E they should really focus on whatever points are

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Unformatted text preview: tever points are causing problems at work sites, departments and sections. They should not only give directions and point out problems, but should also allocate time for counselling and for really focusing on problems and requests from the diagnosis receivers. f. When a diagnosis has been completed they should give their comments. These comments should be concise and concrete, to ensure that the diagnosis-receiving departments and sections understand the kind of action they must take. g. They should base their diagnosis on the view that human nature is fundamentally good and not fundamentally evil, and should conduct their diagnosis in an objective manner and with a sense of mutual trust. They should highlight any improper practices that they become aware of. h. Diagnosis by the president should take a quality control approach. The basis of the diagnosis should be: constant improvement, management based on facts, prioritized actions, standardization, and a resolve to prevent recurrence. A Roadmap to Quality 23 Unit 1 - Chief Executive Officer: Managing Policy UNIDO unit 1.qxd 3/10/05 12:42 PM Page 24 Follow-up 5. After the diagnosis by the president, the measures suggested should be examined carefully and implemented systematically. Normally the following actions are carried out: a. Diagnosticians: i. Write up the problems and the measures to improve them. These documents are sent to the diagnosis-receiving departments and sections, where they are treated as instructions. ii. Write up minutes of comments, questions and answers that arose during the diagnosis and the contents of the on-site diagnosis. These minutes are distributed to the diagnosis-receiving departments and sections, and to other departments and sections as reference data. b. Diagnosis-receiving departments and sections: i. Map out improvement plans for all the items pointed out in the diagnosis, and report their plans to the department or section in charge of TQM promotion. ii. Carry out improvement plans. iii. Submit interim reports with items that have not been fully improved within three months. iv. Write completion reports once items pointed out in the presidential diagnosis have been fully improved. c. In the next diagnosis the president and CEOs follow up on the items pointed out in the diagnosis. Figure 1.7b Table of measures to be taken on items pointed out at the presidential diagnosis meeting Discussion The following questions ask you to think about how the ideas in the text could be applied in your company. Some of the 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 examples referred to in the text, if you feel these are relevant to your company. a. Do the president and/or CEOs of your company pay such visits to the different divisions, departments or work sites? If so, how do they conduct them and what are the benefits of the visits? If not, do you think they would be a good idea? How should they best be conducted in your company? b. Parag. 1: Do you agree that this is what successful management of policy is about? Is there anything else you would add? (Remember that the subject here is the management of policy.) c. Parag. 1: What does “display leadership” mean in your opinion? How important is it that presidents get out of the main office? d. Parag. 2a: How easy do you think it would be for the CEO of your company to hold such diagnostic visits? What kind of response do you think he or she would get? e. Parag. 2b: Would it be important to have cross-functional activities and processes diagnosed from a company-wide perspective in your company too? Why? Unit 1 - Chief Executive Officer: Managing Policy 24 A Roadmap to Quality UNIDO unit 1.qxd 3/10/05 12:42 PM Page 25 f. Figure 1.7b: Would this diagnosis programme also be appropriate in your company? Would you make any adjustments to it? g. Parag. 3: Can you give concrete examples of information that your departments or sections receiving such a diagnosis might give to the CEO? h. Parag. 4 gives a detailed list of points that visiting diagnosticians should pay attention to. Look at each of these, consider how important each is, and to what extent it would apply in your company. What developments would be needed in your company for such a full diagnosis to take place? i. Parag. 5: Why is it important to carry out follow-up activities after the diagnosis by the president? What could prevent the measures suggested by the president being carried out? j. Apply the RADAR questions to introducing or improving ‘Diagnosis by the president’ in your company. Action plan Complete your action plan for introducing or improving policy management in your company by including proposals for carrying out a presidential diagnosis of the implementation of policies. A Roadmap to Quality 25 Unit 1 - Chi...
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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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