{ eae eTitle |Module code EMPMO3_ {Module Type | Bw * (al, seat, Goals and Objectives of the organization Organization — A social unit of people that is structured and managed to meet a need oF to pursue collective goals. An organization is a group of people who work together like a neighbourhood association, a charity, a union, or a corporation, ‘8 ision — & vision is a dream. A vision helps the organization to answer the question of “what do we want to be". For an organization itis about “what does the company want to be”. Eg BMW-"The ultimate driving machine” Vision Opticians - “Your vision is my vision” Le erent ‘Mission statement - A clear vision gives way to develop a good mission statement. A mission | statement is the starting point ofa strategic planning. | Goal ~ Goa setting theory refers tothe forts of setting goals on subsequent performance. When people are given specific goals, they are motivated and they achieve higher performance. The Goals should not be very easy or very hard. Tiss cyclical planning approach based on mutual agreement in which the manager and employees jointly agree on progress towards goals. es Include employee in gs Tie goals to work unit, Align reward systems with, Set specific oals Ask supervisors tosset their goals Organizing feed back and coaching Hold performance meetings aes Organizational goals inform employees where the organizationé is going and how it plans to get there. When employses need to make difficult decisions, they can refer to the organizations goals for guidance. Goals promote planning to determine how goals in order to satisfy @ need; thus, goals can be motivational and increase performance. eae othe eodmating che pees of oregtet poosle. 0% Grape So thar whey pos _aagedien: prgees ob “uwani Gunasekara wowing bell the rex “pe Dwell jR a phe | BscMgtsp the act o¢ : | oe cctviky wioris ctegerer Th pwd Oz Hoy | Scanned with CamScannerExamples of Goals ‘want to be a better fo ot bal player. | want to learn more about Chinese history. I want to maximize IY Professional perfor mance, What is an Objective? Definition ~ 9 | ecific result thot that a person or i eve within atime frame and e frame and | with. available. resources, . mmnnweseocwitns : Beneral, objectives are more speci that undertine aj Planning and strat Sretating performance. Objectives plans, Some examples Of SMART objectives ° To make the brand Hu ch 5 the Not choice amongst the teen oge target audience within the next 12months, To be the No 2brandin mobile service provider market within next 3years. To increase the top ofthe mind recall of brand X by 20% within the next 12months Specific - Consider who, ‘what, when, where, Measurable — why and how in depending the goal. Include a numeric or descriptive measurement Achievable Consider the resources needed and seta realistic goal $elevant ~ Make sure the goals consistent with the mission, Time bound — Set a realistic deadtine | Why Goals and objectives are important? \ According to Barney and Griffin organizational goals serve four basic functions. They provide guidance and direction Facilitate planning Motivate and inspire employees | Help organizations evaluate and control performance Summary: 1. Goals and objectives are both tools for accomplishing what you want to a | 2. Goals are long term and objectives are usually accomplished in the shorter metiunterm, | 3. Goals are nebulows and you can’t defintely say you have accomplished one s of an objective can easily be measured. svenatamne wre 4 Goals are had to quantify or put ina timeline, but objectives should be given | effective Ruwani Gunasel Bsc.Met.sp Scanned with CamScannere Planning Priorities Four Functions of Management The management process consists of four base functions, namely planning, organizing, leading and controlling. These functions are the managers tools to achieve the organizational goals and objectives Planning - Planning is the process of deciding in detail how to do something before you actually start to do it, sement Planning is the process of assessing an organization's goals and creating & Ma . detailed plan of action for meeting those goals. Management Plan takes into realist __eonsideration short and long term corporate strategies. The basic steps in the management planning process involve creating a road map that outlines each task the company must accomplish to meet its overall objects. Establish Goals). Identify Resources © Establish Goal - related tasks © Prioritize Goals and Tasks © Create Assignments and Timelines Establish Evaluating Methods= Identify Alternative Courses of Action ablish Goals The frst step of thetanagoiwentp process sto identify specific company goals. This portion «of the planning process should include a detailed overview of each goal, including the reason for its selection and the anticipated outcomes of goal related projects. Where possible, objectives should be described in quantitative or qualitative terms. Ex ~ Goal is to raise profit by 25% over a 12month period. entity Resourees (5 td.) Fach goal should have financial and human resources projections associated with its completion ~ £x-A management plan may identify how many sales persons it will require and how much it 1g sales by 25%. will cost to meet the goal of inc Establish Goal - related tasks Each goal should have tasks or projects associated with its achievement. For example, if goal is to raise profit by 25%, a Manager will need to outline the tasks required t6 meet that objective. Example of the tasks might include increasing the sales staff ‘or developing advanced sales training techniques. Prioritize Goals and Tasks is about ordering objectives in terms of their importance. The tasks deemed most important will theoretically be approached and completed first. The prioritizing process may also reflect steps necessary in completing a task or achieving a goal. Scanned with CamScannerFor example if a goal is to increase sales by 25% and an associated task is to increase sales staff, the company will need to complete the steps toward achieving that objective in __ chronological order. Create Assignments and Timelines As the company prioritize projects, it must establish timelines for completing associated tasks and assign individuals to complete them. This portion of the management planning process should consider the abilities of staff members and the time necessary to realistically complete assignments. For example the sales manager in this scenario may be given monthly earning quotas to stay on track for the goal of increasing sales by 25%. Establish Evaluating Methods Ama should include a strategy for evaluating the progress toward goal completion established time period. One way to do this through requesting a monthly progress