Management Flashcards
Effective records can help a manager to:
make decisions based on fact rather than ‘guesswork’.
* identify performance targets, monitor performance and take remedial action.
* know what staff resources are available to meet production/service requirements.
* more accurately assess levels of performance and productivity.
* know the level of absenteeism and staff turnover.
* use the outcomes of staff appraisal to identify training needs.
* comply with legislation.
* be aware of Health and Safety issues.
What type of system?
accurate, reliable and consistent.
* accessible and readily available.
* effectively linked to specific processes and policies.
* confidential with regard to personal details.
* valid and actually measure what it says it does.
* credible, with the source of the information having credibility.
* adaptable, so that it can cater for future developments and changes.
* economical in its introduction, use and maintenance.
* compliant with any relevant legislation.
* comprehensive, covering all relevant activities
Reviewing the records system.The main questions to ask in any review might include:
Does it provide the answers required quickly and accurately?
* What has been the failure rate?
* Is the organisation making effective use of the information that is available?
* Is all the information useful and necessary?
* Is there any unnecessary duplication of records?
* Is it proving easy to keep the records up-to-date?
* What improvements might be made to the system?
There are two kinds of knowledge:
explicit knowledge and tacit knowledge:
Explicit knowledge
This is knowledge that has been captured somewhere – in documents perhaps. It is knowledge that
has, through some process, been laid down, and put into a re-usable format, so other people, or
systems, can work with it. A Fire Service example would be Service Orders and other formal
procedures and policies and data produced from performance management systems. In many
instances it can be processed and analysed. It can therefore be regarded as organisational
knowledge and contributes to performance management and effective decision making.
What is Tacit knowledge
- empowering individuals and teams.
- facilitating ways for staff to exchange knowledge, for example the result of pilot schemes and
debriefings after major incidents. - rewarding staff for sharing knowledge with others such as Staff Suggestion Schemes.
The sharing of both types of knowledge is important and helps to ensure:
effective performance monitoring that aims to identify ways to improve organisational
effectiveness and develop more effective ways of working.
* effective decision making as decisions and policies are based on objective information.
* mitigation of corporate risk by, for example, the identification of training and development needs
and health and safety issues.
* empowerment of teams and individuals that improves performance and aids motivation.
* sharing of good practice within and across organisations.
* encouragement of creativity, for example, via staff suggestion schemes.
* lessons are learnt from unusual situations
What is De-briefing
In emergency services, a valuable way of combining both explicit and tacit knowledge is the ‘hot’ and
‘cold’ de-briefing system following incidents as this can identify:
* the support needs of personnel.
* trends which seem to be developing and the implications for future service delivery.
* the need to review procedures or change procedures.
* improvements and the actions needed to introduce these.
* trends which might promote research.
* feedback which other agencies may find helpful.
meritorious action.
Knowledge management system
What is Knowledge management system
Many organisations set up specific knowledge management systems, such as:
* an intranet which provides a library of information and knowledge which can be accessed by staff.
* data warehouses that hold information from a variety of sources.
* a network or ‘communities of interest’ to enable staff with particular expertise to share information.
* mapping out sources of expertise and letting staff know who they can call upon for help.
* using email to rapidly move information around the organisation and encourage collaboration.
* using decision support systems that combine analysis and modelling to help with major strategic
decisions
Steps involved in decision making
Recognising a new situation or problem. This involves asking the right questions so that the
situation to be tackled is clearly stated.
* Collecting data which is relevant so that the information is focused and the right staff are
consulted and their views and expertise is obtained.
* Developing a range of alternative solutions to ensure that they are technically feasible, financially
viable and acceptable to the major players involved. As part of the process techniques such as
brainstorming can be used.
* Assess the consequences of introducing each of the alternatives, taking these into account as well
as any ‘knock on’ effects of each of the potential solutions.
* Selecting the best alternative option, which best meets the circumstances.
* Implementing the solution, which will require careful planning, ensuring that all relevant staff are
briefed and that work plans are produced.
* Measure the results, through the use of target setting and monitoring arrangements. This allows a
review to take place and the success of the solution or otherwise to be assessed. If it is not working
as intended, then alternative approaches can be considered. Learning from mistakes can be a
valuable aspect of organisational learning. Some solutions can be assessed fairly quickly, with
others such as culture or attitude change being assessed over years rather than months
Organisational Risk Management helps Fire and Rescue Services to:
- recognise and address important risks.
- make decisions about how to handle these risks.
- monitor progress in managing these risks.
- learn how to make improvements in dealing with risk.
- increase the benefits and decrease the costs for uncertain activities.
risks are classified
using the following headings:
Human health and safety – related to the consequences of an organisation having de-motivated
and dissatisfied staff, insufficient staff with the right skill level and processes which have health
and safety implications.
* Environmental resources – organisations need to be aware of processes which could damage the
environment in some way and need to identify these so that they can be mitigated.
* Property, buildings, or other assets – related to organisations having insufficient physical assets
such as buildings and equipment to be able to operate effectively. Buildings and equipment such
as emergency vehicles and protective equipment also need to be effectively maintained and at
times replaced.
* Financial – all organisations need funds to operate and so effective budget management and
monitoring is important as is the prevention of fraud and ensuring that value for money is achieved
when purchasing goods and equipment many of which can involve high cost contracts and long
term commitments.
* Political and reputational – public sector organisations operate within a political context and the
support of politicians is important. Loss of reputation can occur if the organisation fails to fulfil its
function or act unlawfully or immorally. For example lack of commitment to equality and diversity
can affect how an organisation is viewed by the public and potential employees.
Technological – most organisations nowadays are highly dependent on the use of information
technology which needs to be maintained, developed and protected from the negative action of
staff.
* Operational (organisational interruption, liability) – all organisations have process, procedures
and tasks which need to be efficient and effective. For example, Fire Services have to be able to
deal with a wide range of emergency situations and preventative activities. Many of which may
require the cooperation of other organisations
Risk management entails asking the following questions:
- What is the risk here? (risk identification).
- What will happen to desired outcomes? (risk evaluation – impact).
- How likely is the event to happen? (risk evaluation – probability).
- Does the benefit outweigh the risk? (risk/benefit analysis).
- Can we do anything to reduce the risk? (risk reduction).
- Has anything happened which alters the risk? (risk monitoring).
- What plans can we put in place in case the event should happen? (contingency/service continuity
planning). - What insurance can we buy to mitigate the risk or can we contract out this risk? (risk transfer).
- What financial provisions should we hold for the primary or residual risk? (risk funding.
What are Contents of a risk register
Risk number (unique within register) - so that in future it can be easily identified from amongst all
the information in the risk register.
* Risk type - the type will influence the mitigating actions required.
* Author (who raised it) - this also identifies the level or the part of the organisation which could be
affected by the risk.
* Date identified - this shows how long the risk has existed and whether it needs to be reviewed to
determine if it still exists.
* Date last updated - this is to ensure that risks are being reviewed on a regular basis.
* Description - this will identify which part of the organisation should be responsible for the
management of the risk.
* Likelihood of the risk occurring - if there is a high likelihood, then more attention needs to be given
to the risk.
* Interdependencies with other sources of risk - some risks will have a knock-on effect which could
result in more than one part or aspect of an organisation being affected.
* Expected impact and potential consequences - this will help the organisation assess how many
problems could be caused to the organisation if the risk is not mitigated.
* Bearer of risk - this will help the organisation assess if the risk could be transferred ie by insurance
of the outsourcing of some aspects of the organisation.
* Counter-measures - actions which have been taken to mitigate the risk, these should be reviewed
on a regular basis to ensure that they remain current
