MANAGING YOUR BOSS.

Uzo Odiari

Friday, August 05, 2011

Our Vision
To build a world class management consulting brand that creates true value for all its stakeholders

Our Mission Statement

We deliver timely, enduring, practical and profitable management solutions in a manner that is consistent with our core values.

Our Brand Drivers

Relationships, Transformed Thinking Value Creation and Innovation

Our Core Values

Respect for the Individual Excellence Service Trust Stewardship

Our Creed
 We have the responsibility for excellence and innovation.  We do all that we do to the very best of our abilities and with the strongest enthusiasm we can generate.  It is the very nature of our business to do things that have never been done before and for which there are always reasons they cannot be done.  Success for us requires the ability and spirit to find a pathway through any obstacle, even when no pathway is visible at the start.

INTRODUCTION:
Ever known an individual who held great respect of his or her team but was not respected by his or her management? Or maybe you've had a colleague who just couldn't get things done effectively because he or she just didn't know how to "work the system"? Or even still, are you are a person who is continually frustrated because you can't get your manager to do what you need him or her to do? If any of these sound familiar to you, welcome to the world of ineffective upward management.

OBJECTIVES:
Upward management is one of those skills that some do very well, many never seem to master, and virtually all learn only through on-the-job lessons-learned. When done poorly, both manager and employee are not only ineffective at getting the job done but are chronically frustrated due to mis-steps and surprises. When done well, both the manager and employee work as a team to ensure each other is informed, address problems before they spin out of control, and be more effective at managing.

Poor Upward Managers:

The Brown-Noser
This is the employee who treats his boss as some kind of rock star and constantly searches for what his boss wants to hear. Rather than upwardly managing, the brown-noser upwardly affirms whatever it is the boss is thinking.

The Rebellious Teenager:

This is the employee who consciously conceals information from her boss because she wants to demonstrate that she can get things done without help from her boss. Rather than upwardly managing, the rebellious teenager keeps her manager in the dark by withholding information.

The Cowardly Lion

This is the employee who simply is afraid to share information with his boss because he fears his boss' reactions. Rather than upwardly managing, the cowardly lion avoids sharing information unless completely painted into a corner.

Grading Sectors of the economy against INFODIGM s Classification for Businesses:

Agriculture:
PRODUCT/ SERVICE Farm Produce /Groceries Fish Farming MICRO RETAIL SMALL MEDIUM CORPORATE

Poultry Farming

Poultry Feed

Horticulture/ Landscaping

Finance & Insurance:

PRODUCT/ SERVICE MICRO RETAIL SMALL MEDIUM CORPORATE

Micro-finance banking Bureau de change

Insurance broking

Pension Funds Administration

Oil & Gas:

PRODUCTS/ SERVICES MICRO RETAIL SMALL MEDIUM CORPORATE

Engineering Services

Fuel Stations

LPG Filling Plants

Refineries

Manufacturing:
PRODUCTS/SERVICES MICRO RETAIL SMALL MEDIUM CORPORATE

Foods &Beverages Breweries Bottling Companies Chemicals & Pharmaceuticals Fertilizers Paper Products Soaps & Cosmetics Textiles Cement Plastics

Building & Construction:

PRODUCTS/SERVICES MICRO Equipment-Purchase Equipment-Leasing Paint Manufacturing Construction firms Sawmills Quarry Steel companies

RETAIL

SMALL

MEDIUM

CORPORATE

Hospitality:
PRODUCTS/ SERVICES Hotels and Guest Houses Restaurants & Fast Foods Franchise Bakery Laundry Events Management Catering Services MICRO RETAIL SMALL MEDIUM CORPORATE

Transportation & Logistics:

PRODUCTS/ SERVICES Road Transport MICRO RETAIL SMALL MEDIUM CORPORATE

Air Freighting

Courier services

Water Freighting

Information Technology:
PRODUCTS / SERVICES Service Providers Infrastructural Equipment: Fences Shelters Masts Satellite Dishes Hardware/Softwareprogramming Internet Service Providers MICRO RETAIL SMALL MEDIUM CORPORATE

Wholesale and Retail Trading:

PRODUCTS/ SERVICES MICRO RETAIL SMALL MEDIUM CORPORATE

Distributors / Franchisees

Supermarkets

Importation

Education:
PRODUCT/ SERVICES Day-care Centres SchoolsPrimary Secondary University Learning Centres Book Shops/Clubs Library MICRO RETAIL SMALL MEDIUM CORPORATE

Health:
PRODUCTS/ SERVICES Hospitals Clinics Homes Gym Spa MICRO RETAIL SMALL MEDIUM CORPORATE

Entertainment:
PRODUCTS/ SERVICES Cinemas Production studios Art Galleries Games arcade Recreational Parks Television Stations Radio Stations MICRO RETAIL SMALL MEDIUM CORPORATE

Real Estate:
PRODUCTS /SERVICES Buildings: Offices Residential Estates Multi purpose centres Malls MICRO RETAIL SMALL MEDIUM CORPORATE

Land

Professional Services:
PRODUCTS/ SERVICES Legal Information Technology Security Medical Political Engineering NGO MICRO RETAIL SMALL MEDIUM CORPORATE

Basic Rules of Pricing:

All prices must cover costs and profits The most effective way to lower prices is to lower costs Review prices frequently to assure that they reflect dynamics of cost, market demand, response to the competition, profit objectives Prices must be established to assure sales

Pricing Determinants:
Size of Business: Annual Revenues Availability of and Accessibility to Industry/Company related Information Complexity Of The Study Cost Of Labour Complexity of the Firms Operations (Number of Specializations, Degree of technical specialisation) Size of Business: Number of Staff Relevance of proposed service to the Firm s Rain-Making Processes Type of Industry Level of Research required to deliver service

PRICING STRUCTURES

.... Specific Prices for Sub-Products and Sub-Services of the Major HR Product and Service Categories.

