Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, May 21, 1995 TAG: 9505200015
SECTION: BUSINESS PAGE: F2 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Ali Nazemi believes "it's harder to see patterns and trends with just numbers." Graphs, charts and spreadsheets help - but for different reasons. Nazemi, a Roanoke College associate professor of business administration and computer information systems, offers insights for making sense of spreadsheets.
Nazemi says spreadsheets perform four functions. The first is to force users to ask "what-if" questions. "For example, what if advertising is increased by 10 percent. What will happen to sales?''
The second function is sensitivity. "How sensitive is your outcome to repeated change? A spreadsheet, for example, will reveal the impact of interest rate fluctuations on mortgage payments."
The third function is goal seeking. Here, you use the spreadsheet to change numbers to show which combination of actual changes allows you to "reach a certain level of performance. Change the overhead, sales or prices to see which allows you to achieve your goal."
The final function is optimization, or asking "What is the best way of allocating resources?'' Resources are limited; spreadsheet analysis helps identify the possible allocation of resources, the combination of numbers where "revenue peaks and maximum profit is achieved."
Nazemi notes that "those who design spreadsheets base their work on mathematical models; if there's adequate labeling of columns and rows, the user should have an easy time looking at this."
When a spreadsheet isn't clear, make an appointment with its creator and ask for explanations. Nazemi says some training is required to make spreadsheets truly useful. If you don't have such training, learn from others. Continue asking questions until you find meaning.
Q: I'm frustrated by those who won't return phone calls. Suggestions for improving the call-back record of others?
A: Those who return calls in a timely fashion understand the value of time, respect others and are an asset to their organizations.
Slow-returners leave callers wondering if messages were lost or there's no interest. Slow-returners impede the flow of business for others.
To enhance the probability of a prompt return call, leave full messages. Make certain you give your name and number clearly. State the subject of the call, what action is being considered, and your deadline.
Subject-awareness focuses attention. Knowing courses of action reduces fear of the unknown. Deadlines can help. To be safe, offer fake deadlines. Procrastinators often neglect deadlines, so build in protective time.
When the call is returned in a timely manner, be sure to thank the individual for returning the call promptly. Positive reinforcement helps.
If an individual maintains a record of failing to call and your new approach doesn't help, fill that person's role with someone else. Can you get the information elsewhere? Can other companies supply your needs?
It's rare that one person is essential - find replacements. No one should be rewarded for slowing your work.
Q: I receive freebies which I give to my employees. These gifts cause occasional resentment. I'd rather eliminate gifts than suffer the resentment.
A: Unexpected perks can build loyalty; however, resentment will build if staff members perceive inequitable treatment. Problems arise when you and your staff understand different reasons for the gifts.
If your goal is to build loyalty, gifts should be distributed equally over a short period of time. Review your entire staff list; note exactly when each employee was given each gift. Assign a monetary value to the items. Your "gift audit" should cover the past 18 months.
If you see a difference in distribution patterns, your staff's resentment is likely a result of perceived unfairness. Offer the next several perks to those who have received the least. When you convey the gifts, state that you unintentionally let their perks slide and you intend to be vigilant about this in the future.
If your goal is to reward extra efforts, review your standards of excellence. Unless time is spent establishing and putting standards in writing, standards shift depending on our moods, stress levels and the likability of different employees. Devise a set of clearly defined reward-earning standards. Reveal the standards at the next staff meeting. In the future, provide rewards only for work that meets the standards.
In either case, review your distribution of perks every three months. Consistency and fairness will reduce resentment caused by confusion, exclusion or partiality.
by CNB