MANAGEMENT THEORY REVIEW - Articles on Management Subjects for Knowledge Revision and Updating by Management Executives ---by Dr. Narayana Rao, Professor (Retd.), NITIE - IIM Mumbai --- 4.55+ MILLION Page Views---
Global Top Blog for Management Theory---Management for Effectiveness, Efficiency and Excellence.
The staffing principle of management says, in the organizations, there has to be required number of staff members always. There has to be effort to keep the staff in their jobs. This job is totally the responsibility of engineering supervisors in many dimensions. The supervisor cannot increase salaries, it is company's policy. But maintaining a positive work environment and climate is totally in the hands of the supervisor.
A person with goal has more motivation to plan and do the work as per plan. Supervisors must create goals for himself and encourage operators to set goals. Goals can be in learning new tasks, new processes and new skills. Goals can be for production quantities in a day, week or month. Goals can be in the area of health.
Taylor Task Management
Taylor emphasized the principle of goal setting and he advocated differential piece rate. If an operator produces above a scientifically designed task quantity, he will receive an extra piece rate. The reason is to make operator to commit to the goal with the promise a significant extra payment for reaching the goal.
Supervisors have to forecast and have to understand forecasts used by the organization.
Every manager must forecast the demand on his department for the coming period. Is it going down or going up. If it is going down he has to think why it is going down. Then he can think of how it can be increased.
Supervisors are considered as first line supervisors. In the earlier days of the factory system, there are actually production managers reporting to the general manager of the full facility. Today in the expanded, there are many more levels. Still every supervisor has to ensure that his section has sufficient future work and his operator will have jobs in the coming days. They should be able to talk to customers of the organization and also do statistical calculations. In diploma courses that prepare supervisors, statistics is taught.
Identify factors that need to be included in total cost when making global sourcing decisions.
Define uncertainties that are particularly relevant when designing global supply chains.
Explain different strategies that may be used to mitigate risk in global supply chains.
Understand decision tree methodologies used to evaluate supply chain design decisions under uncertainty.
Impact of Globalization on Supply Chain Networks
Opportunities to simultaneously grow revenues and decrease costs
Accompanied by significant additional risk
Difference between success and failure often ability to incorporate suitable risk mitigation into supply chain design
Uncertainty of demand and price drives the value of building flexible production capacity
The Offshoring Decision: Total Cost
Comparative advantage in global supply chains
Quantify the benefits of offshore production along with the reasons
Two reasons offshoring fails
Focusing exclusively on unit cost rather than total cost
Ignoring critical risk factors
A global supply chain with offshoring increases the length and duration of information, product, and cash flows. The complexity and cost of managing the supply chain can be significantly higher than anticipated. Quantify factors and track them over time. Big challenges with offshoring is increased risk and its potential impact on cost
Key elements of total cost
Companies have failed to gain from offshoring for two primary reasons—(1) focusing exclusively on unit cost rather than total cost when making the offshoring decision and (2) ignoring critical risk factors.
Ferreira and Prokopets (2009) suggested a model to companies to evaluate the impact of
off-shoring using the following key elements that affect total cost of procuring goods from off shore sources:
Supplier price
Terms
Delivery costs
Inventory and warehousing
Cost of quality
Customer duties, value added-taxes, local tax incentives
Cost of risk, procurement staff, broker fees, infrastructure, and tooling and mold costs
Exchange rate trends and their impact on cost
Risk Management In Global Supply Chains
One must keep in mind, however, that the opportunities from globalization are often accompanied by significant additional risk. Risks include supply disruption, supply delays, demand fluctuations, price fluctuations, and exchange-rate fluctuations. It is critical for global supply chains to be aware of the relevant risk factors and build in suitable mitigation strategies. Mitigation strategies cost additional money, but increased risk due to globalization has to be moderated by undertaking suitable mitigation strategies.