report from department heads. Adentify Alternative Courses of Action Even the best-laid plans can sometimes be thrown off track by unanticipated events. A management plan should inelude a contingency plan if certain aspects of the master plan prove to be unattainable. Alternative courses of action ean be incorporated into each segment Of the planning process, or forthe plan in its entirety Once you know your goals and priorities, you can establish a clear path to reaching them.» Planning to meet your goals involves writing the steps that you ean take to accomplish each goal. For some goals, this is not enough steps. If your steps are too broad, you will have to redefine them more specifically later anyway, so Uoing it right the first time eliminates extra steps later on, Planning involves: + Evaluating the situation + Developing incident objectives © Selecting a strateg Deciding which resources should be used to achieve the objectives in the safest, most and cost ~ effective manner. ellicis Why do we need to have a plan ?/ Importance of Planning Planning is preparing a sequence of action steps to achieve some specifi goal. If you d effectively. you can reduce much the necessary time and effort of achieving the goal. A + plan is like @ map. Planning is also crucial for meeting your needs during each action step with your time, money, or other resources. Planning is needed at every level of management. In the absence of planning all the business activities of the organization will become’ meaningless. The progress of the organization is the reason that planning is important for the ‘management. Thus, because planning helps you, decide short term and long term goals, it helps you make decisions faster. Flexibility - The importance of planning increase in an organization where stability has not been observed Scanned with CamScannerPriority y means that something that i: Priori very important and must be dealt with before other things. Priority is defined as that something or someone is more urgent or important than, other thin; Establishing Priorities Is at the same time, it is necessary to When you are secking to accomplish multiple goa prioritize and determine which goals are the most important and why. Doing so helps you to st and talking the steps to maintain a clear focus on reaching the most important goals fi priorities also helps you to avoid becoming overwhelmed if you ensure that you do setting have multiple goals you are trying to reach. While your original construction project plan may have been reasonable based on the expected resources and client demands, you often have to change the priorities as the project progresses. You can use different methods to decide which tasks are the most important, but the key is to choose a structured approach and stick with it. Selecting features according to cost When a construction project has a fixed budget and financial constraints are tight, you may have to prioritize features according to criteria such as costs. Examine the alternative courses of action and attach expected cost to each one. Chose the option that falls within budget but | the most value. Prioritize those tasks that are critical for your chosen course of still delivers action and carry them out, while keeping a close eye on the budget. Prioritizing customer Needs Scanned with CamScanner| eee Eee were Fone Functions af Nan fous basic funetions, camel fine’ management process cone ircdling. These function: in detail how to do something before yOW Planning ~ Planning isthe process of deciding actually start to do it. Planning is «system of decisions. It involves a process of making decisions wc es define what isto be achieved in the future and the formulation of action: plans achievement of goals. Planning is future oriented and determines art organization ’s direction. Management Planning is the provess of aséessing ah organization's goals and creating @ realise, detailed plan of action for meeting those goals. Management Plan takes into versideration short and long fem corporte‘stategies, The basic steps in the management | planing process involve creating a road map that outlines each task the comPany must \ accomplish to meet its overall objets» Me The six P's of Panning oi) ys Purpose, Philesoptf, Premise, Policies, Plans and Priorities “somunerige penne raadter "och ly Planning is essential in modem business Planning is related to performance. Planning puts a fous on objectives. Planning anticipates problems and helps in the smooth flow of operations. Planning is necessary to facilitate control. Establish advanced warning of possible deviations from the expected performance. Planning helps in the process of decision-making. Chara of Good Plan © A good plan is based upon clear, well-defined and easily understood objectives. ‘A good plan must be simple and comprehensive. Plan should be well-balanced, but flexible, Every plan should be time-bound. The plans should involve participation by subordinates, Focussing on the overall objective as a unit. NOV eepe Planning Process | Establish Goals} Identify Resources < Establish Goal - related tasks <> Prioritize Goals | and Tasks © Create Assignments and Timelines “Establish Evaluati i | Sf Methods™, | Alternative Courses of Action mnie 1, Establish Goa} | (cant fe i i | Tee step ofthe vranagentet process isto identify specific company goals, This portion fe te aA ‘Process should include a detailed overview of each goal, including the reason selection and the = outcomes of goal related projects, Where possible, objectives should be described in| (quantitative or qualitative terms. eect aa ee eee ‘Scanned with CamScanner} | i Ex Goal sto raise profit by 25% over a !2month period. 2. Ident y Resources “v) (st Each goa! should have financial and human resources projections associated with completion = Plan may identify how many sales persons it will require and how much; Wil cost to meet the gol of increasing sales by 25%, 3. Establish Goat - related tasks Fach got! should have tasks or projects associated with ts achievement. | For example, if goal is to rise profit by 25%, required to meet that objective. Example of the task ot developing advanced sales traning techni ‘maint 4 Prioritize Goals and Tasks jensen { costs, Lie! ; Prioritize (Goals and Tasks is about ordering objectives in terms of their importance. nae" | tasks deemed most important will theoretically be approached and completed first. The While | Prlontizing process may also reflect steps necessary in Completing a task or achieving a goal. >xpec’ 5 sales "8 Tease sales by 25% and an associated task is to increase Sales), ye 10 complete the steps toward achieving that objective in’ For example if goal is to ine staff, the company will need chronological order, eee sapetouk i | 5. Create Assignments and Timelines aus er ® ere shh i As the company prioritize projects, it must establist timelines for completing associated tas and assign individuals to complete them. This portion of the management planning proces, should consider the abilities of staff members and the time necessary to realistically comp assignments. For example the stles manager in this scenario may be given monthly earnin quotas to stay ontrack forthe goal of increasing sales by 25%. 