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Management Supervision > 11-12 > Flashcards

11-12 Flashcards

1
Q

Controls

A

The rules, regs & standards to measure against goals and determine next steps

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2
Q

4 steps of controls

A

1-set standards
2-measure results
3- compare results to standards
4-corrective action

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3
Q

2 roles of supervisor

A

judge & problem solver/decision maker

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4
Q

control “standard”

A

basis or criteria set in concrete terms:

a) what expected
b) deviation accepted

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5
Q

tolerance

A

permisable deviation from a standard

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6
Q

3 sources of control standards

A

1-past performance
2- high hopes
3- systematic analysis

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7
Q

variance

A

gap or deviation between actual & standard

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8
Q

3 control opportunities

A
  • preventative-
  • concurrent-
  • corrective-
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9
Q

feedback

A

process of relaying performance back to person causing performance

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10
Q

kinds of controls

A

1) output
2) quality
3) time
4) material
5) equipment
6) cost
7) employee performance

290

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11
Q

specifications

A

standardized dimensions/characteristics pertaining to product

290

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12
Q

budget

A

document combines stardars with allowcations for expenses

291

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13
Q

management by exception

A

delegate corrective action to subordinate as long as withing acceptable performance range

291

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14
Q

business dashboard

A

visual portrait of key performance measures

292

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15
Q

balanced scorecard

A

system to report key info from multiple areas related to goal

292

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16
Q

areas of scorecard that are balanced

A

financial, customer, business process, learning & growth. short & long term balance

292

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17
Q

TQM

A

Total Quality Management

293

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18
Q

Total Quality Management

A

customer satisfaction must be drawn into quality planning and commitment from suppliers 293

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19
Q

benchmarking

A

like TQM. Find out what clients really want in product or service & use that as benchmark.

293

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20
Q

ultimate goal of bench marking

A

methods and outcomes

a) for ultimate customer satisfaction
b) internal methods & procedures most cost & quality effective

293ish

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21
Q

six sigma

A

fewer than 1 in 3.4 million would not pass inspection. 6 standard deviations from mean. Uses DMAIC

293

22
Q

DMAIC

A 
Define quality
Measure 
Analyze
Improve it
Control it

294

23
Q

root cause analysys

A

systematic problem solving approach to uncover fundamental cause and prevent repeat

294

24
Q

key characteristics of control process

A

1) acceptance by people controlled
2) identification of strategic control points
3) Timeliness
4) Accuracy
5) Conciseness
6) Cost/Benefit
7) Undertandable
8) Causality

296

25
Q

Causality

A

What caused thing to go wrong?

296

26
Q

positive control approaches

A 
1- emphasize value of controls
2-avoid arbitrary or punative standards
3- Be specific
4- aim for improvement, not punish
5- be clear in penalty for nonconformance
5- don't make threats you don't keep
6- be consistent

297

27
Q

performance appraisal process

A
  • establish goals & standards
  • observe & collect quantitative and qualitative data
  • both parties compare actual results to standards
  • go through results and corrective action together

310

28
Q

purposes of performance appraisal

A

1- encourage good behaviour
2- satisfly employee curiosity about performance
3- provide oportunity for devoloping employee skills
4- provide foundation for later judgements that concern career

311

29
Q

Where do appraisals go wrong?

A
  • use appraisals to create destructive rivalries & hard feelings
  • overemphasize work factors that are easily quantified
  • use as power trip
  • being incensitive
  • treat protected groups unfairly
  • “sugar coating” for fear

312

30
Q

performance appraisal

A

formal evaluation of performance & fulfilment of role

twice a year is best

312ish

31
Q

Job evaluation

A

worth of a job compared with other jobs
-not individual who performs it

313

32
Q

Merit Raises

A

increase salary for individual’s performance

should keep seperate from appraisals

313

33
Q

reasons employees fail when giving effort

A 
1- assigned to wrong work for capabilities
2- lacks training
3- victim of pressure from work groups
4- physical or emmotional problems
5- supervisor is hopeless
6- mechanical or procedural problems

313

34
Q

Graphic rating scale

A

alphanumeric or numeric performance review on series of items

315ish

35
Q

2 factors of appraisal

A

objective (quantity, quality) & subjective (personality, etc.)

315

36
Q

Critical incident

A

occurance that illustrates employees performance

316

37
Q

10 rater biases

A 
1- recency
2- overemphasis
3- unforgiveness
4- prejudice
5- favoritism
6- grouping
7- Indiscrimination - all bad or all good
8- Stereotyping
9- Similarity (to you)
10- Central tendency

317

38
Q

halo effect

A

1 favorable aspect or quality overshodows other ratings

317

39
Q

Minimize rating bias

A

a-aware of pitfalls
b-rate employees on one factor at a time
c- monitor own historical pattern of ratings
d- discuss ratings with peer supervisors & invite questions

317

40
Q

BARS

A

Behaviorally Anchored Rating Scale - performance approval that describes and provides examples of behavior that can be rated along a scale from outstanding to unsatifactory

best means of appraisal, but too focused on activity not results
317

41
Q

forced rankings

A

requires supervisors to array employees from best to worst

320

42
Q

MBO

A

Management By Objectives

supervisor & superior agree on goals to be attained

320

43
Q

Appraisal Interview Steps

A

1- prepare employee
2-put employee at ease & clarify purpose of meeting
3- give credit
4- review things NOT accoplished
5- avoid appearing too judgemental
6- Engage in joint planning. target you should set.
7- explore what you can do and follow through
8- ask employee to summarize. End on high note

321

44
Q

save face

A

employee actions to restore after receiving news that they are complete shit during appraisal

322

45
Q

attributions

A

excuses

322

46
Q

Feedback-avoiding behavior

A

employees avoiding performance info from supers

323

47
Q

probationary period

A

best time to show employee how worthless they are and shape them

90 daysish (30-365)

326

48
Q

legal doctines regarding appraisals

A
  • equal pay for equal work
  • no discrimenation
  • accommadation of Vet needs
  • equal employment opportunity

327

49
Q

4 steps to minimize accusations that you are doing what you are

A

1- base appraisal on what job requires
2- avoid subjective judgements
3- stick to documentable facts
4- don’t be favorable to race, religion, etc.

328ish

50
Q

should i keep records of how horrible an employee is

A

probably, but required to give a copy. check with management

328

51
Q

ethical issues involved in appraisal (4)

A

1- confidentiality
2- inconsistency
3- egoism
4- fairness

329

Management Supervision (3 decks)

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