HR FUNCTION: Workforce Planning and Management:

PRODUCT MICRO =N= 300,000 RETAIL =N= 500,000 SMALL =N= 750,000 MEDIUM =N= 1,000,000

Manpower Forecasting and Planning

 Recruitment:
STAFF LEVELS MICRO =N= RETAIL =N= 40,000 50,000 SMALL =N= 75,000 100,000 MEDIUM =N= 75,000 100,000 CORPORATE (ADMIN CHARGES) =N= N/A 100,000

Junior Entry level Middle

20,000 30,000

50,000

60,000

100,000

150,00

100,000

Senior Executive

100,000

100,000

150,000

250,000

250,000

120,000

150,000

300,000

400,000

400,000

HR Function: Training and Career Management:

PRODUCT MICRO =N= 250,000 RETAIL =N= 500,000 SMALL =N= 750,000 MEDIUM =N= 1,000,000

Work Competency Development and Employee Competency Development Training Needs Analysis Training Management System

50,000 100,000

100,000 200,000

200,000 300,000

350,000 500,000

Training Pricing Model:

S/N Business Unit/Training Type Sales, Marketing and Business Development Human Resource Management Finance Basic Administration And Secretarial Customer Service Logistics and Supply Chain Management Micro Business =N= 20,000 Retail Business =N= 25,000 Small Business =N= 30,000 Medium Business =N= 50,000

1.

2.

20,000 to 25,000 20,000 to 25,000 15,000.00

25,000 to 30,000 25,000 to 30,000 20,000

30,000 to 50,000 30,000 to 50,000 25,000

50,000 to 70,000 50,000 to 70,000 30,000

3. 4.

5. 6.

20,000 15,000.00

20,000 20,000

25,000 25,000

30,000 30,000

HR Function: Employee Relations Management

PRODUCT MICRO =N= N/A RETAIL =N= N/A SMALL =N= N/A MEDIUM =N= N/A

Employee Performance Development Employee Welfare Advisory Services

Human Resources Information Management System Development

TBD

TBD

TBD

TBD

HR Function: Performance Management

PRODUCT MICRO =N= RETAIL =N= SMALL =N= MEDIUM =N=

Development of Performance Management and Appraisal Systems

125,000

400,000

600,000

1,000,000

Development of Job Descriptions and Profiles

125,000

400,000

600,000

1,000,000

Development of Key Performance Indicators

125,000

400,000

600,000

1,000,000

HR Function: Reward Management

PRODUCT Development of Reward Strategy, Payroll System, Employee Benefit System, Employee Recognition System Alignment of Performance and Reward System Employee Exit Management Development of Employee Knowledge Retention System, Asset Retrieval Policy and Process MICRO =N= 300,000 RETAIL =N= 500,000 SMALL =N= 750,000 MEDIUM =N= 1,500,000

300,000

750,000

1,000,000 1,500,000

HR Function: Organizational Development:

PRODUCT MICRO =N= RETAIL =N= SMALL =N= MEDIUM =N=

Development of Human Resource Strategy Development of Human Resources Management Procedures Employee Survey Implementation Development of Change Management Framework

250,000

400,000

600,000

1,000,000

100,000

300,000

500,000

750,000

150,000

250,000

400,000

600,000

TBD

TBD

TBD

TBD

PRODUCT: Salary Surveys

MICRO =N= RETAIL =N= SMALL =N= MEDIUM =N=

150,000

250,000

400,000

750,000

PRODUCT: HR MANAGEMENT OUTSOURCING

LEVELS MICRO =N= 3,000 - 5,000 3,000 - 5,000 RETAIL =N= 7,500 SMALL =N= 12,500 MEDIUM =N= 25,000 CORPORATE =N= N/A N/A

Junior

Middle

7,500

12,500

25,000

Senior

3,000 - 5,000

7,500

12,500

25,000

N/A

Executive

3,000 - 5,000

7,500

12,500

25,000

N/A

Projected Revenues Per INFODIGM Client:

S/N Client Proposed Services Income Projections Total

1.

AWA Engineering

Training Recruitment HR Outsourcing

2.

Juanita Hotels

Review of Staff Policy Recruitment Manpower Plan HRM Outsourcing

Projected Revenues Per INFODIGM Client:

3. Client Name Proposed Services Review of Staff Policy Income Projections Total

Maclatek

Recruitment

HR Outsourcing

Projected Revenues Per INFODIGM Client:

S/N Client Proposed Services Income Projections Total

4.

Specialty Drilling Fluids

Review of Staff Policy Recruitment Workforce Planning and Management Performance Management Reward Management Training Management System Employee Policy development Work and Employee Competency Development Employee Exit Management Process

QUESTIONS?

THANK YOU!