strategic focus into the organization – specific ownership of the goal should be assigned toownership of the goal should be assigned to someone within the organization. someone within the organization. • May not work well where things are changing fastMay not work well where things are changing fast – – goals tend to be long-term for environments thatgoals tend to be long-term for environments that have limited choices about the future.have limited choices about the future.

Developing Goals• Cascade from the top of the Strategic Plan –Cascade from the top of the Strategic Plan – Mission, Vision, Guiding Principles.Mission, Vision, Guiding Principles.• Look at your strategic analysis – SWOT, Look at your strategic analysis – SWOT, Environmental Scan, Past Performance, Gaps . . Environmental Scan, Past Performance, Gaps . . • Limit to a critical few – such as five to eight goals.Limit to a critical few – such as five to eight goals.• Broad participation in the development of goals:Broad participation in the development of goals: Consensus from above – buy-in at the executionConsensus from above – buy-in at the execution level.level.• Should drive higher levels of performance andShould drive higher levels of performance and close a critical performance gap.close a critical performance gap.

Examples of GoalsReorganize the entire organization for better responsiveness to customersReorganize the entire organization for better responsiveness to customers

We will partner with other businesses, industry leaders, and government agencies in order to better meet the needs of stakeholders across the entire value stream.

We will partner with other businesses, industry leaders, and government agencies in order to better meet the needs of stakeholders across the entire value stream.

Manage our resources with fiscal responsibility and efficiency through a single comprehensive process that is aligned to our strategic plan.

Manage our resources with fiscal responsibility and efficiency through a single comprehensive process that is aligned to our strategic plan.

Improve the quality and accuracy of service support information provided to our internal customers.

Improve the quality and accuracy of service support information provided to our internal customers.

Establish a means by which our decision making process is market and customer focus.Establish a means by which our decision making process is market and customer focus.

Maintain and enhance the physical conditions of our public facilities.Maintain and enhance the physical conditions of our public facilities.

Objectives

Relevant - directly supports the goalRelevant - directly supports the goal Compels the organization into actionCompels the organization into action Specific enough so we can quantify and measure the Specific enough so we can quantify and measure the

resultsresults Simple and easy to understandSimple and easy to understand Realistic and attainableRealistic and attainable Conveys responsibility and ownershipConveys responsibility and ownership Acceptable to those who must executeAcceptable to those who must execute May need several objectives to meet a goalMay need several objectives to meet a goal

Goals vs. Objectives

GOALS OBJECTIVES

Very short statement, few words

Longer statement, more descriptive

Broad in scope Narrow in scope

Directly relates to the Mission Statement

Indirectly relates to the Mission Statement

Covers long time period (such as 10 years)

Covers short time period (such 1 year budget cycle)

Examples of ObjectivesDevelop a customer intelligence database system to capture and analyze patterns in purchasing behavior across our product line.

Develop a customer intelligence database system to capture and analyze patterns in purchasing behavior across our product line.

Launch at least three value stream pilot projects to kick-off our transformation to a leaner organization.

Launch at least three value stream pilot projects to kick-off our transformation to a leaner organization.

Centralize the procurement process for improvements in enterprise-wide purchasing power. Centralize the procurement process for improvements in enterprise-wide purchasing power.

Consolidate payable processing through a P-Card System over the next two years.Consolidate payable processing through a P-Card System over the next two years.

Monitor and address employee morale issues through an annual employee satisfaction survey across all business functions.

Monitor and address employee morale issues through an annual employee satisfaction survey across all business functions.

Characteristics of Action Plans Assign responsibility for the successful completion of the Action Plan. Who is

responsible? What are the roles and responsibilities? Detail all required steps to achieve the Initiative that the Action Plan is supporting.

Where will the actions be taken? Establish a time frame for the completion each steps. When will we need to take these

actions? Establish the resources required to complete the steps. How much will it take to

execute these actions? Define the specific actions (steps) that must be taken to implement the initiative.

Determine the deliverables (in measurable terms) that should result from completion of individual steps. Identify in-process measures to ensure the processes used to carry out the action are working as intended. Define the expected results and milestones of the action plan.

Provide a brief status report on each stepbrief status report on each step, whether completed or not. What communication process will we follow? How well are we doing in executing our action plan?

Based on the above criteria, you should be able to clearly define your action plan. If you have several action plans, you may have to prioritize.

Matt H. Evans, matt@exinfm.com

Down to Specifics

Measurement Template

Matt H. Evans, matt@exinfm.com

Down to Specifics

(Insert organization name)

(Insert division name)

(Insert department name)

Risk Frame area objective supports

(Insert objective owner)

(Insert measurement owner)

(Insert reporting contact info)

Objective Description – description of objective purpose, in sufficient detail for personnel not familiar with the objective to understand its intent. Objective descriptions are typically two or three paragraphs long. This will appear in the pop-up window when you mouse over the objective in the Balanced Scorecard System.

References – source documentation for objective and objective description

Comments – additional information about the objective not covered in above blocks, such as recommendations for further revision, additional organizations objective impacts, recommendations for coordination / alignment with other objectives, etc.

Measure Name - The name exactly as you want it to appear in the Balanced Scorecard, including the measure number (i.e. Percent Employees Satisfied, etc.)

Measure Description – description of the measure, include its intent, data source, and organization responsible for providing measure data. This will appear in the pop-up window when you mouse over the measure in the Balanced Scorecard.

Measure Formula – formula used to calculate measure value (if any)

Data Source - The source of the data – manual, data spreadsheet, or database name and contact familiar with the data

Measure Weight - the relative weight of the measure based on the impact it has on the overall objective. The total weights for all measures for an objective must add to 100

Measure Reporter – Person responsible for providing measure data. Include the name, organization and email.

Target Maximum – Maximum expected value for the measure. Effective Date – Date the target first becomes effective

Frequency – How often target data will be reported

Units – Units of measure

Target – Point where the measure goes from green to amber

Target Minimum – Point where the measure goes from amber to red. The target minimum and target can not be the same value.

Scorecard Perspective Name

Targets For each measurement, you should have at

least one target Targets should stretch the organization to

higher levels of performance Incremental improvements over current

performance can be used to establish your targets

Targets put focus on your strategy When you reach your targets, you have

successfully executed your strategyMatt H. Evans, matt@exinfm.com

Down to Specifics

Examples of Targets

Matt H. Evans, matt@exinfm.com

Average Time to Process New Employee Setups in DB

65 days Year 2007

60 days Year 2008

55 days Year 2009

Utilization Rate for Rental Housing Units

90% for

Year 2007

92% for Year 2008

95% for Year 2009

Toxic Sites meeting in-service compliance

55% for Year 2007

70% for Year 2008

95% for Year 2009

Personnel Fully Trained in Safety and Emergency

65% by 2rd Quarter

75% by 3th Quarter

90% by 4th Quarter

Open Positions Filled after 30 day promotion period

75 positions Sept 2007

100 positions Jan 2008

135 positions July 2008

% Reduction in Orders Filled Short in 1st Cycle

50% by Year 2008

65% by Year 2009

85% by Year 2010

Down to Specifics

“Tell me and I will forget, Show me and I may remember, but involve me and I will understand”

– Chinese proverb