6. Establish Evaluating Methods a ative or edible nelly A management planning process should include a strategy for evaluating the progress to goal completion throughout an established time period, One way to do this throyor ex: requesting a monthly progress report from department heads, geckos Even the bestlaid plans can sometimes be thrown off track by undnticipated evens management plan should include a contiflgency plan if certain aspects of the master glannin prove to be unattainable. Alternative courses of action can be incorporated into each f the planning process, or for the plan in its entirety. 7. Identify Alternative Courses of Action net Onee you know your goals and priorities, you can establish a clear path to reaching th the Planning to meet your goals involves writing the steps that you can take to accomplish deanin, foal. For some goals, this is not enough steps. If your steps are too broad, you willy Be redefine them more specifically later anyway, git right the first tine eliminates teps later on, etroda te either af Unexpeded eveeumd SE toon ae Scanned with CamScanner‘vigvitizing: {is very important and must be dealt with before other something, tha : f yeans thal SOMES ething oF someone is more urgent or important than i : oid ty i eesine’ 88 that som it ae a ae hg gee ine pean appropri sillocaton of resources. Goal ponies would es wil ermine Omar. goo of higher privity would receive more ‘che om 5 eatively ine wba 8 ermine NN eSources. a on and a sing Por Je goals at the same time, itis necessary to ish multip! tasks | seking to accomplish mN" sg yon a ekg 1 Op the : erie an deine HEN ye mst impo cre a ete focus on Teaching TT as you to avoi mai ou do seg pies es =P sure that you 808 ago each rave multiple goals youre eying 1 constuction project Dh ost important and why. Doing so helps you to stant goals first and talking the steps to id becoming overwhelmed if you ‘ an may have been reasonable based on the en have to change the priorities asthe project ; J¢s are the most important, but ® it. ‘The While your original cons age. lenpected resources and cli! eat decide which tas se different ge saleg POBRESSES. You can k with it. ive j, we key isto choose a structured approach and stick wit ative in, Selecting features according to cost te ae : al constrains are tight, you may v ateq When @ construction project has ‘a fixed budget and fei Seis cme have to prioritize features according to criteria such as costs. Ey eo 2 tasks oF aetion and attach expected cost o each one. Choose the option that falls within bode bt Processsii| delivers the most value, Prioritize those tasks that are critical for your chosen co vompletesction and carry them out, while keeping a close eye on the budget. earn ‘priori ely 4 project requirements sometimes are more important than cost, especially when carrying out construction projects for your organization's own needs or for major cusfomers. s toway, ke throug For example ~ Your new construction may not need landscaping immediately, but it has ventilation and lighting. Identifying and finishing these critical tasks lets you meet essential ‘requirement. ig customer Needs : |Why do we need to have a plan? /Importance of Panning vents, oe pang is preparing a sequence of action steps to achieve some specific goal. If you do it segmg*Hentvely, you can reduce much the necessary time and effort of achieving the goal. A "plan is like a map. Planning is also crucial for meeting your needs during each action step ‘with your time, money, or other resourees. Planning is needed at every level of management. ng then the absence of planning all the business activities of the organization will become lish ejmeaningless. The progress ofthe organization isthe reason that planning is important for the | havemanagement. Thus, because planning helps you decide short term and long term goals, it ates efhelps you make decisions faster. Flexibility - The importance of planning increase in an olecorganization where stability has not been observed. onsil Scanned with CamScannerfolems and Limitations in Planning we os Ser Corporate planning is not integrated into the total management system. - Lack of understanding of the different steps of the planning process, Management at different levels in the organization has not properly contributed te planning activities. Poor information and inadequate inputs may have formed the hasjs of planning In formal planning, too much attempted at once, Due to éxcitemenit wad emotional expectations, the plans may be implanted too quickly and with too high expectations, The management is not always willing to cancel or modify poor plans, Management fails to operate by plans Resistance to change by organizational members Lack of contingency plans. (Contingency plans are alternative methods to either take over the earlier plans if they seem to fail due to unexpected circumstance or modify them as the situation demands. Contingency plans help the management to respomi quickly to unpredicted changes thus avoiding panic in crisis situations. Scanned with CamScannerTIME MANAGEMENT , . i v unt of {Lime management isthe process of planning and exercising conscious control over the ano ime spent on specific activites especially to increase effectiveness, efficiency or product specific tasks, projects, 'gement referred to just business or w Personal activities as well tecluniques..and methods, and” Goals complying with a due date. Initially, time ‘ork activities, but eventually the term broadened to include ‘A Gime management system is designed combination of process, tools, "he major themes arising from i literature on time management include the following. Creating an environment conducive to effectiveness Setting of priorities Carrying out activity around prioritization, ‘The related process of reduction of time + Incentives to modi . spent on non-priortes, fy behaviour ensure compliance with time-related deadlines ‘THE PRIORITY MATRIX u Action Action . Do First Do Next i: os Action No Action Ee z |: = | fs Do Later Don't Do 2 \8% ~ |e ]s Tlow urgent is the task? 7 Time Management Techniques Dep mes z Delegation- Delegation of work is ‘very impertant time mana, help to save time. You should teach your employees