high output management

Question 1

Tolerance for desorder

Answer 1

Again, as a manager in such a workplace, you need to develop a higher tolerance for disorder. Now, you should still not accept disorder. In fact, you should do your best to drive what’s around you to order.

Question 2

Manager output

Answer 2

The output of a manager is the output of the organizational units under his supervision or influence.

Question 3

Managerial leverage

Answer 3

measures the impact of what managers do to increase the output of their teams

Question 4

Managing your own career

Answer 4

if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.
1- Are you adding real value or merely passing information along? How do you add more value?
2- Are you plugged into what’s happening around you? And that includes what’s happening inside your company as well as inside your industry as a whole.
3- Are you a node connected to a network of plugged-in people or are you floating by yourself?

Question 5

Hands-off or hands-on manager?

Answer 5

Depends. If the employee is immature in the task hands-on training is essential. If the employee is more mature, then a delegate approach is warranted.

Question 6

limiting step

Answer 6

We should plan our flow around the most critical step. https://miro.medium.com/max/862/1*5jhKGeE94nMdv5GSXV2kZA.png To apply this principle to any production problem, you should build the sequence around its most expensive feature.

Question 7

Rule of early stages

Answer 7

You should detect and fix any problem in a production process at the lowest-value stage possible.
To get acceptable quality at a lower cost, it is vitally important to reject defective material at a stage where its accumulated value is at the lowest possible level.

Question 8

Indicators

Answer 8

Any measurement is better than none. But a genuinely effective indicator will cover the output of the work unit and not simply the activity involved.

Question 9

Linearity indicator

Answer 9

The linearity indicator can give us an early warning that we are likely to miss our target.

Question 10

Forecast indicator

Answer 10

According to the previous data, making forecasts will help us know how are will be doing in the future according to old data.

Question 11

One should never let substandard material proceed when its defects could cause a complete failure for our customers.

Answer 11

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Question 12

Definition of productivity

Answer 12

the output divided by the labor required to generate the output. Work Smarter, not harder.

Question 13

Work simplification

Answer 13

Automation is a way to improve the optimization of all types of work.
To implement work simplification, we need to understand why each step is performed.

Question 14

know-how manager

Answer 14

the manager’s output must be measured by the output created by subordinates and associates. If the manager is a knowledge specialist, a know-how manager, his potential for influencing other teams of the organization is enormous.

Question 15

Individual contributos

Answer 15

Individual contributors who gather and disseminate know-how and information should also be seen as middle managers because they exert great power within the organizations.

Question 16

Nobody creates value by themself

Answer 16

A coach or a quarterback alone does not score touchdowns and win games. Entire teams with their participation and guidance and direction do.

Question 17

¿What do managers do?

Answer 17

• Must keep many balls in the air at the same time and shift his energy and attention to activities that will most increase the output of his organization. In other words, move to the point where his leverage will be the greatest.
• Information gathering is the basis of all other managerial work. Know what is happening around all the teams to take more informed decisions.
• Nudging: This means when you recommend a team to go in the direction you would want. For every unambiguous decision we make, we probably nudge things a dozen times.
• Taking desitions.
• We are role models for people in our organization. Nothing leads as well as an example. Doing, and doing visibly.
• Allocating resources: Manpower, money, and capital.

Question 18

Quick information is better than big written texts

Answer 18

The most useful information for managers comes from quick, often casual verbal exchanges. This usually reaches a manager much faster than anything written down. The most timely the information, the more valuable it is.

Question 19

There is no “best way” to influence people on your team.

Answer 19

Some of us feel comfortable dealing with large groups and talking about our feelings and values openly fashion. Others prefer working one on one with people in a quieter, more intellectual environment.

Question 20

Manager’s most important resource to allocate

Answer 20

Own time.

Question 21

How to be a more productive manager?

Answer 21

• Speed up our work
• Shift from low leverage activities to higher leverage.

Question 22

What are examples of high leverage?

Answer 22

• Key player communicates that they are leaving the company. You should put your entire attention there.
• New manager that has a big team in charge. Shadowing him/her to avoid unforced errors that could affect the hole team.
• Very important problems arising to the company that you can help resolve.
• Perform quickWin activities that could affect positively others on the long run, for example, performance reviews.

Question 23

can leverage be negative?

Answer 23

Yes. For example arriving unprepared to an important meeting where your are key participant. Waste of all people’s time.

Question 24

Delegation of leverage [IMPORTANT]

Answer 24

The delegator and delegatee must share a common information base and a common set of operational ideas or notions on how to go about solving problems.
Unless both parties share the relevant common base, the delegatee can become an effective proxy only with specific instructions.

Question 25

Delegation must be followed by follow-through.

Answer 25

Delegation without follow-through is abdication. You can never wash your hands of a task.

Question 26

Review rought drafts, don’t wait until a final presentation to find out that there is a basic problem with the idea.

Answer 26

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Question 27

Follow up and monitor your subordinates

Answer 27

The intensity of monitoring should be according prior performance. As the subordinate performance improves over time, you should reduce the intensity of the monitoring.

Question 28

Calendar as a production-planning tool

Answer 28

You must accept responsibility for 2 things
- Fill the holes between the time-critical events with non-time-critical though necessary activities.
- You should say no at the outset to work beyond your capacity to handle.

Question 29

It’s important to say NO earlier than later.

Answer 29

When you are saying yes to one thing, you are saying no to another.