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Management Supervision > 11-12 > Flashcards

11-12 Flashcards

(51 cards)

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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

Study These Flashcards
A

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

293

22
Q

DMAIC

Study These Flashcards
A 
Define quality
Measure 
Analyze
Improve it
Control it

294

23
Q

root cause analysys

Study These Flashcards
A

systematic problem solving approach to uncover fundamental cause and prevent repeat

294

24
Q

key characteristics of control process

Study These Flashcards
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
Causality
What caused thing to go wrong? 296
26
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
27
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
28
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
29
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
30
performance appraisal
formal evaluation of performance & fulfilment of role twice a year is best 312ish
31
Job evaluation
worth of a job compared with other jobs -not individual who performs it 313
32
Merit Raises
increase salary for individual's performance should keep seperate from appraisals 313
33
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
34
Graphic rating scale
alphanumeric or numeric performance review on series of items 315ish
35
2 factors of appraisal
objective (quantity, quality) & subjective (personality, etc.) 315
36
Critical incident
occurance that illustrates employees performance 316
37
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
38
halo effect
1 favorable aspect or quality overshodows other ratings 317
39
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
40
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
41
forced rankings
requires supervisors to array employees from best to worst 320
42
MBO
Management By Objectives supervisor & superior agree on goals to be attained 320
43
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
44
save face
employee actions to restore after receiving news that they are complete shit during appraisal 322
45
attributions
excuses 322
46
Feedback-avoiding behavior
employees avoiding performance info from supers 323
47
probationary period
best time to show employee how worthless they are and shape them 90 daysish (30-365) 326
48
legal doctines regarding appraisals
- equal pay for equal work - no discrimenation - accommadation of Vet needs - equal employment opportunity 327
49
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
50
should i keep records of how horrible an employee is
probably, but required to give a copy. check with management 328
51
ethical issues involved in appraisal (4)
1- confidentiality 2- inconsistency 3- egoism 4- fairness 329

Management Supervision (3 decks)

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