Table II:8 Overview of the Management System of an Organization
|
|
- Antony Greer
- 2 years ago
- Views:
Transcription
1 Table II:8 Overview of the Management System of an Organization Inputs: people, money, equipment, facilities, supplies, people's ideas, people's time, etc. System Loop Major Functions Comments Planning Developing Operating Evaluating Strategic planning for the organization (mission? vision? values? goals?) Business planning for each product or service (customers? outcomes? marketing? costs?) Resource planning for the organization (people? revenue? technologies? facilities? other?) Revenue development (obtaining and allocating funds for major activities) Board and employee development (recruiting, training, organizing) Development of other resources (facilities, supplies, policies, procedures, etc.) Supervision and teamwork Product and service development and sales Advertising and promotions Facilities management Financial management Administration Board Individuals Products and services Processes (cross-functional) Organization All activities are integrated with each other. Driving force behind all activities is leadership among Board members and employees. Leadership sets direction, guides resources toward the direction, and makes adjustments to keep resources on track. Strategic goals set direction for organization and suggest performance goals for Board and employees. Outputs: benefits to customers, trained Board members and employees. Copyright, Authenticity Consulting, LLC 154
2 The following descriptions are of each of the major functions listed in the previous table, Overview of the Management System of an Organization. The descriptions are organized according to the four major phases of a management system. Planning 1. Strategic planning Members of the Board and the employees conduct strategic planning to determine the overall purpose (mission) and direction (vision and goals) for the organization, as well as the methods (values, strategies, products and services) for the organization to work toward the purpose and direction. The strategic planning process provides input to all other major functions in the organization, especially business planning and resource planning. Thus, if strategic planning is not done well, the entire organization can be adversely effected. 2. Business planning (especially market analyses) During business planning and business development, the marketing research (or inbound marketing ) activities are conducted to identify, for example, specific needs (or business opportunities) among specific types of customers (target markets), and what products and services are needed to meet the needs of each target market. Business planning provides input to many other functions, such as resource planning (regarding employees, funding and people), financial management, and advertising and promotions. Many problems commonly associated with poor sales, advertising and promotions are really the result of poor business planning. 3. Resource planning Planners identify what resources are needed to implement the strategic and business plans. Usually, resources include people, funding, facilities, equipment, supplies, and even certain polices and procedures. Budgets usually are developed that include listings of resources that are needed, along with the estimated costs to obtain and support the use of those resources. Resource planning directly affects the quality of all operating activities because, without adequately identifying what resources are needed, major functions in the organization struggle to be effective. Developing 4. Revenue development Business planning for a product and service specifies how much money it might earn (expected revenues), how much money it might cost (expected expenses), any deficits (expenses exceeding revenue), and also cost of operations to develop and sell the product or service. The funding, or revenue, to address deficits and support operations must be obtained from profits, investors or elsewhere in the organization. If the revenue development is not done systematically and comprehensively, the products and services are not sufficiently funded, causing ineffective development and operations. As a result, sales, advertising and promotions can be adversely affected, as well. 5. Board and employee development (leadership and management) Members of the Board and the employees are developed by first identifying what expertise is needed to achieve the goals in the strategic and business plans. Development activities continue by obtaining, training and organizing members to better achieve the strategic and business goals. Note that many organizations recruit and develop personnel as an activity somewhat apart from their strategic and business planning activities. That approach may result in the organization being run more by personalities than by plans. The results of Copyright; Authenticity Consulting, LLC 155
3 successful development of Board members and employees greatly influence the success of the organization because they provide the leadership that drives the entire system with its phases of planning, developing, operating and evaluating. However, strategic planning and business planning must occur before development of the Board members and employees in order to provide direction for how they should be successfully developed. 6. Development of other resources There usually is a variety of types of resources (other than money and people) that needed to be obtained and developed, for example, facilities, equipment, policies and procedures. Perhaps most important among these resources are policies and procedures. They form the glue that aligns and integrates the resources of money and people. If those policies and procedures are not integrated and up-to-date, they can cause inefficiencies in the operating activities. As a result, members of the organization experience increasing inefficiencies and conflicts. Successful leaders have learned to focus on developing a firm foundation of plans and policies from which their organizations can more reliably grow. Operating 7. Supervision and teamwork A supervisor is someone who oversees the progress and productivity of people who report directly to the supervisor. Thus, a Board supervises the Chief Executive Officer, and a CEO supervises, for example, the Chief Operating Officer, etc. Teamwork is about how people work together to coordinate goals, roles, leadership and communication. The activities of supervision and teamwork are critical to the success of an organization because those activities ensure that goals are established in accordance with strategic and business goals, progress toward the goals is monitored, and adjustments are made among individuals to more effectively achieve the goals. Many times, recurring problems in other types of operating activities are really symptoms of poor teamwork. 