how hat are easy to manage When wo! Your assignment to other staff, the better \ igemeht technique that can really {0 break their job into small steps king alone, you will do tess work but when you delegate © work will not only be done faster but will also be done Scanned with CamScannerroceastnaion is usally a8 esl of fear of file of even suecess or s perfectly, For effective time management, you should ul why they should not even think of den 2 oerastination ~ tetieving that you cannot do y. Fa eos the danger of procrastinating teach your empl procrastinating thei work, Priitize- When you prioritize each assignment, you will the important issues but will also ensure that cents gett teach your employees how to prioritize their work, they will greatly we time that are not 1 not only 10 increase management jb gets important, 4. Freedom ~ Giving your employees freedom to be themselves ca productivity but ean also save time. One of important aspect of eecive time technique is actually giving your employees freedom tobe themselves. So long as done in timely manner it actually daesat matter which steps they did ist ‘Work must be done anyway = Et them know that how they approach each assi to them will make a difference in thee perfomnance review. promotion potential and earings When your employees know tat, they wil always strive to do quality work on ine 6. Reward your employees ~ Every employee like o be ecognized when they do great work and ‘sien you do so by rewarding them for thei hard work, you wll greatly boost their quality of work ant wills improve on thee delivery tine. Kegp a log ~ When you fist begin to teach your employees on time management, have your employees keep a log for a week of everything they do throughout the day, then they have them analyze the log that they have kept and look for any time that was wasted each day. Create time management goals -’ Remember the focus on time management is actually changing your behaviour not chan, You should teach your employees on how to eliminate time waster. Fro instance, you ean challenge them to set goal of not taking, personal all while working and see how auch time they will saver ~ ment given, Tips to improve Your Time Management Skills? 4, Delegate responsi 5. Use your downtime 6, Reward yourself Things TO Do | Makea list ies 2. Set deadlines Stop multi-tasking = ‘Aetivity + or not | | In conclusion, time management is very important especially if you want your company to be more productive and efficient in service delivery. 01. What are some effective time management techniques? 02. What is your strategy for the time management? 65, How can you improve your ime management skill? “eM eWiely enplan phe- ingivin- using velatel rome Pelovi oo ra A Gunasekar. BS Mgt spiSIP) Scanned with CamScannerStrategic Planning Strategic Planning isthe process of planning how to achieve the organizational goals with the ‘wailble resources and is undertaken by central management af the oration, Strategie Planning 's necessary and important for the following reason OF. First there area large number of extemal variables ~ Ghose values do not remain constant- {hat affect the operations of the organization. Those variables inclu trtic rept Polteal and governmental polices and force, economic tends, competition Ucics. technological changes and social dynamism, Strategic plans must have Sope with these situations, changing international provisions to | ‘condly, compete te uta sources are becoming searce. The management must deside on how to antly hoe FSU and how to allocate them propery, The human reources ne : constantly changing f aad tepe nature, There is more of an educated work-fource and most of rouir redistribution or nent Pins taken over by computers and robotics, Hence a proper 4 “bation of human resources must be propery put into fous, 03. Thirdly, there has Knowledge and abi all competitive fore generating an absok been an information explosion which has necessitated inerease in 'y to plan effectively. Since, effective strategic planning ensures success, “Ss are contributing a lot of their energie in perfecting these plans thus Me necessity to introduce strategic planning in most companies Strategic Planning Process Similar to the formal planning Process, the process of strategic planning can be considered to constitute the Following steps: ol. Define and express clearly the mission of the organization 02, Determine long-range goals and objectives 03. Make predictions about the environment in the future. | 04. Develop a long-range plan. 05. Develop short-range plans. Types of Strategies A strategy is an action plan which sets the direction that a company will be taking. A strategy is a decision making choice would involve consideration for exteral envionment affecting the company as well as the internal environment of strengths and weaknesses of the company, According to William F.Guelick, there are four strategies: stability, growth, and retrenchment or combination approach. | * Stability Strategy | © Growth Strategy + Retrenchment Strategy | * Combination Strategy Scanned with CamScannerAction Plan Action Planning breaks down into two processes. O1. Defining Activities 02. Sequencing Activities Defining Activities The first task is defining the term activity: In reference to project management, the term. Activity means a specific event or occurrence, The team members are required to participate in an activity. This can also mean the project as a whole. A planning begins with outlining the structure of work breakdown. The goal of activity planning is pinpointing activities required to achieve deliverables. It addresses the question: “What activities are to be performed to meet the requirements of the work package?”. The data gathered to answer this question is line-up of activities arranged in sequence. sequence is known as activity planning in project management. tena ] Activity | Budget ] Responsible | person/section ‘Supervise | Time frame ] Feedback by taken by, T* quarter, 2 quarter ete | | 1! day day ete Jan,Feb ete L i | = | 1S year,2" ear etc Assignment Marks — 50 Prepare a strategic plan to start-up your own business as a innovative entrepreneur. It should be including vision, mission, objectives ,Budget and activity plan. Scanned with CamScannerseas - ' ZATION SYSTEMS, PROCEDURES AND PROCESSES RELE ‘OTHE ORGA System: ae foram ee specific. 