Good network design can play a significant role in mitigating supply chain risk
Every mitigation strategy comes at a price and may increase other risks
Global supply chains should generally use a combination of rigorously evaluated mitigation strategies along with financial strategies to hedge uncovered risks
Flexibility, Chaining, and Containment
Three broad categories of flexibility
New product flexibility
Ability to introduce new products into the market at a rapid rate
Mix flexibility
Ability to produce a variety of products within a short period of time
Volume flexibility
Ability to operate profitably at different levels of output
Decisions Under Uncertainty
Combine strategic planning and financial planning during global network design
Use multiple metrics to evaluate global supply chain networks
Use financial analysis as an input to decision making, not as the decision-making process
Use estimates along with sensitivity analysis
Summary of Learning Objectives covered in the summary
Identify factors that need to be included in total cost when making global sourcing decisions
Define uncertainties that are particularly relevant when designing global supply chains
Explain different strategies that may be used to mitigate risk in global supply chains
Understand decision tree methodologies used to evaluate supply chain design decisions under uncertainty
Effectiveness - Understanding what does the customer want. In case of direct customer interaction, carefully questioning and listening to the customer answers to ascertain the requirements of the customer. In case of standard designs, understanding the design drawing and the accompanying sample if any. If a process plan is already there, understanding the process plan. Effectiveness is related to the acceptance of the customer, internal or external.
Efficiency - It is related to the use of resources to do a job to satisfy the customer. The output by input ratio is called the productivity of the input. The supervisor have to keep the productivity high. If the operator working in the section become unhappy or dissatisfied, it is inefficiency. If the equipment breakdown due to wrong usage of it, it is also part of inefficiency. If the shop floor is made dirty and full of unnecessary waste and requires more cleaning it is also part of inefficiency. Supervisors have to be efficient in achieving effectiveness.
In engineering organizations, efficiency dimension is specially taken care of by industrial engineering department. They develop more productive designs and processes and train supervisors in them.
Industrial Engineering
Effectiveness First. Efficiency Next. Aim for Excellence
_________________
https://www.youtube.com/watch?v=pU8CdWfZZdU
_________________
Industrial Engineering Knowledge Center by Narayana Rao K.V.S.S.
Supervisors are being training in industrial engineering methods so that they can identify and suggest improvement in product designs and process plans.
Excellence is a comparison. In a set of competitors, where does the section stand? Is it average, below average, above average or excellent. Excellence demands the highest level of effectiveness and efficiency.
ESSENTIAL SKILLS FOR SUPERVISORS
ESSENTIAL SKILLS: THE ROLE OF MANAGEMENT, LEADERSHIP AND COACHING (4 HOURS)
ESSENTIAL SKILLS FOR SUPERVISORS
Unfortunately, many Supervisors in the workplace today have never received any formal supervisory training for their role. They may have been a great employee, which is usually the reason why they were promoted, but moving from managing yourself to supervising other people can be an incredible leap. This workshop is designed for both new and experienced Supervisors who wish to move beyond basic management skills and develop strong abilities to better lead their teams and shape their corporate culture.
This workshop links theory to practice with hands-on, action-based essential skills focused on:
Differentiation of roles;
Developing consistent attitudes with flexible strategies;
A CLEAR coaching model;
Leadership Styles;
Leadership and Coaching Self-Assessment; and
The language of leadership.
The price per on-site group workshop is $1595.00 plus applicable taxes (up to 18 seats).
MAKING THE TRANSITION TO SUPERVISOR (3 HOURS)
Making the move from co-worker to Supervisor can be a tricky transition. Often, former co-workers don’t want to treat you as their boss. They may want to continue treating you as one of the group out of habit or because of existing relationships. Other emotions such as jealousy, fear, or frustration can fuel a lack of respect, behavioural push back, and diminishing trust.
This basic training for new Supervisors provides you with easy-to-apply tools needed to make a successful transition into your new role. The workshop includes practical basic management know-how to plan, organize, coach, motivate, delegate, and communicate in order to be an effective new Supervisor. Topics include:
Managing personal relationships;
Combatting negativity and building trust;
Their perception becomes your reality;
It’s not a popularity contest, it’s about getting results;
A Prioritization Model; and
Productivity Tips.