8. Product and service development and sales This includes the ongoing activities that provide products and services to customers. The nature of these activities depends on the types of products and services and the target markets that they serve. For example, health services often require highly trained employees and technologies. The success of products and services depends a great deal on the effectiveness of strategic and business planning and of teamwork in the organization. 9. Advertising and promotions These outbound marketing activities are geared to inform stakeholders (customers, investors, community leaders) about new and current products and services, and also to keep them in the minds of stakeholders. Many times, problems in advertising and promotions are the result of poor business planning, such as unclear identification of what specific groups of customers (target markets) should be served, the needs and wants of each target market, and how the products and services meet each need and want. 10. Facilities management This includes identifying what major facilities will be needed, such as buildings, equipment and computer systems. The need for major facilities is identified during resource planning. Thus, problems caused by lack of facilities often are a result of poor resource planning. Problems caused by ineffective use of facilities often are a result of poor employee training and development. Copyright, Authenticity Consulting, LLC 156
4 11. Financial management Activities of financial management include documenting financial transactions (bookkeeping), generating and analyzing financial statements, and making adjustments to budgets based on the various analyses. This is usually done to Board-approved fiscal policies and procedures. Many times, people report problems with finances when they really mean problems with inadequate funding. Those problems are often caused by ineffective business planning and/or resource development. Problems that are truly about financial management often can be addressed by training personnel about bookkeeping and about generating and analyzing financial statements. 12. Administrative activities This includes the extensive range of detailed activities that must be coordinated and conducted on a daily basis to ensure the efficient operations of the organization. Many people think of these activities as clerical, or paperwork. Problems with administrative tasks often are the result of poor resource planning and employee development, or lack of appreciation for policies and procedures. Evaluating 13. Board self-evaluation Members of the Board of Directors should regularly evaluate the quality of their activities on a regular basis. Activities might include staffing the Board with new members, developing the members into well-trained and resourced members, discussing and debating topics to make wise decisions, and supervising the CEO. Probably the biggest problem with Board self-evaluation is that it does not occur frequently enough. As a result, Board members have no clear impression of how they are performing as members of a governing Board. Poor Board operations, when undetected, can adversely affect the entire organization. 14. CEO and employee performance evaluations Most of us are familiar with employee performance appraisals, which evaluate the quality of an individual s performance in their position in the organization. Ideally, those appraisals reference the individual s written job description and performance goals to assess the quality of the individual s progress toward achieving the desired results described in those documents. Continued problems in individual performance often are the results of poor strategic planning, business planning and employee development. If overall planning is not done effectively, individuals can experience continued frustration, stress and low morale, resulting in their poor overall performance. Experienced leaders have learned that continued problems in performance are not always the result of a poor work ethic the recurring problems may be the result of larger, more systemic problems in the organizations. 15. Evaluation of product and service development and sales Product and service evaluations have become much more common, particularly as markets become more competitive. Evaluations are often in the form of satisfaction surveys among customers. Evaluations are also focused on the quality of the processes to develop and sell the product or service, often under the auspices of quality control or customer service. An ineffective evaluation process often is the result of poor development and delivery of the product or service the development should continually produce measurements of quality and the delivery should be conducted such that final results can be evaluated from customers. Poor evaluation can also be the result of improper training about evaluation. When evaluations are not performed well, or at all, there is little feedback to the strategic Copyright; Authenticity Consulting, LLC 157
5 and business planning activities. When strategic and business planning are done poorly, the entire organization is adversely effected. 16. Evaluation of cross-functional processes Cross-functional processes are those that span several subsystems. Common examples include information technology systems and quality management of services. Because these cross-functional processes span so many areas of the organization, problems in these processes can be the result of any type of ineffective planning, development and operating activities in the overall management systems. 17. Organizational evaluation Ongoing evaluation of the entire organization is a major responsibility of all leaders in the organization. Leaders sometimes do not recognize the ongoing activities of management to actually include organizational evaluations but they do. The activities of organizational evaluation occur every day. However, those evaluations usually are not done systematically. As a result, useful evaluation information is not provided to the strategic and business planning processes. Consequently, both processes can be ineffective because they do not focus on improving the quality of operations in the workplace. Copyright, Authenticity Consulting, LLC 158
Table II:9 Overview of the Management System of a Nonprofit Organization
Table II:9 Overview of the Management System of a Nonprofit Organization Inputs: people, money, equipment, facilities, supplies, people's ideas, people's time, etc. System Loop Major Functions Comments
Sample Proposal for Organizational Development Services
Sample Proposal for Organizational Development Services This sample proposal might be a useful reference for you and your client as you both specify and communicate a project plan for change. Information
How to Start a Nonprofit Organization. What is the Purpose, or Mission, of the Nonprofit?