4 n sether to perform a speed \ system isa collection of inter related components that work togetlier 10 P What are the examples for System “Human body *Phant *School “Office What is a subsystem’? Agystem is a Each component of a system is a subsystem and carries out a part of the 8 ten oa ; \ ule fil collection of interrelated companents that work together ta perform a spe ific “ a ee Components and they are interrelated. These components are called subsystem, SHON. |purt of the systenn tayk. System horundary separates the system fram its environment Elements of a There are three elements in every system, They are Input > Process => Output Be , Abe eetcy hey aiasrren tek ae aoe i Te Nr Omnrer3 bist Reet = Peta Ceti perth Scanned with CamScannerPolicies: A policy is a statement and a pre-determined guideline that provides direction for decision may and aking action. Policies are usually general enough to give the management sufficient fivedom make judgements, while at the same time they are specific enough to establish boundaries Foy sample, regarding employment, a vompany policy may be to employ personnel without reyor faces Feligion, sex, or age and within the bounds of this policy, a manager can make decisiog Policies myst be based upon a thorough analysis of objectives and should be consistent with the company’s mission and philosophy. Policies, being formal statements, serve as ready guides fg, rece ie numerous questions, and making many routing day-to-day decisions, especially abou hee tS Problems, thus fieeing managements time for more important and unique decisions, Tig helps improve the efficieney of operations. = Aeon — and adhered to by all, there will be fewer problems and fewer Se ith There may he separate policies for separate functions, but they must be all enables managers to ge ennon theme, serving a consistency of purpose. Appropriate paicy guidance ota a ciPate and predict action for a given set of situation variables. There are patel tOna! Policies formulated for all types of situations and functions, Thee may be sales Policies, production policies, personnel policies, accounting policies, ete. These policies cover all aueets of these functions. Fr example personnel policies would specify devisions regarding selection, ‘raining, remuneration, labour relations, firing and promotion of personnel, ete, Process Process is a series of actions that produce something or that lead to a particular result process ina serience, 72 a Sequence of interdependent and linked procedures which, at every stage , consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, ete) inte Outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached, 1. Key Process Business process which, in a management's view, is critical or customer service and satisfxction, competitive advantage, or the success of the firm’s strategy 2. Work is Process © Contracting: Partly completed jobs valued at total cost up to the started period and including, in case of long term contracts, a percentage of the profit. © Manufact Partially compicted goods, parts, or subassemblies that aré no longer part of the raw material inventory and not yet part of the finished inventory. Work in process inventory forms a part of the working or current assets of a firm and its valued usually lower of cost and realizabl value. Also called work in progress, goods in process. Scanned with CamScannerand Continues seme “Quality is fness for use” LMJuran ual conformance oreguiemets” Pip B.Crosby Quality means best for certain customer conditions. These onions are the actual use and the selling ris of the product.” Armand V.Feigenbaum - Ever higher productivity J Tha exetoner loyalty s decreasing: customers now look for what produet or sevice best meets hel needs, now who are offering it. Product lifecycle is decreasing ‘Aiming for 2er0 detects The effect of technology on business and customers “That those who cannot maintain improvement ae falling, behind. vvvy ‘There are different approaches to quality 01, Quality Control ~ Standard are set which determine the acceptable quality of the pret or services «Products and services are measured against the standard. J Nomennforming produts and services are scrapped, reworked or change! until he standards are meant 2, Quality Assurance ~ Quality conrols and methods are filly documented to ensure that products and services ‘+ Ate fit or their designated purpose. Will meet the customer’s needs and expectations every time. ment. TQM goes beyond basic product or service quality. TQM is about 03, Total Quality Mat organizational succes. ‘Tona- everyone and everthing Quality srl customer satisfaction Management organizational leadership and management approach Benefits of TOM fo ncreas customers provide ai soit erase efciees enhance process effin an achieve prot dnc in wor stom and process. I abdreses ky areas that med moi processes, TOM aims 10 ction ~ By predicting mistakes and problems in work ivi, by eliminating problems that aions, unnecessary tasks. redundant processes, aswell as wyproductve activites. Scanned with CamScanneroe PDSA TQM IMPLEMENTATION PLAN* + Establish objectives + Establish a plan that will facilitate achieving goal * Establish a measurement system DO * Plan for implementation + Implement the plan srupr/check * Compare the results with the objectives + Identify gaps * Analyze the causes for gaps and exceptional results, if any ACT * Standardize the procedure that met or exceeded the goal + If there were gaps, improve the plan and carry out PDSA again. Competitive Advantage The application of Total Quality Management brings forth all- round benefits and makes the organization more competitive. In the new business environment marked by demolition of barriers and free flow of information and products, organizations retain their competitive advantage by reducing prices, improving existing products and innovating new products. * TQM is a business strategy that allows organizations to achieve all this and much more. Scanned with CamScannerSELECT PROCESS FOR IMPROVEMENT The goals for improvement actions: * Improving quality * Reducing defects * Increasing Productivity * Reducing quality cost * Reducing delivery time The triggers for improvement may come for many ee Some of the known SOUICes are internal quality auditing, Management review, MBWA, employee feedback, customer POSA for Continuous Improvement Plan — The improvement team has to make a plan addressing the following Points, in particular: ~ What is the current situation/level of performance? ~ What are they expected Fesults/level of Performance? ~ How do they Propose to go ahead to find out the best solution? Scanned with CamScanner# Standardize the action taken # Find residual problems, if effective & establish the furure Establish theme Define the problet Identify present st Analysis & verifi tablish correcti¥y ACTION action planning # Evaluate the result # Validate the effectiveness Perform corrective a as specified Train operators for corrective action es EE BE [ 1. Identify and select problem oO 2. Problem definition uu 3. Problem analysis tL 4, Recommend