This preview shows page 1. Sign up to view the full content.
Unformatted text preview: be relevant to you. Concentrate on those that
are relevant. Keep notes of your conclusions – you will need them to prepare your action
plan afterwards. Where appropriate ask yourself the RADAR questions.
Note: Always include in your discussion any figures referred to in the text, if you feel these
are relevant to your company.
a. Parag. 1: Do you agree that the attitude of employees can have such an impact on
the success of the company? How would you describe the attitudes of the employees
in your company?
b. Parag. 2: Do you agree that these four factors can indicate the attitude of employees
to their work? What would these factors indicate in your company?
c. Parag. 3: Is the employee attendance rate a problem in your company? If it is, apply
the RADAR questions to these suggestions. Include Figure 4.4a, The Request for
Leave Form, in your discussion.
d. Parag 4: Is punctuality a problem with your employees? If it is apply the RADAR
questions to the ideas presented here. Include Figure 4.4b, Request to Come Late/
leave Early, in your discussion.
e. Figures 4.4c and 4.4d compare the frequency of reasons that employees give for
coming late or leaving early. What are the most frequent reasons that your
f. Parag. 5 presents five indicators of a positive attitude among employees. Would
these also apply to your employees? Are there any other indicators that you would
g. Parag. 6 looks at ways of motivating employees. How motivated would you say that
your employees are? What success have you already had in motivating them? What
factors tend to raise and lower their levels of motivation?
h. Parag. 6. Consider first how you would feel about taking each of these sets of
actions to motivate your employees, and how effective you imagine they would be in
your department. Then apply the RADAR questions to putting into practice those that
you feel would be effective.
i. Parag. 7 suggests that when the workforce is balanced according to age, sex and
years with the company, employee attitude is better. What is the balance like in your
company? How does it compare with the balance in Figure 4.4e? Would it be
worthwhile to try to change it in this way? A Roadmap to Quality 15 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 12:57 PM Page 16 Action plan
Take the ideas you have found useful in the text, and in your discussion, and present them in
a well-structured plan for introducing improvements in your company. Alternatively you may
choose to prepare one action plan when you have discussed several texts. You might like to
follow the 6-Point Structure. Figure 4.4c Reasons for coming late Reasons % Overslept 20 Traffic congestion 15 Did not feel well 10 Something urgent happened at home 10 Do not like job 9 Too tired and discouraged 8 Uncomfortable relationship with people at work 7 The job is too dangerous 7 Criticized for my work yesterday 6 Went to see doctor 4 Other reasons 4 Figure 4.4d Reasons for leaving early Reasons % Personal (requested permission in advance) 20 Something urgent happened 15 Did not feel well 15 Tired due to overwork and did not feel like working 10 Did not feel like working because of uncomfortable
relationships with people at work 10 Do not like the job, and have lost motivation 10 Criticised for a mistake, and felt demoralised 8 The job is too dangerous 5 Other reasons 7 Unit 4 - Managers: Managing People 16 A Roadmap to Quality Unit 4.qxd 3/10/05 12:57 PM Page 17 Figure 4.4e Manufacturing Co.: distribution by age
BBB Plant, AAA Manufacturing Company
Distribution by Age Age 20-29 Number of
Employees 35 1995 55 1996 60 1997 55 1995 32 1996 38 1997
60-65 29 1997 50-59 29 1996 40-49 45 1995 39 1995 11 1996 8 1997 60 42 1997 40 38 1996 30-39 1995 20 14 A Roadmap to Quality 17 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 12:57 PM Page 18 4.5 Involve your employees in making
improvements: set up a suggestion
1. Your department will be much more productive, quality will improve, and costs will be
reduced if your employees feel that they have a real part to play in achieving these goals.
Don't see their role as simply carrying out your instructions. Encourage them to be both
problem-conscious and improvement conscious. There are two key actions you can take:
a. Set up a suggestion scheme.
b. Support the activities of QC circles. (This is presented in Text 4.6.) Set up a suggestion scheme
2. Set up a suggestion scheme, and encourage your employees to make suggestions for
improving quality, efficiency, and productivity, for reducing costs and for improving
safety. Evaluate the suggestions periodically, implement the good ones and financially
reward those who suggested them. Take the following steps:
a. Set up a suggestion scheme that all employees can actively participate in.
b. Ensure that employees understand that the purpose of the scheme is to make work
better, easier, safer, or quicker.
c. Distribute simple suggestion forms to each section, prepare a sample showing how
to fill them in, and...
View Full Document
- Spring '12