ISO 9001 certified FAMILY ?

I , " 1111 nt is the function responsible for establishing the 11"' of an operation, determining measurable objectives, I tllk jl1g the actions necessary to accomplish those objecAllhough management is usually thought of as having do with chartered corporations or organizations, it operates I where also.

Mllnaging a family, for instance, is probably the most diffi1111 of all jobs. It is clear that very few have been completely lIl'cessful at that task. The small number of people who actulilly achieve their hoped-for potential could be explained as a IlIlltter of random success, considering the billions of individIlllls who have lived in the past and the billions who are living now. Somebody has to succeed!

The family suffers from three primary obstacles when it comes to management. The first is that the members of the organization are brought aboard without benefit of personal evaluation, psychological testing, or any of the other techniques that formal organizations use to screen employees.
Thus, each member is an unknown quantity.

The second is that you are sort of stuck with the family group, If your three-year-old gives you a hard time, you can't fire her or toss her out in the snow. The neighbors will toss the child right back in. The hold that family managers have on their family personnel has an emotional and circumstantial base, and emotions and circumstances are changing all the time.

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THE UNDBttSTANJ)tNlI

Third, the family managersf and in filii III are not trained for the job. TheY have no )lie Ih, I ing performance except in termS of their own II ence. They are required to prPvide financllli III and educational activities, otten without h \VII chance to learn by experience or practice. Om III how to do the job, they are classified as oh t ,I I ~~rced to sit back, while not interfering, as th I h I meir turn at family managemept.

Families and business operwtionsbave a grcat e1e II mono Both are people-oriente>'i, and both havo e1lm measuring some important as.,ects of their pro'il management measures everytlling against the mOil' sonal standards. Thus, apprOved activity is alw,y fads behind. The children likt' one kind of music, III like another.

Measurement becomes a matter of defining th tIements" and expectations of human existence. What II members of each generation entitled to receive? Wh 'I they expect as their right frotll the family and what !Ill I expected to contribute? As families grow more umll through the years, the specIDCS change. Grandpa may h felt he was entitled to take the plow horse to school, 1111111 with two siblings. Granddau~ter may feel that each sixh I year-old deserves her own ~ar. Mother, who assumes h I right to household conveniences, may also feel that h should receive unceasing ado:ration from each member of th group.

All individuals have developed some idea of the things So ciety ought to provide for their physical and emotional wellbeing. A very few may have some idea of the things they s~ould accomplish to attain ihose goals, or what they should gIve to others.

Families have difficulty setting goals, measuring performance, and accomplishing tasks. Like all human beings, they are also faced with d@culties of communication, difficulties that are compounded py emotional involvement.

Quality management has always been looked at as a subjective operation, hard to depne and measure. That is because it has been relegated to the role of a results-oriented procedure rather than a planniJlg operation. Just as the folklore of family management state~ that if you don't spoil children, and are sure to raise them with loving discipline, they will turn out to be good, so the folklore of business management


l\II:1lity is too Important to e m but the execution of '" ionals mu~t g~l1de th~ pprop. ~~u~ity of the people who II ,lily is the oblI~ation an 0 l1age the operatIon. h objective evidence to 'Iowever, I just didn't h~ve ~~O~c\ievement was done'the onvince everyone. Every s ep before they would give us hard way. We had to kill a m~tewe worked our way up to a n rat-catching license. Even~a y'. s eight to ten years from dragon a week. Th!s metho ~~~I[:telY implemented quali~y the first conversatIon to. a ~sume that the program WIll program. It is never pOSSlbl~ to uires the identification and continu~ to prosper. Every ay:tq oU can't produce a dead destructlOn of neW men~~~~e ma~ be revoked. .

dragon each week, your I Id be given the gIft of Robert Burns wished that we COUMany of us echo that . I as others see us. . h nsee1l1g ourse ves h' I'ttle chance of It appe thought, probablY because t .ere ISf ~urselves is usually more ing. After all, our own verSIon 0

Extracted fromQUALITY is FREE by Philip B Cosby