solutions | 5. Review solutions rn ab [ 6. Go ahead decision Proves> G SEQUENCE- Scanned with CamScannerLACE bh ANAGEMENy Production Service, Sales, Clerical Work, Government Q for Quality Maintain & improve quality Carry out work without mistakes Reduce overhead C for Cost Reduce the cost of inputs |. | D for Delivery Reach production goals & Complete assigned 7 maintain delivery workload by scheduled schedules dated ee Assure safety Eliminate injuries, illness & accident M for Morale Improve interpersonal relationships to create a pleasant working environment. Work effectively together as a team Scanned with CamScannerOYlee Frontline Management roles applicable to Team Management wgemsent is the level of management that over sees a company’s primary production sitigal value to 4 company’s success because they must motivate wployees who poroum those etitieal praution dures, They also must generate ficient snvities, Front tin managers have What is the rote of Frontline manage: fist oF second level manag ers (Line Managers, Office Managers, Supervisor’) directly” Fesponsible Rove prodction of gu ee duction of goods & services & supervision of clerical staff & shop floor Hive essential skills fie a fro fe manager ronda We mmamavery are the backbone for many c% he backbone for many companies. Supervisors, team. Leaders & project” ‘vac al lp As the sis ning smoot Bat wha sls do you ned fo soe Wecesstl frontline manager? Her il skills. : re five esse Communication shills hood to be eats For a frontline manager commutation skills are really important. You so le communicate wel with your ngs. bt ao wih your team & with customer hich involve givin ; cu didnt make & saying no to requests & doing bad news, enforei 10 Iriendlly, approachable yet authoritative way } Customer service ~ Becoming supervisor or team leader doesn't mean you no longer deal with ers: in ftet as a frontline manager this ean often mean that you become the person customers reterred to with a complaint or problem, In that case, your customer service skills need to be even Problem solving ~ Asa Frontline nager. you will need out standing problem solving skills." \hcnever a member of stall has a problem, their frontline manager is their first port of call; & it's 1. jot to resolve the problem rather than having to refer it further up the chain of command, AS ils this. there will also be problems coming down from management regarding your team, which 1 ill need to resolve sents One of main skills of frontline manager is to manage the” them around & barking orders, but working with them, ip them do the best possible job. This can be really tricky but it is fantastic skill to lear that sill Huinan Resouree Man sewyple in thei team that doesn't mean boss! cou well in all aspects of your life Jeam Work — Although a frontline manager is often the manager of a team, they are still a yeas of that team too perhaps the most important part, As @ frontline manager it is your job to lead the every member is able to pay their part. Many people sour team in the requited direction, ensurin vite cou that asa manager. you should never ask someone to do pay their part. Many people will sell oir that as a manager, you should never ask someone to do a job you should never ask someone + job you would not be prepared to do yourself, & they are ease of right. ving mn csnane the amooth running ofa company & are often the voice of upper management to tearm Fr reauires a particular set of skills to become a successful frontline manager it ean see ® & support this ean be most rewarding & uplifting roe. rare arguably the most important people in a business: they’ manage their teams 10 Juaiiting prospect; but with the right training Tren BSC Mat SSP) Scanned with CamScannerecerno” — (PD)-— yw she PHOCes: ch sticphieg prolvcf oo Seyvice poom ofrer jo moked wos atectWe G2 Ws Wendl cliffevoncionivey Feoranlor weenet Pea-$ oun pro cuet carpeive Pecthet OF well oS & Building a close-knit work culture is important to manufacturing front-line management. What is Teamwork? Definition ~ Teamwork is the process of working collaboratively with a group of people in order . achieve a goal, . yk rogerner’ tuying their best in circumstance. Teamwork means thet people will try to individual skills and providing constructive feedback, despite any person individuals st of Team Development — (02, Developing a team (03, Performing and achieving results with a team. (04, Sustaining performance ~ high performing teams stages Model oe Relationships portance of Teamwork Disadvantages of Teamwork | Ui Teamwork encourages happiness and performance. 02. Fosters creativity and learning 03. Blends complementary strength. 04, Builds trust 05, Teaches conflict resolution skills. 06. Promotes a wider sense of ownerships. 07. Encourages healthy risk-taking. 08. Improve employee relations. | 01. Lack of competence 02. Unwillingness of management. 03. Political involvement. 04. Less training. 05. Non-cooperative attitude. Scanned with CamScannerbetween good and evil in the world, betw virtuous and non virtuous characteristics of people, Ethics vs. Morals Ethies and morals related to “tight” and interchangeably, they ae different. Comparison chart The rules of conduct recognized respect to a particular class of human ‘morality. Ethics is concerned with distinguishing een tight and wrong human actions, and between ‘wrong” conduct. While they are sometimes used right or wrong conduct. While What are they? | actions or a particular group or| morals also prescribe dos and culture. don’ts, morality is ultimately a personal compass of right and ‘wrong. Where do they | Social system - Exiemal Tndividual — Internal come from? Why we do it? | Because society says it is the right | Because we believe in something thing to do. being right or wrong. Ethics are dependent on others for | Usually consistent, although can Flexibility definition, They tend to be consistent within a certain context, but can vary between contexts. change if an individual's beliefs change, A person strictly following Ethical Principles may not have any morals ‘A Moral Person although perhaps bound by a higher covenant, may The Gray | at all, Likewise, one could violate | choose to follow a code of ethics Ethical Principles within a given| as it would apply to a system. system of rules in order to maintain | “Make it fi” moral integrity Origin Greek word “ethos atin word “mos Meaning “character” Meaning “custom” Acceptability | Ethics are governed by professional | Morality transcends cultural and legal guidelines within a norms articular time and place. Scanned with CamScannerjtions, yurse of ‘Types of Ethies 01. Meta-ethies, conceming the theoretical meaning and reference of moral ProPo® and how their truth values (if any) can be determined. ee 02, Normative ethies, concerning the practical means of determining * permitted) to do in ® action. 