How to Start a Nonprofit Organization Successful leaders have learned not to undertake major projects, like starting a nonprofit, on their own. They have learned to trust the expertise and commitments
Glossary of Strategic Planning Terms
Glossary of Strategic Planning Terms The following list includes many of the most common terms used in strategic planning. Many planners might have a different interpretation of a particular term, especially
*This is a sample only actual evaluations must completed and submitted in PeopleSoft*
*This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today
Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
JOB PROFILE CONTACT CENTRE MANAGER
JOB PROFILE CONTACT CENTRE MANAGER OVERVIEW It s about you Are you able to juggle competing priorities while ensuring that clients are served well and the organization is represented in the best possible
Various Approaches to Building Programs
Various Approaches to Building Programs There are at least five different common approaches to developing a new nonprofit program. Each of the approaches is described in the rest of this topic. Some approaches
Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation
Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation Name Job Title Personal Information Division: Libraries & Educational Technologies Performance
Home Builders Association of Mississippi Position Description
Home Builders Association of Mississippi Position Description Title: Executive Vice President Purpose: The Executive Vice President is responsible for the successful leadership and management of the organization
Strategic Planning (in nonprofit or for profit organizations)
Strategic Planning (in nonprofit or for profit organizations) Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997 2008. Adapted from the Field Guide to Nonprofit Strategic
HOPE ACADEMY. 2011-2012 Performance Analysis
HOPE ACADEMY 2011-2012 Performance Analysis Core Question 2: Is the organization effective and well-run? 2.1. Is the school in sound fiscal health? STANDARD The school presents significant concerns in
Kenya Revenue Authority (KRA)
Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:
Absorb Additional Readings. Volunteer Your Services. Adapted from Field Guide to Consulting and Organizational Development
General Resources for Learning for Consultants Know Your Community s Resources for Businesses Depending on the size of the community, there is often a wide range of resources for consultants in the community.
Performance Appraisal Process for the CEO 1
www.simonejoyaux.com Simone P. Joyaux, ACFRE Performance Appraisal Process for the CEO 1 Note: This process and appraisal tool along with Joyaux CEO job description applies, in general to any organization.
What is Strategic Planning?
