The San Francisco Examiner from San Francisco, California • 30

SAN FRANCISCO EXAMINER B-2 Fmlay. Sptiiri 2). 1988 BUSINESS FILE iflMMiMttiirdiHa M-2 RISES 1, In (I SATURDAY "Focus '88: Staying Competitive" is presented by the Asian American Manufacturers Association, 9 a.m. to 1 p.m. at the Doubletree Hotel, Santa Clara.

Cost at the door is $42 for members, $48 for nonmembers. Call 321-2262. Autodesk Inc. sponsors "CAD Camp," through Tuesday Sept. 27 at Marin Civic Center, San Rafael.

For details call 331-0356. A "World of Franchising" exposition is sponsored by the International Franchise Association, Saturday and Sunday, noon to 6 p.m. at the Civic Auditorium, San Francisco. A seminar on "Expanding Your Business Through Franchising" takes place Monday, 8 ems The two broadest measures of the nation's money supply rose in the week ended Sept. 12, the Federal Reserve Board said The Fed said the measure known as M2 rose to a seasonally adjusted $3,037.1 billion in the week ended Sept.

12 from $3,035.7 billion the previous week. A broader measure, M3, increased to $3,853.4 billion from $3,849.5 billion. The narrowest measure of the money supply, Ml, fell to a seasonally adjusted $782.1 billion from' a revised $783.1 billion. For the latest 13 weeks. 1 averaged $781.6 billion, a fi.l percent seasonally adjusted annual rate of gain from the previous 13 Associated Prm izational changes in the computer company's corporate and communications operations.

James C. Dennis, 41, formerly manager of marketing communications for the business systems sector, becomes manager of the corporate marketing communications department. The marketing communications departments in business systems and technical systems will be combined, under co-direction of the sectors' respective marketing managers, William J. Murphy and Richard C. Watts.

Product advertising for business systems and technical systems will be directed by Dianne B. Armer, 39, formerly corporate advertising manager. Lee P. Bonds, 39, previously marketing-communications manager for technical systems, will be responsible for computer-systems marketing-communications. FMC Chicago, has named Robert N.

Burt executive vice president Burt, 51, had been vice president and general manager of the defense systems group, based in Santa Clara. FMC makes machinery and chemicals for industry, government and agriculture. Ampex Redwood City, has named Ronald J. Ritchie vice president and division manager of recording systems. Ritchie, 48, for merly was a senior manager with Texas Instruments.

Little Daisy had about $14 million in annual sales at 13 stores in the Bay Area and two in Seattle at its height in the late 1970s. Bradshaw said he and his part ners kept narrowing the focus, but in the end fell victim to fierce and intensifying competition. The last six stores were closed in July and the company liquidated in a Chap ter 7 bankruptcy filed this month. The highly specialized, down town Daisy 9-5 stores are selling about $2 million on an annualized basis, and a new store is opening in San Jose. The company needs a $4 million investment to go national, and J.C.

Penney Co. Inc. is interested, Bradshaw said. ARRIVALS Vessel From Berth Anatol lunacharakiy Vine, BC Sacto. Da Moato Portlind Oak 35 ftHtky Mask SF35 Fiona SanDtaoo SFA9 Formosa Vane, Wa.

SF80 GraanRidgs Tacoma Oak 1 Naw Jada Incheon Sacto. Packing LongBsach Oak 83 DEPARTURES Vessel To Berth Columbgs Victoria LosAngalaa SF96 Formosa lot Angelas SF80 Laust Maersk Long Beach Oak24 President Truman Tokyo SFA't Regma Maersk Tokyo Oak 24 Seiko Splendour Tokyo Sacto. VS Argosy Tokyo Oak23 Forecast for '92: SEC reports will be all-electronic UNITED PRESS INTERNATIONAL NEW YORK A Securities and Exchange Commission official predicts nearly all companies will be required to file SEC documents electronically by the end of 1992. The SEC regulates the activities of public companies and annually receives thousands of required paper documents, such as Schedule 13-D forms, which are used to notify the commission about a pur Viarr Sunderland Safeway Stores Inc. of Oakland has promoted career executive Harry D.

Sunderland to vice chairman and brought in Michael M. Pharr from Mervyn's in Hayward to replace him as chief financial officer and executive vice president. Sunderland, 53, is a 26-year Safeway veteran who became CFO in 1979. Chief executive Peter Ma-gowan gave Sunderland credit for the reduction of Safeway's debt from $5.7 billion, when Kohlberg Kravis Roberts Co. bought it out at the end of 1986, to an expected $3 billion by the end of 1988.

