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Explanation of Critical Dimensions
Adaptability. Ability to perform a variety of tasks, often changing assignments on short notice.
Administration. Keeps other members of the organization informed of progress and problems. Monitor progress of delegated assignments. Make corrections when necessary.
Analysis. Finds and uses relationships between data from different sources. Identifies research questions. Obtains and analyzes relevant information.
Attention to detail. Accomplishes a task thoroughly with concern for all aspects, no matter how small.
Control. Establishes and uses techniques to monitor and supervise the work of subordinates. Monitor the results of delegated assignments.
Cooperation. Works well with other people. Takes time to help co-workers, customers and other achieve their goals and assignments.
Customer Service. Is helpful and responsive to customers. Shows patience and consideration. Maintains a good customer relations by receiving complaints and problem reports, and attempts to resolve them within the limits of existing policy.
Decision-Making. Identifies problems, obtains necessary information, develops and assesses alternative courses of actions. Makes timely decisions based on logical assumptions and using all available information.
Delegation. Assigns decision-making and other responsibilities to subordinates. Uses subordinates effectively.
Diagnostic Ability. Identifies likely causes of equipment problems through inspections, tests and observations.
Energy. Maintains a high level of activity.
Flexibility. Willing to modify plans and behavior when necessary to meet goal.
Grammar/Proofreading. Written, transcribes and proofreads written material with a high level of accuracy.
Image. Commands attention and respect. Shows an air of confidence.
Independence. Takes action based on personal convictions. Does not rely solely on the opinion of others.
Information Retrieval. Develops a system of filling that provides access to specific information. Shows ability to retrieve and delivery information.
Initiative. Actively tries to influence events to achieve goals. A self-starter, working well without close supervision. Tries to achieve goals beyond minimal levels of performance.
Executive Insight
One of the best resources of reliable information is that which comes from personal observation. Prudent executives make it a regular practice to get out into the shop or field. They want to see for themselves what is going on, to make inquiries personally, and to view situations and progress from the eyes and ears of employees, from vendors and customers, from competitors, and from independent analysts. In a classic case, none of the British field commanders in Singapore during World War II made it clear to Prime Minister Churchill that the peninsula had no landward defenses, although the Japanese troops were advancing rapidly down the peninsula itself. It was not until General Sir Archibald Wavell was appointed supreme commander of the area that the general himself, on a last-minute personal inspection, made the discovery. The point is clear: Only by initiating frequent direct contact with and observation of a variety of information sources, can managers verify the quality of information sources, can managers verify the quality of information that reaches them through formal reporting channels.
Developing your Problem-Solving and Decision-Making Skills.
Some new Supervisors and Managers believe that problem-solving is an arcane art and depends largely upon magical formulas. They also view decision-making as simply being able to say at appropriate times "yes" or "no".
Problem-solving is not as difficult to master as they believe. Not is decision-making as simple as saying "yea" or nay". Still, both skills are as important to achieving success as Manager, that you should spend a considerable amount of time checking your abilities in these activities and continually seeking to improve on these skills. The dimensions of problem-solving are enormous. One researcher estimates that an average first line Supervisor or Foreman confronts about 80 problems each day. Most of them are minor and recur so frequently that they are relatively easy to take care of. So if you come across such problems, do not hesitate to call someone who is used to these in the past. Call you Area Manager or Head Office. Philippe M. Claparols VP - Admininstrations
How to Apply the Key Ideas in Your Work
MANAGEMENT INFORMATION SYSTEMS A modern management information system (MIS) tries to keep track of everything that may help to make a manager’s decision effective. In a delivery company, for example, MIS collects and analyze information about product development, production, marketing, and finance, and cost cutting in these hard times. In an airline company, like a commercial airline, mis may encompass other functions such as aircraft operation, maintenance, scheduling, and customer sales and ticketing.
COMPONENTS OF THE SYSTEM
Sources of Information. These are internal and external sources discussed above. Sources include past, present and projected data and information from your day to day work. So it is vital that you are at work to see the needed data.
Information needed for decision. Experts describe internally generated information as "primary" and that from all other sources as "secondary." Note that some sort of data collecting and processing unit is needed to retrieve information from the available sources and comfort it into information applicable to MIS. Computers are used in companies that have them but are not essential to all management information systems.
Decision making. The system makes decisions about information usage at this point. The decision-making mechanism may be a human being, or it may be a computer that is programmed to make certain routine decision based upon a standard and a number of preselected alternatives that you have analyzes very well.
Plans, goals, and actions. These are represented by budgets, procedures, and actions taken according to instructions from the decision made be manager/area managers. These may be formulated and transmitted either by an individual or be computer.
Control comparisons. These are the comparisons made by checking operating results against the control standards. A variance report, which tells a manager how closely his department has come to meeting it’s budget (with variances either over or under budget), is a typical managerial control comparison. These comparisons may be made by personal, mechanical, or electronic and the reports prepared by hand or by computer.
Corrective action. According to whether or not the control comparisons are favorable, corrective action is determined by the decision-making mechanism (C), again either by human or programmed computer. The control action may redirect (and / or change) (D) plans, goals, and action instructions, and (E) standards, if necessary. It may also advise the information bank (B) of changes in the amount, quality, timing, and specifics of information needed in the future.
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