03. Applied Ethics, concerning what a person is obligate (oF specific situation or a particular domain of action. Decisions taken it t and wrong. e about ef ooever makes them wi ahieal behaviour and Corporate Social business.” Why ethics important to business? “Ethics concer an individual's moral judgement: within an organization may be made by individual: be influenced by the culture of the company. Responsibility (CSR) can bring significant benefits to a Questions , ity? 61. How would you explain the difference between ethics and morality? 02, What are the similarities between ethics and morals? 03. What are the different types of ethical theories? 04, What is the main purpose of ethics? 05. What is the role of ethics? 06. What is ethics and why is it important? Scanned with CamScannerCompotoney Assoxament Methods What Is Compotoney Assesament? 4 major Lonel of competency mapping | that it creatos skills required to be comprehensive list of specific 'ypically « compotency assessment focuses on Performing the required job skills in relation to specified Porformed on a job, employee | performance standards how well the In addition, compotoncy ansos: mont is where the learner's 8 performance is so that both the learner and the ‘asd on critotion-referenced evaluation methods Svaluatod against a sot of enteria provided to the learner ‘©8801 aro clear on What performance is required WHY USE COMPETENCIES? NOLEN CO UAL eau aia eee es : i a i Deda a ond ASESSMENT ies, ; 27 Following methods are used Reheat eats pe ea Cron STURT ttt crea bod oS Tat= eet \aatot“ pete WOE T—Te by iebapecasuuSaier Valent nantes BlcNe tenet lertae Cer ae ene: or eae ae =: Baerga there Beier CE re mes Scanned with CamScannerScanned with CamScanneretc, In cases like this, you might want to make a list of the common standards that apply and tas t attach to each indi idual's performance management plan. \ ( Evaluate Job Performance In evaluating performance, always compare actual performance to the performance standards as determined at the beginning of the evaluation period. Sources of feedback The most common source of feedback isthe supervisor, but plans can include reviews from peers and customers--anyone in contact with the employee. Some plans incorporate upward review, ie., the employee's review of the supervisor. Potential constraints on performance constraints on performance. Some Before discussing performance, always assess the potential things to look for: *Lack of proper equipment “Excessive work load ‘Inadequate clerical support * Absenteeism of key personnel *Slowness of action from internal or external sources ‘Inadequate performance of co-workers on whom individual's work depends “Inadequate performance of subordinates or managers *Unclear objectives or performance standards *Policy problems “Inadequate communication within the organization *Pressure from co-workers to limit performance *Lack of authority to get things done Should ratings be considered? Most departments choose not to include ratings, as it increases the feeling of judgment; threatens to reduce @ year's worth of performance to a single rating; and decreases the level communication by focusing attention on the rating itself rather than the discussion. If ratings are desired, it might be a good idea to roll out the plan for a year or so without them in order to build trust in the plan and then add them to the procedure at a later date. Ifratings are included, it is more meaningful to stay to the three levels listed below. 1. Meets performance standards 1 Exceeds performance standards 3, Does not meet performance standards “ This is perceived as more objective than having several more narrow categories. Ratings and detailed performance discussion. should never be used to replace a meaningful or & Scanned with CamScannerdocument that specifies feation is 2 ee ance specie ply put, @ performance RFORMANCE ARDS A performs tion. : = operational eee as omponent or inst product must be capable of doing, specification tells the contractor what the final iS done, performan, : ce ; for €ach majo While the list of Major Job Duties tells the Or ance mb is 0 be done a standards provide the employee with specific Po ojain othe foyer They are the observable behaviors and actions WME Ae, They tall the ca ovee Wha g ee job looks like. The purpose of performance SWAT, and some Prefer 19 tse them ag goo job looks like. i ares them as specific @5 PO" on, Keep in mind that goog me supervisors prefer to m dis You also expect certain ed in the ertise. © ‘tuality, etc.) It is often these talking points with the specificity = technical &*P performance typically involves more . behaviors (e.g, friendliness, helpfulness, coureou"® 1. performance standards are: behaviors that determine whether performance 5 8°°°P! ion, not the individual + Based on the po: Observable, specific indicators of success Meaningful, reasonable and attainable sciped : i i nce Describe "fully satisfactory’ peromans ee se, Safety, or Outcomes Expressed in terms of Quantity, Qual lowing: In determining performance standards, consider the foll What does a good job look like? How many or how much is needed? How long should it take? When are the results needed? How accurate or how good is acceptable? ‘Are there budget considerations? + Are there safety considerations? Are there legislative or regulatory requirements that require strict adherence? ‘Are there behaviors that are expected in your department to promote teamwork, leadership, creativity, customer service? What results would be considered satisfactory? What condition will exist when the duty is well performed? What is the difference between good and poor performance? Common standards applicable to everyone in a particular group Thi ue may i a set of common standards and behaviors that are expected from everyone. For cols all supervisors may be expected to perform similarly around several functions, or in the unit will be held to the same standards around teamwork. customer ie A Gunasekara.8Se Met siSiP) Page Scanned with CamScanner+ Forecasting Techniques / Methods ecasting, a8 defined by : iii : ; +f ee veda Collegiate Dictionary, “A forecast is prediction and its predict some future event or condition.” Planning is impossible without Feper predict Be Tatar oF making inteligent as pons about it Forecasting depends upon an sis of past eve anf corcibion rc : analysis of Past events and current condition witha view to drawing inferencesjand conclusions about Bre eveni al gest « i * singe planning is nine “A sptematc, economis and rational way of making decisions toy tht will affect * Caneel » forecasting becomes an integral part of the planning process, specially strategic planning which is Fong-rang in nature, Accordingly, it is necessary to make accurate forecasts in the following areas. a. Economic Developments __b, Technological forecasts c. Competition forecasts 4, Social forecasts e, New Lawsand regulations Political events g. Labour Supply Escent’al Elements of the Forecasting Process:= 7 estimated Prepare the groundwork=2Establshing future business=Comparing actual with e results = Refining the forecasts Forecasting Techniques The future can never be known with certainly but there are some techniques that have proved effective in reducing the degree of uncertainty. There are basically two broad eategories of forecasting techniques. 