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Unformatted text preview: wide moves will take place, and policies will end up unachieved. They must
step out of their office and visit business divisions, regional branches and manufacturing
plants where they should hold frank discussions on policy deployment and promotion. This is
referred to as the presidential diagnosis of policy management. Unit 1 - Chief Executive Officer: Managing Policy 4 A Roadmap to Quality UNIDO unit 1.qxd 3/10/05 12:42 PM Page 5 Learning tools
The RADAR questions
As you read each text you will discuss how it could be applied in your company. The RADAR
questions will help you to focus this discussion:
R - Are these ideas relevant to my company?
A - How would I apply each of them in my company?
D - What difficulties might I meet and how would I overcome them?
A - Are there any additional actions that I might take that are not mentioned in the text?
R - What resources would be needed, what would these cost, and how could they
There will of course be some discussion points where not all of these questions will be
applicable. The 6-Point Structure
After you have discussed the ideas in the text, you write an action plan in which you present
practical proposals for implementing the conclusions you have reached in your discussion.
The 6-Point Structure will help you to write your action plan:
1. Problems: Problems you have in your company in the area you have just discussed.
2. Proposals: Your proposals for improvement.
a. Be specific and concrete.
b. Include an implementation plan, with a time schedule and minimum and optimal
c. Refer to any forms, charts, tables etc. that you would use, and include samples in an
3. Obstacles: Obstacles to implementation in employee attitudes, company organization
and culture etc., and how these could be overcome.
a. The resources required: funds, equipment, materials, man-hours, expertise etc.
b. The resources available within the company.
c. Any resources that would have to be found outside the company.
d. Alternatives that could be used to cover any shortfall in resources.
5. Assessment: Ways of assessing the results of implementing these proposals.
6. Benefits: The benefits your proposals would bring. A Roadmap to Quality 5 Unit 1 - Chief Executive Officer: Managing Policy UNIDO unit 1.qxd 3/10/05 12:42 PM Page 6 1.1 Policy management – an overview
1. For successful policy management, first of all define your company philosophy. Then
prepare long-term and mid-term management plans. From these plans, decide what
you want to achieve each year, and the concrete measures required to do so. These are
your annual management policies, sometimes also referred to as presidential policies.
Communicate these to your different departments, making sure that they are
implemented in a coordinated way and to a coordinated time schedule. Good policy
management is essential if your company is to successfully develop new products,
improve quality, reduce costs, and strengthen its operations.
2. The full sequence of actions in effective policy management are:
a. First your company defines its business philosophy: what do you aim to achieve,
what is important to you, what are your values? On the basis of this philosophy, you
develop your long and mid-term management plans.
b. At the beginning of each fiscal year the CEOs establish the annual management
policies for that fiscal year: their targets for the year, and the concrete measures
needed to achieve them. These are sent to the different departments. This is known
as deploying the policies, or policy deployment.
c. The department managers examine the policies they have received, reflect on the
work they have to do in their department, and formulate their own departmental
policies - their targets for the year and their concrete plans to implement them.
d. The managers deploy their policies (their targets and implementation plans) to the
departments and sections below them, who then implement them.
e. Implementation has to be controlled. Assign employees to use control graphs (see
1.5.11) and other reference materials to inspect, on a weekly or monthly basis, if:
i. The measures in the implementation plans are being implemented as prescribed.
ii. These measures are having the anticipated effects.
If any abnormalities appear (i.e. any unexpected results of implementing the plans),
countermeasures should be taken quickly and the results reported to superiors. If
necessary, modify the implementation plans.
f. At the middle and end of each fiscal year, section managers, department managers
or CEOs make a diagnosis of:
i. The status of policy implementation.
ii. The achievement level of management items. (Items checked to see how well a
task has been carried out.)
iii. The status of general quality management.
g. At the end of each fiscal year, review what has been implemented during that year.
Have summary reports prepared that can be used as a basis for improvement
activities e.g. setting up a...
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- Spring '12