Ken Lay

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  • inmytree
    inmytree Posts: 4,741
    farfromglorified wrote:
    The difference is that I could do the burger king manager's job tomorrow. The burger king manager would have no idea how to do mine.

    give him or her a week, I bet they would just fine....
  • farfromglorified
    farfromglorified Posts: 5,700
    inmytree wrote:
    give him or her a week, I bet they would just fine....

    I'll take that bet. Find me the next burger shack manager you see and send him or her on over. I'll bet you $10,000 that he or she can't answer even the most basic questions or understand the most basic concepts after 5 days.
  • inmytree
    inmytree Posts: 4,741
    farfromglorified wrote:
    I'll take that bet. Find me the next burger shack manager you see and send him or her on over. I'll bet you $10,000 that he or she can't answer even the most basic questions or understand the most basic concepts after 5 days.

    wow, you took "bet" for it's literal meaning...intriguing to say the least...my use of the term was figurative based on the fact gambling is illegal in the state of North Carolina...however, since you are a CEO, laws don't apply to you...

    anyhoo...could you define the terms...such as "basic questions", would the include:
    "what time is lunch?"
    "who makes copies for you?"
    "where's the coffee?"

    and by "basic concepts", would that include:
    "keep date private?"
    "keep costs down?"
    "what time do I nap?"
  • farfromglorified
    farfromglorified Posts: 5,700
    inmytree wrote:
    wow, you took "bet" for it's literal meaning...intriguing to say the least...my use of the term was figurative based on the fact gambling is illegal in the state of North Carolina...however, since you are a CEO, laws don't apply to you...

    :rolleyes:
    anyhoo...could you define the terms...such as "basic questions", would the include:
    "what time is lunch?"
    "who makes copies for you?"
    "where's the coffee?"

    and by "basic concepts", would that include:
    "keep date private?"
    "keep costs down?"
    "what time do I nap?"

    Basic questions would be the questions I'm asked on a daily basis. None of the above apply since everyone who works for me already knows when lunch is (whenever they want to eat), who makes copies for you (yourself), where's the coffee (in the breakroom).

    The questions I'm asked often would include:

    - When will the loads and the concomitant response times on our web and database servers justify expansion?
    - What questions on this survey are redundant or unnecessary considering the goals of gathering the information?
    - How can we best analyze subjective textual responses in an objective fashion?
    - Which of the 4 requesting departments should be allowed a new hire when there are only funds available for 2?
    - Two projects are over budget and one needs to be cut. Project A has is 15% over budget and has roughly a 75% shot at meeting an updated budget of 50% over the initial projection. Its projected 5 year return on a total investment of $150,000 is 200%. Project B is is 50% over budget and has roughly a 30% shot at meeting an updated budget of 75% over the initial budget. Its projected 5 year return on a total investment of $350,000 is 350% over the initial budget. Which should be cut?
    - One of our clients has asked for a fully integrated performance and talent review suite. The cost of implementation will be $250,000 but the highest price we could reasonably charge is $75,000. Should we develop this application?
    - Two of my direct reports who were sleeping together have since broken up and are now spreading nasty rumors about each other and actively avoid each other though their jobs require them to communicate often. I can't afford to lose either one, but I need them to work together. I've talked to both numerous times, but the behavior isn't changing. What can I do? (this one happened about 20 minutes ago!)

    The basic concepts would include:

    - Management
    - Capacity planning
    - System design and analysis
    - Pyschometrics
  • inmytree
    inmytree Posts: 4,741
    farfromglorified wrote:
    :rolleyes:



    Basic questions would be the questions I'm asked on a daily basis. None of the above apply since everyone who works for me already knows when lunch is (whenever they want to eat), who makes copies for you (yourself), where's the coffee (in the breakroom).

    The questions I'm asked often would include:

    farfromglorified wrote:
    - When will the loads and the concomitant response times on our web and database servers justify expansion?

    easy, when they effect response times and profits...however, the expansion must justfy the costs...I would recommend looking into Linux

    farfromglorified wrote:
    - What questions on this survey are redundant or unnecessary considering the goals of gathering the information?


    I know these surveys have control questions...for example, question 3 may be: Do you enjoy your job? Yes or No, then question 13 will be: Do you dislike your job? Yes or No...thus asking the same thing only differently...

    However the answer depends on the survey...and what the information the client wants to extract...
    farfromglorified wrote:
    - How can we best analyze subjective textual responses in an objective fashion?

    I would have to gather some more data, but I would ask the following:

    * What patterns and common themes emerge in responses dealing with specific items? How do these patterns (or lack thereof) help to illuminate the broader study question(s)?
    * Are there any deviations from these patterns? If yes, are there any factors that might explain these atypical responses?
    * What interesting stories emerge from the responses? How can these stories help to illuminate the broader study question(s)?
    * Do any of these patterns or findings suggest that additional data may need to be collected? Do any of the study questions need to be revised?
    * Do the patterns that emerge corroborate the findings of any corresponding qualitative analyses that have been conducted? If not, what might explain these discrepancies?

    only then could I formulate an answer...

    farfromglorified wrote:
    - Which of the 4 requesting departments should be allowed a new hire when there are only funds available for 2?