The price per on-site group workshop is $1295.00 plus applicable taxes (up to 18 seats).
CREATING A CULTURE OF EXCELLENCE (3 HOURS)
Most Supervisors (and employees) don’t begin their day with the intention of achieving average results. Sometimes, what they focus on or how they behave, sets less than excellent standards and expectations. Instead of hard-driving, short-term performance programs, organizations today need to shift to a long-term game. By influencing the culture of the entire organization towards a mindset of excellence, Supervisors can set high standards, eliminate old habits and build organizational capacity focused on constant improvement.
Trainees in this workshop will roll up their sleeves and dive into:
Critical success factors;
The 5 attitudes of excellence;
Communicating the organizational vision;
Breaking down the barriers;
Moving from problem-solving to creating desired results; and
Sustainability.
The price per on-site group workshop is $1295.00 plus applicable taxes (up to 18 seats).
EFFECTIVE COMMUNICATION FOR SUPERVISORS (4 HOURS)
Supervisors of all levels within an organization need to be able to communicate effectively with employees, colleagues, and upper management. By improving communication skills, Supervisors can improve the flow of information, enhance teamwork, promote accountability, reduce errors, ramp up productivity, and provide greater consistency with fewer errors. Ultimately, effective communication improves the bottom line and facilitates growth.
Effective Communication for Supervisors workshop helps supervisors build strong communication skills and helps them promote the development of these skills among their employees. Participants will:
Understand the benefits of effective workplace communication;
Learn effective communication techniques – both verbal and non-verbal;
Explore the effect of body language on relationships and trust;
Recognize obstacles to effective communication;
How to deal with Challenging Personalities; and
Apply effective communications for difficult conversations.
RESOLVING CONFLICTS AND DIFFICULT SITUATIONS (4 HOURS)
Challenging situations are a fact of life in any workplace. These situations arise for a variety of reasons including our own or other people’s behaviours, conflicts of interest, personality clashes, errors, and a variety of unexpected circumstances. If managed well, they can have a powerful and positive effect. But if managed poorly, or ignored, they can be disastrous for business as conflicts negatively affect staff morale, efficiency, and commitment.
In this highly interactive workshop geared specifically for Supervisors, participants will not only learn effective strategies to resolve conflicts and difficult situations with sensitivity and respect, but they will also participate in active role-playing to hone their skills. During the workshop, participants will explore:
The Opportunity of Conflict;
Elements of effective communication during a conflict;
‘Response-ability’, or your ability to respond;
Effective strategies for different circumstances;
Breakthrough communication, the ‘Trust Effect’ and gaining resolution;
Courageous Conversations; and
Applying different strategies to handle demanding situations.
Supervisors with critical thinking skills can understand the logical connections between ideas, identify inconsistencies or mistakes in reasoning, and make effective decisions. Leaders that can develop these skills can also guide their people in creative problem solving, thereby improving productivity, and realizing potential opportunities for sales, service and organizational growth. People and organizations that understand and use critical and creative thinking methods can deal with complex situations, make better and faster decisions, create a more collaborative team environment, plan, manage and implement solutions more thoroughly and effectively, and generate innovative ideas to effectively manage costs and grow the business.
Participants in this workshop will sharpen their ability to unpack problems and opportunities and make well-informed decisions using their own real-world challenges.
This workshop will help participants:
Explore concepts and skills for critical thinking and solution-oriented problem solving;
Fine-tune team decision making to multiply potential options;
Use proven frameworks to customize their situational problem-solving approach;
Coach their employees to bring them ideas, rather than problems;
Increase their chances of success when offering recommendations; and
Promote a culture focused on innovation and growth.
PERFORMANCE MANAGEMENT (7 HOURS)
Performance management is not a negative process… unless everyone thinks it is. Many employees and Supervisors believe that performance management is for ‘problem employees’, or when behaviour or work results are less than desirable. The HR Council of Canada defines performance management as “the process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization”. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress, and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. Performance management, as part of a holistic approach to employee development, can be quite a positive process for both employees and Supervisors.
