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afterwards. Where appropriate ask yourself the RADAR questions.
Note: Always include in your discussion any examples referred to in the text, if you feel
these are relevant to your company.
a. Parag. 1: Why is it particularly important to reflect on processes carried out during
the year? Unit 1 - Chief Executive Officer: Managing Policy 20 A Roadmap to Quality UNIDO unit 1.qxd 3/10/05 12:42 PM Page 21 b. Parag. 2: Are there any other items that you feel should be reviewed at the end of
c. Parag. 3 gives four main points to keep in mind. How important do you think each
of these points is?
d. Parag. 3d: What would you see as the current issues in your company, and what
important problems might you select to be taken up during the next term.
e. Look at Figure 1.6a. How would you apply this report in your company? Action plan
Include you ideas for holding a term-end reflection on policies in the action plan you have
already prepared. A Roadmap to Quality 21 Unit 1 - Chief Executive Officer: Managing Policy UNIDO unit 1.qxd 3/10/05 12:42 PM Page 22 1.7 Carry out a presidential diagnosis of
1. To manage their policies the company president and other CEOs must have a sound
grasp of the mechanisms of policy management and must display leadership. Unless
they do so, no company-wide moves will take place, and policies will end up
unachieved. They must step out of their offices and visit business divisions, regional
branches and manufacturing plants where they should hold frank discussions on policy
deployment and promotion. They should find out on-site if:
a. Departments and sections are implementing activities based on the annual
b. The implementation of policies is producing substantial results.
They should draw attention to both good and bad points, make recommendations, and
take whatever action is appropriate. This is known as “Diagnosis by the president”. Diagnosis by the president
2. Diagnoses by the president focuses on two areas:
a. Diagnosis of policy management
Presidents, other top executives, department managers, or section chiefs assume the
role of diagnosticians. They periodically carry out a planned inspection of policy
deployment, of implementation measures, and of the achievement of targets at the
end of each term and during company-wide quality month. They also diagnose how
well the plans suit the present conditions and note any improvements in the
implementation and appraisal methods. They point out problems, suggest corrective
measures and answer questions about any departmental or sectional difficulties.
b. Diagnosis of cross-functional management
It is impossible to get an accurate grasp of such matters as new product
development, quality assurance, and profit management only by carrying out a
diagnosis of a narrow range of activities within one company function. Cross
functional activities or processes (which cross the boundary between two or more
functions) have to be diagnosed from a special company-wide perspective.
Figure 1.7a Sample programme for diagnosis by the president (page 23) Receivers of diagnosis
3. Those receiving diagnosis should:
a. Explain their policies, their implementation methods, and the effects of these, rather
than present ordinary business reports.
b. Use QC stories for reports and base these stories on concrete data. (See Texts 9.9,
9.10 and 9.11 in Unit 9.)
c. Clarify the current problems and their plans for resolving them in the future. Unit 1 - Chief Executive Officer: Managing Policy 22 A Roadmap to Quality UNIDO unit 1.qxd 3/10/05 12:42 PM Page 23 Figure 1.7a Sample programme for diagnosis by the president No. Time Duration Contents Expositors (minutes)
1 9:00-9:05 5 Address by the President 2 9:05-9:20 15 Explanation of Actual Circumstances
Surrounding XXXX Department Manager of XXX
Department 3 9:20-9:30 10 Explanation of Actual Circumstances
Surrounding YYYY Department Manager of YYY
Department 4 9:30-9:40 10 Sectional Policy Management and
Implementation Measures Section Manager 5 9:40-10:10 30 Questions and Answers 6 10:10-10:40 30 Comments Instructors/President The diagnosticians
4. The diagnostician should pay attention to the following points:
a. They should confirm independently whether or not company policies are being
deployed and implemented properly.
b. They should not limit their diagnosis to results. In addition to inspecting achievement
of targets, they should examine how work methods have been changed to achieve
targets and whether process improvements actually guarantee better performances.
c. They should recognize existing weaknesses as weaknesses and try to overcome them
by drawing on the accumulated experience and know-how of many people.
d. They should always prioritise actual work sites. They should boost morale by keeping
general employees fully informed of the TQM approach, and by keeping in touch
with those who manage and direct the actual work sites.
e. They should really focus on wha...
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This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.
- Spring '12