D figure 33b gives an example of a rule for job

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Unformatted text preview: hem 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. A Roadmap to Quality 13 Unit 3 - Managers: Managing Systems UNIDO unit 3.qxd 3/10/05 12:51 PM Page 14 3.4 Ensure that your employees understand and carry out their job assignments correctly Introduction 1. To ensure that your employees understand and carry out their job assignments correctly, you, as a manager, should: a. Consider carefully how to give job assignments. b. Communicate your superiors’ instructions clearly to your employees. Consider carefully how to give job assignments 2. When you are giving job assignments: a. Always give employees jobs that you know they are capable of carrying out. Be aware of an employee’s abilities to carry out different tasks, and keep these in mind when you are assigning jobs and giving instructions. You can judge what they are capable of from records of the seminars that they have attended and from records of their daily work. If necessary, carry out training before operations start. b. Delegate to them a degree of authority appropriate to their abilities so that they can, if necessary, pass on the instructions to others both smoothly and quickly. Remember that the responsibility always remains with you. It cannot be delegated. c. You may sometimes choose to give them jobs that are slightly difficult for them in order to improve their skills. In this case give them full guidance, and praise them when their skills improve. d. Make sure that your work instructions are easy to follow, and clearly specify: i. The purpose of the job. ii. The quantity of work to be done. iii. The delivery deadlines. iv. The work methods. v. The materials and tools needed. vi. The standards to be followed. vii. How to report abnormalities. viii. How to report job completion. e. Take a consultative approach: i. Explain the objectives and improvement targets, and invite them to give their opinion. ii. List as many potential problems as you can and discuss the preventive actions that could be taken. iii. Write a summary of any decisions made in this discussion, and see that they are carried out. iv. If procedures have to be revised, devise methods for doing so, and check the results of the newly implemented procedures with the employees. Unit 3 - Managers: Managing Systems 14 A Roadmap to Quality UNIDO unit 3.qxd 3/10/05 12:51 PM Page 15 f. Highlight the important points and help them to get a feeling for the best way to do the job. Include lessons learned from past mistakes. g. Check that they really understand the instructions. If an employee spends a lot of time questioning the same point, this is usually a sign that he or she really wants to understand the problem. h. Instruct them on how to follow the company’s communication procedures. i. Standardize instructions in documents, preferably using the “5WlH” questions (who does what, where, when, why and how). j. Provide education and training in advance to ensure that they follow the standards. Then observe the actual operations carefully so that you can judge whether they are able to perform them as described in the operation standards. If any problems arise, retrain them. (See also Text 4.1 and Unit 8 for more detailed guidelines on using standards.) Figure 3.4a Rule for job authority: acceptance inspection Figure 3.4b Rule for job authority: soldering work Figure 3.4c Directions of manufacturing conditions Communicate your superiors’ instructions clearly to your employees 3. When you receive instructions from your superiors to be passed on to your employees: a. Make sure that you understand them correctly. b. Consider how they fit in with the responsibilities and capabilities of your department. c. Devise a plan to implement them based on company policy. d. Clearly communicate the instructions to your employees, specifying the concrete work objectives and target values (the desired outcomes from a process). Give them examples. Discussion The following questions ask you to think about how the ideas in the text could be applied in your company. Some of these ideas may not 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. How do you normally give job assignments to your employees? What problems, if any do you meet in doing this? In what ways do you think you could improve it? b. Consider also these questions: i. How do you normally give instructions to your employees? ii. Do your employees always understand and carry out your instructions in the way that they are supposed to? If not, where do you think the problem lies? What could be done about it? iii. Do you have a goo...
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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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