This full-day workshop will allow Supervisors to learn how to diagnose performance opportunities and the root-causes of performance problems, reinforce exemplary behaviour and work closely with their people to develop a mindset of accountability. Program participants will:
Explore techniques for planning, coaching and reviewing performance on an ongoing basis;
Gain clarity on mindset, ability and role challenges for employees;
Learn the art of providing constructive feedback;
Explore Motivation Theory and Goal Alignment;
Examine bench-marking strategies and setting realistic performance targets;
Learn how to deal with challenging performance;
Explore processes for performance discipline;
Learn strategies to ensure appropriate documentation; and
How to foster an environment of open communication and fairness.
The numbers are difficult to determine, but most Canadian experts agree that workplace bullying is rarely reported to management. There are many reasons why this happens including:
Employees are fearful of retaliation from the bully… or other members of the team;
Victims may be ashamed or embarrassed;
Worried that they will be labelled as a ‘snitch’;
Feel like they deserve it, or that they should have to deal with it themselves; or
Even though reported, management will do nothing. This important workshop builds on the concepts taught in the Employee Creating Respectful and Inclusive Workplaces workshop, by focusing specifically on the Supervisor’s role in building and supporting the culture of respect and inclusivity within the workplace. Supervisors in this workshop will gain clarity on:
Workplace attitudes & behaviours that drive bullying and harassment;
What bullying ‘is’ and ‘isn’t’;
Workplace behaviour policies – communication and enforcement;
Procedures for reporting incidents;
Procedures for investigations;
Effective questioning skills to get accurate details;
Recordkeeping responsibilities;
Being fair, impartial and trustworthy;
Bullying and harassing behaviour from Supervisors; and
Supervisors are paid to make decisions, and they need to be good at it because their choices affect employees and the organization's bottom line. Good leaders must be consistent in their decisions and must make them as quickly as possible. At the same time, they have to give these decisions a lot of thought. The trick is to be confident without being hasty, and thorough without getting stuck in the details.
Discover the basic foundations of sound, solid decision-making by Supervisors.
Gather Information: identifying facts
Develop Alternatives: recognizing possible solutions
Select the Best Alternative: weighing the pros and cons
Following Up: reflecting on decisions
Added features and benefits of training include:
A customizable PowerPoint presentation
Informative training points and bonus material for refresher or training talks
Video-enriched training organized by learning objectives that facilitates discussion
A printable Leader's Guide.
Related Products
Customers Also Viewed
Arrange a free, no-obligation demonstration today!
Customize training and empower employees with the dss⁺ Online Learning Solutions
Boyatzis (1982: 21) defines a job competency as “an underlying characteristic of a person, in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he or she uses, which is causally related to the achievement of effective, or better, work performances”.
1. the knowledge, skills, abilities, and other attributes required to perform desired future behavior (Blancero, Boroski, and Dyer, 1996: 387);
2. an individual's demonstrated knowledge, skills, or abilities (Ulrich, Brockbank, Yeung, and Lake, 1995: 474);
3. skills and traits that are needed by employees to be effective in a job (Mansfield, 1996);
4. knowledge and skills that underlie effective performance (McLagan, 1997);
5. knowledge, skills, abilities and behaviours required for successful performance of job duties (Mirabile, 1995: 13);
6. “an underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a given job or situation” ((Mitrani, Dalziel, and Fitt, 1992; Spencer and Spencer, 1993: 11);
7. a collection of observable behaviors that superior performers exhibit more consistently than average performers, grouped according to a central theme, which then becomes the competency (Klein, 1996).
Klein’s definition is significantly different from the others since, instead of maintaining that competencies underlie behaviors, it suggests that behaviors underlie competency. Woodruff (1993) raises a similar issue distinguishing between competence and competency and proposing that competence is a performance criterion while competencies are the behaviors driving the competence. This is similar to Klein's (1996) argument that competencies are not psychological constructs but thematic groups of demonstrated observable behaviors that discriminate between superior and average performance. These behaviors require no inference, assumptions, or interpretation.