What is Strategic Planning? Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The
Field Guide to Consulting and Organizational Development. Table of Contents
Field Guide to Consulting and Organizational Development Collaborative and Systems Approach to Performance, Change and Learning Introduction Focus of Guidebook Audiences Content of Guidebook How to Use
SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09. Executive Development and Leadership
1 SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09 DEPARTMENT: CURRICULUM: COURSE TITLE: Supervision & Management (SMG) Supervision and Management Executive
Employee Engagement Survey
Employee Engagement Survey (SAMPLE EXTENDED REPORT) Presented by: 11 River Street Wellesley Hills, MA 02481 Table of Contents Topic Page Introduction 2 Engagement Research 4 Quantitative Results - Averages
Quality management principles
quality Quality management principles One of the definitions of a principle is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. Quality management
Matrix Management 2.0 Case Study Grocery Manufacturers Association
Matrix Mana agement 2.0 Case Study Grocery Manufacturers Association BACKGROUND Founded in 1908, Grocery Manufacturers Association (GMA) is the voice of more than 300 leading food, beverage and consumer
Leadership Competency Self Assessment
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
K - 12 Principal & Superintendent
BOSA COMPETENCY MATRIX Minnesota Administrative Licensure K - 12 Principal & Superintendent WINONA STATE UNIVERSITY COLLEGE OF EDUCATION DEPARTMENT OF EDUCATIONAL LEADERSHIP Name: Place of Employment Mailing
CTAA - SAFETY AND SECURITY OFFICER PROGRAM (CSSO)
CTAA - SAFETY AND SECURITY OFFICER PROGRAM (CSSO) 1 Training Agenda: Morning Session-Day 1: Introduction Leadership and Administration Transit Operations Afternoon Session-Day 1: Maintenance and Technology
Coordinate, develop, and manage the sales team to achieve objectives
Page 1 of 6 Coordinate, develop, and manage the sales team to achieve objectives Level 6 Credits 10 Purpose People credited with this unit standard are able to: develop objectives for sales team; evaluate
PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals
PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation
5 FATAL MANAGEMENT COMPANY DEFICIENCIES THAT DESTROY CASH FLOW
5 FATAL MANAGEMENT COMPANY DEFICIENCIES THAT DESTROY CASH FLOW Most people believe that they do a good job at what they do, however the people that typically do the best jobs recognize that there is always
Halifax County Public Schools. Business and Operations Administrator/Supervisor Evaluation and Final Evaluation Report
Halifax County Public Schools Business and Operations Administrator/Supervisor Evaluation and Final Evaluation Report Approved July 2012 73 74 Halifax County Public Schools Business and Operations Administrator/Supervisor
Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016)
Multi Business WAT Grant Training Courses at NTC s Center for Business and Industry in Wausau (September 2015 August 2016) To register, please email Maggie Coakley: coakley@ntc.edu Email Subject Line:
CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011
CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011 Chief Executive Officer Page 1 POSITION: REPORTS TO: EMPLOYMENT STATUS: CHIEF EXECUTIVE OFFICER MAYOR AND ELECTED COUNCIL FIXED TERM CONTRACT
Supervisor s Performance Management Guide
Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...
Chapter 1: Introduction to Project Management. It s not enough to be busy. The question is: What are you busy about? Henry Thoreau
Chapter 1: Introduction to Project Management It s not enough to be busy. The question is: What are you busy about? Henry Thoreau Learning Objectives Understanding the growing need for better project management,
Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1
Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate
Standards and Guidelines for Training Programs
Appendix 1 Standards and Guidelines for Training Programs This attachment highlights the content of national standards and guidelines that are relevant to training systems in child welfare agencies. We
11/12/2013. Role of the Board. Risk Appetite. Strategy, Planning and Performance. Risk Governance Framework. Assembling an effective team
Role of the Board Risk Appetite Strategy, Planning and Performance Risk Governance Framework Assembling an effective team Role of the CEO Accountability and Disclosure 1 Board members should act on a fully
National Commission for Academic Accreditation & Assessment
National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Programs Evidence of Performance Judgments about quality based on general
A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Frontline Managers: Are They Given the Leadership Tools to Succeed?
A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Frontline Managers: Are They Given the Leadership Tools to Succeed? Sponsored by Frontline Managers: Are They Given the Leadership Tools to Succeed?
MeadWestvaco Corporation
MeadWestvaco Corporation CORPORATE GOVERNANCE PRINCIPLES The mission of the Board of Directors is to foster the success of MeadWestvaco Corporation, including the enhancement of long-term shareholder value.
Department of Finance. Strategic Plan 2015-2019. California s Fiscal Policy Experts
Department of Finance Strategic Plan 2015-2019 California s Fiscal Policy Experts California s Fiscal Policy Experts MESSAGE FROM THE DIRECTOR Since fiscal year 2011-12, the state has recovered from budget
NAAS - inacol Standards for Quality Online Programs
NAAS - inacol Standards for Quality Online Programs Institutional Standards Institutional standards address the organization's vision, mission, philosophy and beliefs. The institutional standards define
Human Resources 2014 2015 REORGANIZATION 1
Human Resources 2014 2015 REORGANIZATION 1 Table of Contents I. Our Focus 3 II. How We Get There 4 III. Organizational Charts 5-9 IV. Summary of Reorganization 10-13 V. Buckets of Work for 2014-2015 13
Contact Center Operations Manager
Career Service Authority Contact Center Operations Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises customer service agents working in a contact center environment while managing continuous
Self Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
BOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS
BOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS Introduction Local boards of trustees and chief executive officers play different roles and have different responsibilities in leading their districts.