1. Qualitative Techniques ; “Jury of executive opinion * Opinions of salespersons ined *Consumer expectations ~ Survey method) Research method? Delphi method De Pee e , cone apeas lectng er oie die 02. Quantitative Techniques paar sien pale A Le alle, Time series analysis ~ Trend, Seasonal variations, Chases it the climate and weather a” conditions, customs and festivals Ger No matter what model or method is used, forecasting basically rests on human judgement. So, 9" forecasts should not be considered as scientific instruments for being accurate and reliable. The forecasts should serve as guidelines and not as indicators of certainty While forecasting is as much an art as science, some steps can be taken to improve the quality of the forecasts. The assumptions, upon which the model is based, must be objective and realistic. The collection of relevant information and facts is equally important, Lack of adequate information is as undesirable as redundant information, Forecasting requites high degree of skill and hence the process ust be undertaken by specialists. The forecasting techniques must be fit the task. The technique should not be complicated if the situation demands a simpler assessment The Importance of forecasting Forecasting is an important and necessary aid to planning and planning isthe backbone of effective operations, Many organizations have failed because of lack of forecasting or faulty forecasting on which the planning was based, The more accurately the future conditions can be predicted, the better and more sound are the plans and high probability of success ofthese plans, _ Page 1 RiGunacekara BSc Mat sso} Scanned with CamScannerpoi syvot nn item's reanited char teristics documented in a manner that tats or pres tas z ose y POP ep " Jo work together to deme 8. bess and manufacturers Uemoustrate compliance With mandatory regulations Spatlongs " ‘of any potential non-cony : comphianee issues issues, A Common concern atises whet wo Re ate S68 Nyespatstion to the production phas es ne ren retin phase or when addtional orders ate plaéed 0 signs Rese sole ol ety ed not, the product could be potentially acco sae as OWE ol time in the US. requirements § -asonal for the Rei Te asonable Testing Program, propose yc fe ander the Consumer Product. $i HN sia nt an me Product Safety Improvement ACT, will mandate the aan ot pat racine a 18 a product specification? And are wou prepared to yuirements and screen your supply chain? Ae ve Nechion, vduet Specifications a design 7 or material change coating sation is. document that provides eriti t x i ides critical defining infec infatcan inclu identification of the manufacturer; fist of rul van and ta Pieri les, bans and standards sy nove distinguishing characteristics, By documenting the product and its features eh be a usetl screening tool to identify when a pre-production product — i ine on the store shell signalling the possibility ofa material or design chan: pally « non-compliant product nat are the key benefits? panossteate compliance to regulatory requirements int into sour supply chain by sereening for product changes Jy degree” of assurance that nothing has changed in your product since : a . ManufacturesSpe ication Documented installation or 1 nufacturer. Otten these nstructions must be carefully followed in order to maintain maintenance instructions produced by a product Definition - mal a product warranty ds the stages of the production process, with details of all he S texture, colour, flavour etc) required in the final product. .. 4 ingredient used in the production of a food product | The specification reco! aracteristics (Shape, standard component is @ pre-preparet or ready-made sauces ike pizza bas: -cture specifications are an important element of cost and quality control for testing ration and other measurement process. Scanned with CamScanner"Pl ‘here ae two main planning too nen TERI s Ol. Forecasting — Forecast that Will influen ge out *5 the process of predicting future env” mag forecastit® ce the operation ict Jage importance Of Lr gl of the organization. ‘e organization . + * Jury of executive oj * Sales force © Quantitative *Moving average - ing average - It utilizes historical data to predict future sales level. - es and time. Reuression Method Pris fature sles by analyzing te histor elatonstns Bee sale: rstand the Product stages Method ~ It predicts future sale by using the Product Life ye better 1° under : history and future of the products. 02, Scheduling — Scheduling is the process of formulating @ detailed listing of activities a ‘must be accomplished to attain an objective, allocating the resources necessary t0 atta” fe “objective, and cetting up and following time tables for completing the objective as ___ integral part of every organizational pla. Gantt Chart It is scheduling device developed by Henry L. Gantt, It is essentially @ bar graph with the time on the horizontal ani. ts used for scheduling resources and machines. The main weakness ofthe Gantt charts that it does not contain any information about the interelaionship of tasks to be performed. + Programrne Evaluation and Review Technique ( PERT Charts) It is a technique that involved partly from the Gantt chart, is a scheduling tool that emphasize the interrelationship of tasks. It is a network of project activities showing both the estimate of time necessary to complete each activity and the sequence of activities that must be followed to complete thee projects. This scheduling tool was developed in 1935 for designing and building Polaris Submarine Weapon System Steps in Designing PERT Network- © List all the activities/ events that must be accomplished for the project and the sequence in which these activities/ events should be performed. Determine how much time will be needed to complete each activity/ event. ‘© Identify the critical path. Scanned with CamScannerDurotien © days a clays a days c dels je days “Le des | PERT chat ray S J Scanned with CamScanner