    It depends on current need, while everyone want help in doing their job, only those departments who really need a new hire would be considered...I would look at the costs involved, as well as the other varibles, prior to making a final decision...
    farfromglorified wrote:
    - Two projects are over budget and one needs to be cut. Project A has is 15% over budget and has roughly a 75% shot at meeting an updated budget of 50% over the initial projection. Its projected 5 year return on a total investment of $150,000 is 200%. Project B is is 50% over budget and has roughly a 30% shot at meeting an updated budget of 75% over the initial budget. Its projected 5 year return on a total investment of $350,000 is 350% over the initial budget. Which should be cut?


    easy...look to cut costs elsewhere..both have potential...can you look to cut waste prior to cutting programs...? or go will project (A), while would be a safer option, then when that pays off, reinvest the profits into project (B)...
    farfromglorified wrote:
    - One of our clients has asked for a fully integrated performance and talent review suite. The cost of implementation will be $250,000 but the highest price we could reasonably charge is $75,000. Should we develop this application?

    It depends. Can you crossmarket this program, will other companies be interested in something like this...if not, rework a deal with the client or move on...

    farfromglorified wrote:
    - Two of my direct reports who were sleeping together have since broken up and are now spreading nasty rumors about each other and actively avoid each other though their jobs require them to communicate often. I can't afford to lose either one, but I need them to work together. I've talked to both numerous times, but the behavior isn't changing. What can I do? (this one happened about 20 minutes ago!)

    did you see the Office last night, Conflict Resolution...Win, Win, Win...or re-think your stance on "not being able to afford to lose either"...is the current situation effecting profits and business...? if so, you must take action...if not, continue to assess and address...or pull them both in and address their actions on the job only...don't even mention the relationship outside the office...and start knocking heads together...
    farfromglorified wrote:
    The basic concepts would include:

    - Management
    - Capacity planning
    - System design and analysis
    - Pyschometrics

    I'm a big fan of Pyschomentrics...crunching subjective data and creating tests that hopefully have some validity is a challange...
  • farfromglorified
    farfromglorified Posts: 5,700
    inmytree wrote:
    easy, when they effect response times and profits...however, the expansion must justfy the costs...I would recommend looking into Linux

    :rolleyes:

    First we already use Linux...no Windows here (at least on the server side).

    Secondly, "when they effect response times and profits" is a ridiculously empty answer. Just because response times fluctuate, it doesn't mean profits change. Furthermore, even if profits do decrease, that decrease may not justify the expense of expansion. Furthermore, the response times fluctuation may not be a permanent issue, or may not even be hardware related.
    I know these surveys have control questions...for example, question 3 may be: Do you enjoy your job? Yes or No, then question 13 will be: Do you dislike your job? Yes or No...thus asking the same thing only differently...

    It's never that easy. How about these for redundant questions:

    FIND THE TWO REDUNDANT QUESTIONS:

    "My manager provides insightful feedback about my performance"

    "The review process enables my manager to provide valuable information about my skills"

    "I feel adequately informed about my manager's perceptions regarding my accomplishments and areas for development"
    However the answer depends on the survey...and what the information the client wants to extract...

    That is quite true.
    I would have to gather some more data, but I would ask the following:

    * What patterns and common themes emerge in responses dealing with specific items? How do these patterns (or lack thereof) help to illuminate the broader study question(s)?

    You just repeated the client's question. He wants to know how, not what.
    * Are there any deviations from these patterns? If yes, are there any factors that might explain these atypical responses?

    Again, that's what the client seeks to find. He wants your burger king manager tell him how to find those deviations objectively.
    * What interesting stories emerge from the responses? How can these stories help to illuminate the broader study question(s)?

    You just repeated the client's question. He wants to know how, not what.
    * Do any of these patterns or findings suggest that additional data may need to be collected? Do any of the study questions need to be revised?

    Again, that's a concern of the client. He wants to know how do uncover those "suggestions".
    * Do the patterns that emerge corroborate the findings of any corresponding qualitative analyses that have been conducted? If not, what might explain these discrepancies?

    Again, how do you find those "patterns" and "corrobrations".
    only then could I formulate an answer...

    But the answer to the question I posed is how you arrive at those questions.
    It depends on current need, while everyone want help in doing their job, only those departments who really need a new hire would be considered...I would look at the costs involved, as well as the other varibles, prior to making a final decision...

    All 4 departments need a new person. Otherwise, they wouldn't be requesting one. It would certainly be wise to "look at the costs involved". I would also hope your "other variables" would include the revenues to be derived.
    easy...look to cut costs elsewhere..both have potential...can you look to cut waste prior to cutting programs...? or go will project (A), while would be a safer option, then when that pays off, reinvest the profits into project (B)...

    That's a good answer, except you do the reverse (go with B and reinvest in A).
    It depends. Can you crossmarket this program, will other companies be interested in something like this...if not, rework a deal with the client or move on...

    That's correct.
    did you see the Office last night, Conflict Resolution...Win, Win, Win...or re-think your stance on "not being able to afford to lose either"...is the current situation effecting profits and business...? if so, you must take action...if not, continue to assess and address...or pull them both in and address their actions on the job only...don't even mention the relationship outside the office...and start knocking heads together...

    Actually you do the reverse -- get everything out on the table. I just met with both together and we didn't mention "profits" or "business".
    I'm a big fan of Pyschomentrics...crunching subjective data and creating tests that hopefully have some validity is a challange...

    It's tough work. Not something the average burger king manager excels at.


    All things considered, good answers.
  • inmytree
    inmytree Posts: 4,741
    farfromglorified wrote:


    All things considered, good answers.

    aw, shucks, thanks....:o
  • likepilateihaveadog
    likepilateihaveadog Posts: 1,083
    He's getting "creamated."

    OK, this is all a scam now for sure.
    Teamwork. Rawk. Pwnage. Infinite Possibilities. YIELD. Hells yeah.

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