ASAE s Job Task Analysis Strategic Level Competencies
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives
Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives By: Temre Green and Michael Brainard April 28th, 2005 Brainard Strategy 2121 Newcastle
JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver
JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and
Better Onboarding to Enable Organizational Agility
RTM Consulting Better Onboarding to Enable Organizational Agility A Guide for the Support Services Executive Randy Mysliviec President & CEO RTM Consulting 2 2012-2014 All rights reserved. Better Onboarding
Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures
Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures February 2014 P a g e 2 Halifax Regional Municipality (HRM) A Performance Review of the Administration
Board Governance Principles Amended September 29, 2012 Tyco International Ltd.
BOD Approved 9/13/12 Board Governance Principles Amended September 29, 2012 Tyco International Ltd. 2012 Tyco International, Ltd. - Board Governance Principles 1 TABLE OF CONTENTS TYCO VISION AND VALUES...
Marketing/Public Relations Administrator
Career Service Authority Marketing/Public Relations Administrator Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs professional and supervisory work over communications, marketing, and/or public
Training Advantage Series. Industry Overview. Licensed to Fonet Consultants Pvt. Ltd.Licensed to Fonet Consultants Pvt. Ltd.
Industry Overview 1 Industry Overview It is estimated that almost 66% of business is transacted over the telephone, and this percentage is expected to increase. With the application of technology and a
SPA PERFORMANCE MANAGEMENT PROGRAM GENERAL COMPARISON OF EXPECTATION LEVELS FOR ORGANIZATIONAL VALUES
(N) (M) (E) Performance consistently does not meet documented expectations and measurements in this area. Performance consistently meets documented expectations and measurements in this area. Performance
RISK BASED INTERNAL AUDIT
RISK BASED INTERNAL AUDIT COURSE OBJECTIVE The objective of this course is to clarify the principles of Internal Audit along with the Audit process and arm internal auditors with a good knowledge of risk
MBAProgramme. The College of The Bahamas
c o u r s e o u t l i n e MBAProgramme The College of The Bahamas Year 1 Fall Financial/Managerial Accounting (3 credits) Introduces students to the financial and managerial accounting disciplines; develops
The Role of the Board in Enterprise Risk Management
Enterprise Risk The Role of the Board in Enterprise Risk Management The board of directors plays an essential role in ensuring that an effective ERM program is in place. Governance, policy, and assurance
Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors
Writing and Conducting Successful Performance Appraisals Guidelines for Managers and Supervisors Performance reviews are like compasses They give your exact position and provide direction Office of Human
ASSOCIATION OF LEADERS IN VOLUNTEER ENGAGEMENT STANDARDS FOR ORGANIZATIONAL VOLUNTEER ENGAGEMENT
BACKGROUND: AL!VE is the national membership organization for professional volunteer resource managers. AL!VE strives to enhance and sustain the spirit of volunteerism by fostering collaboration and networking,
Bachelor of Science in Management Studies (BSMS)
Note: The following list of courses is subject to change based on faculty approval. It includes the 51 hours of business-related courses along with the 9 hours of Upper Division Liberal Arts courses required
Georgia District Performance Standards
Vision and Mission: Purpose and direction for continuous improvement with a commitment to high expectations for learning and teaching VM 1: Creates and communicates a collaboratively-developed district
M A R K E T I N G A N D S A L E S R O L E S I N A C C O U N T I N G
TA B L E O F C O N T E N T S Executive Summary... 2 Marketing Roles... 4 Marketing Partner... 4 Chief Marketing Officer (CMO)... 5 Marketing Director... 6 Marketing Manager... 6 Marketing Coordinator...
PERSONAL COMPETENCIES DICTIONARY. Attention to Detail
Attention to Detail Achieves thoroughness and accuracy when accomplishing a task through concern for all the areas involved. Provides accurate, consistent numbers on all paperwork Provides information
1. Overall, how satisfied are you working for The Company? Extremely Dissatisfied. Very Dissatisfied. Somewhat Dissatisfied.
