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30 Cards in this Set
- Front
- Back
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What do planning and policies establish for supervisors? |
Planning - goals and provides the processes for almost all of a supervisor's actions Policies - Provide useful guidelines |
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What are primary responsibilities for top managers for setting an organization's direction? |
1. Corporate vision - organization 5-10years out 2. Corporate values - benefits and standards of the organization 3. mission statement - "Who are we and what do we do?" 4. supervisors must fit units into these master planning pieces
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What is the negative effect if supervisors do not accept the managerial responsibility of planning? |
They will waste time, materials, supplies, machinery, space, and human resources. |
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Supervisors are responsible for what range of time? |
Short-range ( Tactical) plans |
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Executives are responsible for what range of time? |
long-range (Strategic) plans |
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Policies are....? |
Broad guidelines, philosophies, or principles that management establishes in support of its organizational goals and that is must follow in seeking them. |
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How are policies generally set? and how are they put into action? |
By high-level managers and may or may not be in writing.
Supervisors need to translate them into action.
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Are supervisors allowed to change policy? |
No, but they should make their feelings known so they can influence change. |
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What are the seven steps of goal setting for a supervisor? |
1. Consider the goals of entire organization 2. assess departments strengths and weknesses 3. look for areas of improvement 4. consult with those who will help carry out the work and others who can help. 5. pick a relevant and reasonable set of goals. 6. arrange your department's goals in a hierarchy of objectives 7. Watch out for limitations. |
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What are a supervisor's goals? |
1. Provide targets for the near future 2. pin down departmental output, quality of workmanship, and allowable expenditures. 3. focus on departmental attendance, labor turnover, and safety 4. are most often stated in quantitative terms. |
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What are four ways for supervisors to make goals more compelling? |
1. Focus on results, not on activities 2. Focus on a few meaningful goals 3. Develop an effective statement of objectives that is "SMART: 4. Identify a superordinate goal that requires cooperation from others to achieve and that appeals to their hearts and minds. |
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What is "S.M.A.R.T."? |
1. Specific 2. Measurable 3. Attainable 4. Relevant 5. Time-oriented |
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What are some things that can go wrong with goal-setting? |
1. Framing a goal as a threat. 2. Discouraging risk-taking and creative efforts 3. Inadvertently stimulating competitive conflict between employees 4. Increasing the stress on employees to dangerous levels 5. Implicitly telling employees to downplay or ignore job domains for which goals have no been set. 6. Not requiring a plan of action for how a goal is to be achieved 7. Imposing too many goals, or preparing them in areas over which employees have little or no control |
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What should supervisors do to make goal-setting work? |
1. Ensure that people have adequate skills, knowledge, and resources to accomplish the goals set. 2. Instill strong employee commitment to the goal 3. Provide periodic feedback on their progress 4. Do everything possible to reduce or remove obstacles to sucess
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How do you establish a plan once a goal is set? |
1. Develop a master plan focusing on the main objective 2. Draw up supporting plans that show how each activity can contribute to the master plan 3. Put numbers and dates on everything possible 4. Pin down assignments 5. explain the plan to all concerned 6. Review plans regularly--be flexible enough to anticipate and allow for an alternative course of action |
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What is the flaw of traditional planning? |
It fails to draw on the knowledge and input of employees. |
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What is the difference between Management By Objectives(MBO) and the basic planning process? |
1. MBO explicitly invites employees to be involved in setting their objectives 2. Employees have more opportunity to decide how they will attain their goals. 3. MBO encourages frequent communication between supervisor and employee to assess progress 4. Employees have a stronger sense of ownership for their goals |
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What are the four classifications of plans? |
1. Long-Range: one to five years 2. Short-Range: one year or less 3. Standing plans: ongoing, with little change from year to year 4. Single-Use: used one and then demand revisions |
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What are contingency plans? |
Special purpose plans that anticipate crises and specify the probable response |
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What is the six-point planning chart? |
1. What 2. Why 3. Where 4. When 5. How 6. Who |
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What is the most important bases organizations compete? |
Cost Control |
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What are the most important cost targets? |
1. Product or service costs 2. process, or operations, costs 3. Direct and indirect people costs 4. Equipment costs 5. Material costs 6. Utilities costs 7. Communication costs 8. Information costs |
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What are the different ratings of cost-targets? |
1. Most obvious 2. Easiest 3. Crucial 4. Fastest payback |
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What do "Belt-tightening programs focus on? |
1. stop spending 2. Find an alternative 3. Postpone what can be postponed |
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What are three good sources of cost-cutting ideas? |
1. You 2. Your employees 3. Staff departments |
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What does continuous improvement avoid and what does it encourage? |
It avoids crisis orientation and it encourages employees to search for a better way to do things. |
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How do cost improvement techniques accentuate positives way to improve cost? |
1. Reduce waste 2. Save time 3. Increase output 4. Spend wisely 5. Use space more intelligently 6.watch your inventories
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Why are some money-saving ideas turned down? |
1. Idea doesn't pay off quickly enough 2. Ideas are often in competition with one another for the investment of resources |
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Why does employees often feel cost cutting affects their security? |
1. They think most money is wasted through poor planning and misjudgment by all managers 2. They need to be communicated with and show that cost cutting help them |
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What are the best ways to reduce resistance and build support for cost improvement? |
1. Talk to employees about cost reduction in terms of their interests 2. Bring the cost picture down to earth 3. Set specific goals 4. Invite participation 5. Explain why and how changes will be made 6. Train for cost improvement 7. Report cost progress |