Pharr, 47, has worked for Dayton Hudson Corp. 16 years, the last three as vice chairman of its Mervyn's subsidiary. He also becomes Safeway's chief administrative officer. Hewlett-Packard Palo Alto, has announced a series of organ Pleasant Hill clothing chain plans new format EXAMINER STAFF REPORT The owners of the Little Daisy women's clothing stores have liquidated the 33-year-old chain based in Pleasant Hill. They are devoting their attention to a new chain, Daisy 9-5, devoted to clothes for working women, said President Brad Bradshaw.

They hope to expand it from a current three stores, in San Francisco and Oakland, to 106 stores nationally in five years. The old Presenting the Macintosh Business Office. WIREHEAD. Our Apple certified technician will deliver and install your Office. For nothing.

But he must be returned to ComputerLand. a.m. to 5 p.m. For further information call 1-800-445-1653. 'The Psychology of Success" is presented by Brian Tracy Learning Systems, 9 a.m.

to 4 p.m. at the Concord Hilton. Cost is $98. Call 254-8496. Silicon Valley Entrepreneurs Club holds its monthly meeting, 8:15 a.m.

to 4 p.m. at Doubletree Inn, Santa Clara. The keynote address is on "Getting Funded by Venture Capitalists: Some Things You Should Know," and the panel will discuss "If Not Venture Capital, What? Alternatives to Equity Financing." Cost is $45 for members, $60 for nonmembers. Call (408) 562-6040. SUNDAY Montgomery Securities holds its 18th Annual Investment Conference, through Thursday at the Mark Hopkins Hotel.

For details call 627-2882. MONDAY "Overturning Ditch Thinking: Strengthening Management Decision Making in a Time of Risk, Uncertainty, Change" is presented by Forty Plus of Northern California, 10 a.m. at Oakland International Airport, 7440 Lockheed Oakland. No charge. Call 430-2400.

Golden Gate University offers a seminar on "Creating a Dynamic Marketing Plan," 9 a.m. to 4 p.m. at 536 Mission St. Call 442-7248. chase of 5 percent or more of a company's stock.

Four years ago, the commission began a pilot program to test its Electronic Data Gathering Analysis and Retrieval system, know by its acronym, Edgar. About 1,400 companies are participating in the pilot project They use a computer to fill out SEC-re-quired forms and send them to the agency through magnetic tapes, diskettes and telephone line transmissions. "It's clearly the way of the future," said Roy Van Brunt an SEC accountant. Investors and the media will be able to access Edgar's information through personal computers, Van Brunt said. THE NEW APPLEFAX" MODEM.

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Sourer Fed.nl Rmrvt Boird EXAMINER GRAPHICS THURSDAY DIVIDENDS DECLARED ttf mil foal' manor tMt IMteUUR IrrtMHMAOa. I I4 IM t-n .04 t-n MK miic-m CtMftMl llrtrMf IM FiiMichCwiM tmtiwiOmniSrk SMnttlSvkKM' CwAtralK STOCK INCREASED 8 W5IM IM Ftir-rtiKMidi FtMrlMFKISm FwHincptm 0 IS IMI 4 IW H-il iWltUlliRHIIf OmrvFlwlmKr Si 2S MOO UOKHO i mm LIOUIDATINfi INTERIM STnCAD INITIAL VilltvCiprtata WIIKUftlDMll IM IM HMI EXCELLENCE Novel searches for even greater exceflence TIME FOR your annual evaluation. The boss (long-time chairman of a Fortune 500 concern) asks you, a vice president, to prepare for the meeting by answering several questions. Samples: "What should grace enable us to be?" "What are three signals of impending entropy you see at our company?" and "What do we weep over? What should we weep over?" Huh? Suppose I told you that the same boss preaches heresies like these: "Leaders don't inflict pain; they bear pain," and "leadership is a concept of owing certain things to the institution." Max DePree, chairman of furniture maker Herman Miller (1987 revenue: $574 million), is the author of these strange-sounding statements, which are included in his book, "Leadership Is An Art," from the Michigan State University Press. If you're fed up or bored silly with the egocentric blather that passes as best-selling CEO autobiographiesmanagement primers e.g., Iacocca, Trump De-Pree's book is just the antidote.

