tcb_roadmap_to__qualitiy_vol1

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Unformatted text preview: itudes. 14. The attendance rate is the ratio of employees at work to: a. The number absent. b. The number needed. c. The number on requested leave. 15. When confronted with poor punctuality a manager should: a. Threaten to dismiss any employees who are often unpunctual. b. Educate employees on the effects that poor punctuality can have on production. c. Analyze the reasons for employees arriving late and take appropriate action. 16. To motivate your employees to work to the best of their abilities: a. Make sure that they understand the importance of what they are doing. b. Carefully observe what they are doing and help them do it better. c. Never give them jobs above their ability level. 17. To motivate your employees you can: a. Arrange opportunities for employees to talk to managers and supervisors. b. Try to create an atmosphere where employees feel free to discuss problems with their superior. c. Implement all the suggestions for improvement that employees make. A Roadmap to Quality 27 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 18. 19. 12:57 PM Page 28 Tencourage employees to discover and solve problems in their work managers should: a. Set up a system to evaluate employee ideas. b. Organize courses in creativity. c. Hold competitions for good ideas. Employee attitude can be improved by ensuring that there is an even distribution of employees of: a. Different ages and sex. b. Different ages and years service. c. Different years service and sex. 4.5 Involve your employees in making improvements: set up a suggestion scheme 20. To get useful suggestions from employees: a. Ensure that employees understand that the purpose of an improvement suggestion system is to reduce costs. b. Distribute simple suggestion forms to each section. c. Show a real interest in receiving suggestions. 21. To encourage employees to make suggestions for improvement: a. Take plenty of time to evaluate suggestions. b. Set concrete goals for suggestions in each workplace. c. Create an atmosphere in which members are willing to make suggestions. 22. Suggestions that have been adopted may take time to implement because: a. They require changes in equipment. b. They may involve other departments. c. They need the manager’s approval. 23. When suggestions have been implemented and their positive effects confirmed: a. Standardize them. b. Display them in graphic form on notice boards. c. Integrate them into the new control procedure. 24. Once the suggestions have been implemented and their positive effects confirmed, managers and supervisors should: a. Put them through a process of rechecking. b. Standardize them. c. Integrate them into the control system. 25. Most suggestions for improvements will usually come from: a. Individuals. b. Groups. c. QC circles. 4.6 Involve your employees in making improvements: support QC circle activities 26. The first three steps of the problem solving procedure include: a. Select a theme. b. Get a full understanding of the present situation and set targets. c. Work out measures to solve the problem and implement them. 27. QC circles are more likely to emerge where managers: a. Check closely on everything that is going on in their department. b. Are flexible and open. c. Take little interest in what is going on in their department. Unit 4 - Managers: Managing People 28 A Roadmap to Quality Unit 4.qxd 3/10/05 28. 29. 30. 31. 32. 33. 12:57 PM Page 29 To support QC circle activities: a. Keep up to date with what the QC circles are doing in your department. b. Visit the workplace at least twice a week to see how the QC circle activities are doing. c. Advise on QC themes when you are requested. For QC circle activities to have a full impact you should: a. Make it clear to members that QC activities have an important function. b. Lead the activities c. Have a good understanding of the activities yourself. The leader of a QC circle should: a. Begin with the most challenging problems. b. Show appreciation of what members are doing. c. Always hold meetings during working hours. To maintain the momentum of QC circle activities: a. Encourage members to keep the same roles and jobs in the QC circle activities. b. Identify and tackle new problems. c. Make sure managers fully understand and support the activities. To make the most of QC techniques: a. Use data to get a full understanding of the facts. b. Train all employees in statistical techniques. c. Use statistical techniques to solve the problems. Managers should transfer authority to groups of employees when: a. They themselves are very busy. b. The employees show that they are capable of managing a lot of daily jobs themselves. c. They have to go on frequent business trips. A Roadmap to Quality 29 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 12:57 PM Page 30 Relationship with ISO 4.1 Ensure that your employees understand and follow the standards Relationship with ISO 9001:2000: 6.2.2 Competence, awareness, and training 6.3 Infrastructure 6.4...
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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.

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