Output of a manager is the output ofthe organizational units under theirsupervision or influence

Manager should move to point wheretheir leverage is greatest

Information sources should complement each otherand be redundant so you can verify what you've learned

Manager gathers information but is also a source of it

Choose most effective medium for what you want to accomplish

Manger should have 6-8 subordinates, allocate .5 day/week to each

Verbal sources: Most valuable but less accurate

Full report: comprehensive but slower

Visit a location and observe/ask questions

Gather information

Convey Information

Make Decision

Role Model

Def: Output of a manager/time worked

Speed up rate of work

Increasing activity leverage

Shifting mix of activities from low leverageto high leverage activities

Many people affected by one manager

If person's long term behavior is affected by a manager's limited words or actions

Large group's work affected by individual supplying key piece of information

ID limiting step and move yielding activities around it

Batch similar tasks

Actively use calendar to fill holes, say no to work beyond your capacity

Allow for slack in your scheduling

Carry an inventory in terms of projects

Develop procedures for repeated actions

Process-Oriented

Mission-Oriented

Free Discussion

Clear Decision

Full Support

What decision needs to be made?

When does it have to be made?

Who will decide?

Who needs to be consulted prior?

Who will ratify or veto the decision?

Who needs to be informed of the decision?

Strategy: Most abstract and general summary of the plan

Tactics: How you implement your strategy

Strategy at one level is the tactical concern of the higher level

Planning process applied to daily work

Develop objectives and milestones

Designed to provide feedback on task at hand

Feedback must be received soon after activity it is measuring occurs

Completely decentralized

Completely centralized

Deliver products at the scheduled time

At an acceptable quality level

At the lowest possible cost

Limiting step: Takes the most time/resources

Total throughput time: length of the entire process

Process manufacturing: physicallychanges the material

Assembly: components put togetherinto a new entity

Test: subject components/total to examination of its characteristics

Find the most cost-effective way to deploy your resources(equipment capacity, manpower, inventory, delivery time)

Choose in process tests over those thatwould destroy the product

Have enough raw material inventory to coverconsumption rate for the length of time ittakes to replace you raw material

Detect and fix any problem at the lowest-value stage possible

Sales forecast for the day

Raw Material Inventory

Equipment Condition

Manpower available

Quality Indicator

Focus each indicator on a specificoperational goal

Pairing indicators to prevent overreacting

Effective indicators cover the output of the work unit and not simply the activity involved

Monitor for errors when you are not likelyto encounter big problems

Spell out objectives of a group/individual

Provide objectivity

Can compare groups performing the same function

Analyze data to identify causes of problems

Build to Order

Build to Forecast

Def: Output/labor required

Increase productivity by operating faster

Increase productivity by increasing leverage (Work simplification/automation)

All a manager can do is create an environment in which motivated people can flourish

If we are to create and maintain a high degree of motivation, we must keep some needs unsatisfied

Role of manager is to train then move them to the point of self-actualization

Everything below self-actualization is self-limiting

Competence or achievement driven

Use MBO to create an environment where achievement is beyond immediate grasp

Person needs measures to guage progress and achievement

Most appropriate measures tie employee performance to organizations performance

Most important form of feedback is the performance review

Establish some rules of the game and ways for employees to measure themselves.

Comparing our work to sports may also teach us how to cope with failure

Ideal Coach

Highly structured approach

Communication, emotional support, encouragement

objective oriented

Assess performance

Deliver performance

Allocate rewards

Identify expectations

Compare short/long term impact

Time offset between activity and result

For leaders, their performance + team's

ID actions to improve/maintain performance

Will progress through stages of conflict resolution

Need facts and examples to demonstrate reality

ID technical knowledge

Assess how they performed previously

ID discrepancies between capabilities and performance

Determine if candidate would perform in your company's environment