Most executives, and managers at all levels for that matter, give lip service to the idea that "people are our most important assets." For example, how many times have you read such a statement on page one of the annual report (and then never again seen a reference to people, in the ensuing 60 pages of charts, tables, numbers and accounting footnotes)? People come first From the start, DePree reveals his compulsion with putting people first. He doesn't, like most others, tiptoe around some of business' most verboten words spirit, trust, love, grace, warmth and intimacy. Respect for diversity is where it begins: "It is fundamental that leaders endorse a concept of persons. This begins with an understanding of people's gifts and talents and skills. Recognizing diversity helps us to understand the need we have for opportunity, equity and identity in the workplace." The company must, he adds, "be hospitable to the unusual person and to unusual ideas." With a "concept of persons" that emphasizes diversity as the driving force, DePree ups the ante, contending that achievement of everyone's maximum potential is essential to effective leadership.

We should think of workers as "volunteers," who should ask ceaselessly (and demand of their leaders), "Is this a place where people will let me do my best?" Leaders, in such a context, are servants. (He speaks admiringly of a book that I recommend as well, "Servant Leadership," by Robert Greenleaf, a former execu- 3040 ouuu -t Rck up a new office for your desk. Vvlrehead included RESULA AmMutualFa AllKMIf tiknFditrtu Itvlmtllnc BOHMuil tttlMElIM ftninirMSvfiSk CNAlKtnwSrirt CamnMli Sw CimuuPvtLI Ctflltrrf Bnu OfftrllPtMl CwritrCrt EiilftmwFrtt EitrmrCtri Hum Natl Krvttm In Lilvhl Enlff line THKomm rVUtMillinIK MMIronK Inc Parkway Cl Putnam HIkG PulnainUSGV6M BilaiibULI RKKnlirCAE, SoKSIrmtlill tnllntllalF kV0 I i.ii 15-1 fi-l I US Ml I I.I W-IS 10-1 MI HOO 10.11 10-H 10- 11- Jl 10-11 0-1 o-r 0 3 i 9 a '4 I .10 MO '-i i lfS IM II )) 10-10 10-14 10-il n.i 10-11 IW( IM 10- JS 10-li a 9 4 2 tive.) They "owe the organization hew reference point for what cap ing, purposeful, committed people can be. Notice I did it. say what people can do what we can do is merely a consequence i' what we can be." He reinforces the point later on: "Life is more than just reaching our goals.

As individuals and as a group we need to reach our potential. Nothing else is rood enough." Encouraging excellence Indeed, as those words believes that the best instk tution encourages and continu ally pushes everyone to excel. And a tough-minded concept, performance, is essential: "Without the promise of accountability, there are no true opportunities and risks." And, "without true opportunity and risk there is no chance to seize accountability." Accountability holds tor leaders, too, though DePree's definition is, as usual, hardly convent ional: the heart of being accountable is the matter of caring." DePree ac- knowledges, with some irritation; the novelty of this idea: "In many areas of business, 'to care' is an in-' novation." He strikes a similar theme on several other occasions: "Traditional managers' skills at quantification are admirable. But I sometimes wonder how often they-focus on the spirit?" and "Management practice without belief is a forlorn existence. Managers who' only understand methodologies' and quantification are modern-day eunuchs." Herman Miller's sustained per-; formance demonstrates that the payoff from these strange-sound- ing ideas comes in dollars and cents.

(The Zeeland, firm recently ranked as seventh among the Fortune 500 in 10-year return to investors, and has been one of Fortune's 10 "most admired" companies in America.) Leadership rewarded But for the leader, DePree de-; clares, the rewards are much greats er. Though "bearing pain," "owing" and "indebtedness" are part of the leader's role, the lasting reward of being a leader, of any group, is "having the opportunity to make a meaningful difference in the lives of those who permit leaders to -lead." DePree's book is stunning. He begs the reader to chew on it a little bit at a time. I have done just waiting for five months to write i this column. Herman Miller excels in a viciously competitive environment, with numerous foreign play-J ers and domestic stellar firms such as next-door neighbor Steelcase.

These ideas, which started with DePree's father, have stood' the test of time. Yes, it may sound strange, this I continuous harping on serving, trusting, abandoning ourselves to the "skills of others, therefore he-1 coming vulnerable, the same risks as one has when falling in love." But I'd urge you to go back and read my opening paragraph. Maybe these odd questions are just the sort that you, as leader of a 2- or band, should be asking of your subordinates and, more importantly, of yourself. f. I mf'mmmm mum i iiiiiim vmuhft i i You could even win an office.

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