11-12 Flashcards
Controls
The rules, regs & standards to measure against goals and determine next steps
4 steps of controls
1-set standards
2-measure results
3- compare results to standards
4-corrective action
2 roles of supervisor
judge & problem solver/decision maker
control “standard”
basis or criteria set in concrete terms:
a) what expected
b) deviation accepted
tolerance
permisable deviation from a standard
3 sources of control standards
1-past performance
2- high hopes
3- systematic analysis
variance
gap or deviation between actual & standard
3 control opportunities
- preventative-
- concurrent-
- corrective-
feedback
process of relaying performance back to person causing performance
kinds of controls
1) output
2) quality
3) time
4) material
5) equipment
6) cost
7) employee performance
290
specifications
standardized dimensions/characteristics pertaining to product
290
budget
document combines stardars with allowcations for expenses
291
management by exception
delegate corrective action to subordinate as long as withing acceptable performance range
291
business dashboard
visual portrait of key performance measures
292
balanced scorecard
system to report key info from multiple areas related to goal
292
areas of scorecard that are balanced
financial, customer, business process, learning & growth. short & long term balance
292
TQM
Total Quality Management
293
Total Quality Management
customer satisfaction must be drawn into quality planning and commitment from suppliers 293
benchmarking
like TQM. Find out what clients really want in product or service & use that as benchmark.
293
ultimate goal of bench marking
methods and outcomes
a) for ultimate customer satisfaction
b) internal methods & procedures most cost & quality effective
293ish
six sigma
fewer than 1 in 3.4 million would not pass inspection. 6 standard deviations from mean. Uses DMAIC
293
DMAIC
Define quality Measure Analyze Improve it Control it
294
root cause analysys
systematic problem solving approach to uncover fundamental cause and prevent repeat
294
key characteristics of control process
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
Causality
What caused thing to go wrong?
296
positive control approaches
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
performance appraisal process
- establish goals & standards
- observe & collect quantitative and qualitative data
- both parties compare actual results to standards
- go through results and corrective action together
310
purposes of performance appraisal
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
Where do appraisals go wrong?
- 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
performance appraisal
formal evaluation of performance & fulfilment of role
twice a year is best
312ish
Job evaluation
worth of a job compared with other jobs
-not individual who performs it
313
Merit Raises
increase salary for individual’s performance
should keep seperate from appraisals
313
reasons employees fail when giving effort
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
Graphic rating scale
alphanumeric or numeric performance review on series of items
315ish
2 factors of appraisal
objective (quantity, quality) & subjective (personality, etc.)
315
Critical incident
occurance that illustrates employees performance
316
10 rater biases
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
halo effect
1 favorable aspect or quality overshodows other ratings
317
Minimize rating bias
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
BARS
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
forced rankings
requires supervisors to array employees from best to worst
320
MBO
Management By Objectives
supervisor & superior agree on goals to be attained
320
Appraisal Interview Steps
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
save face
employee actions to restore after receiving news that they are complete shit during appraisal
322
attributions
excuses
322
Feedback-avoiding behavior
employees avoiding performance info from supers
323
probationary period
best time to show employee how worthless they are and shape them
90 daysish (30-365)
326
legal doctines regarding appraisals
- equal pay for equal work
- no discrimenation
- accommadation of Vet needs
- equal employment opportunity
327
4 steps to minimize accusations that you are doing what you are
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
should i keep records of how horrible an employee is
probably, but required to give a copy. check with management
328
ethical issues involved in appraisal (4)
1- confidentiality
2- inconsistency
3- egoism
4- fairness
329