Gathering information on employee satisfaction, this survey focuses on how employees feel about their job description, position within the company, relationships with colleagues and superiors, advancement
EIGHT QUALITY MANAGEMENT PRINCIPLES
EIGHT QUALITY MANAGEMENT PRINCIPLES Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs,
Supervision. Samuel C. Certo. Steinmetz Professor of Management Crummer Graduate School of Business Rollins College. I McGraw-Hill I Irwin
Supervision Concepts and Skill-Building Seventh Edition Samuel C. Certo Steinmetz Professor of Management Crummer Graduate School of Business Rollins College I McGraw-Hill I Irwin Contents Preface iv About
2015-2017 Strategic Plan
2015-2017 Strategic Plan Our Mission: To provide leadership and knowledge to assist our customers in achieving their mission through the innovative use of information technology. www.nd.gov/itd Executive
9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method
SEC 9 Page 1 of 5 9. Performance Appraisal Tools and Techniques 1. Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the
Samples of Interview Questions
Human Resources/Payroll Introductory/Warm-Up/Rapport Building How did you find out about this job opening? What attracted you to this position? What do you know about our organization? Why are you considering
Superintendent Effectiveness Rubric*
Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most
Best practices for planning and budgeting. A white paper prepared by Prophix
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
Business Analyst Position Description
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
Approaches to Developing and Maintaining Professional Values, Ethics, and Attitudes
International Accounting Education Standards Board IEPS 1 October 2007 International Education Practice Statement 1 Approaches to Developing and Maintaining Professional Values, Ethics, and Attitudes International
Business Advisory Board Best Practice Guide 1
Business Advisory Board Best Practice Guide 1 Table of Contents Building and Maintaining a Business Advisory Board... 3 Engaging Business Advisory Board Members... 4 Business Advisory Board Frequently
ORGANIZATIONAL ASSESSMENT TOOL (OAT) for Full Drucker Self-Assessment Process
ORGANIZATIONAL ASSESSMENT TOOL (OAT) for Full Drucker Self-Assessment Process Please return to: United Way of Allegheny County / Agency Relations / P.O. Box 735 / Pittsburgh, PA 15230-0735 Date the Drucker
Genos Organisational Effectiveness Survey Question Bank. Genos International
Genos Organisational Effectiveness Survey Question Bank 1 About Genos Genos provides world class assessments and development programs in the areas of organizational effectiveness, emotional intelligence,
SCHOOL S. Standards for Quality Schools
SCHOOL S AdvancED 2011 1 SCHOOLS standards for quality SCHOOLs Commitment to continuous improvement is a dynamic effort, consistently requiring attention and revision. We expect this commitment from the
An Overview of Nonprofit Governance David O. Renz, Ph.D. Midwest Center for Nonprofit Leadership at UMKC
David O. Renz, Ph.D. at UMKC This article is adapted from a chapter prepared for Philanthropy in the U.S.: An Encyclopedia (Dwight Burlingame, ed.) Governance is the process of providing strategic leadership
Sample questions for a development audit
12-00 Sample questions for a development audit These questions demonstrate the scope of issues you should consider if you want to evaluate your fund development program. Often a development audit is conducted
Wilder Research. Program evaluation capacity building at the Minnesota Historical Society Summary of the project and recommended next steps
Wilder Research Program evaluation capacity building at the Minnesota Historical Society Summary of the project and recommended next steps In October 2010, the Minnesota Historical Society (the Society)
Performance Audit Concurrent Review: ERP Pre-Solicitation
Performance Audit Concurrent Review: ERP Pre-Solicitation April 2002 City Auditor s Office City of Kansas City, Missouri 24-2001 April 10, 2002 Honorable Mayor and Members of the City Council: We conducted
MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS
Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed
THE CORPORATION OF THE CITY OF WINDSOR POLICY
THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development
Board Performance Evaluation
Board Performance Evaluation Judy Sutcliffe www.sirc.ca/governance Overview What is Board evaluation? Why do it? When should it be done? Methods of Board evaluation and by whom Next steps after evaluation
Performance Management for Emergency Services
Performance Management for Emergency Services Andrew J. Waters, AS, BS, MPA, NREMT-P Lieutenant/Station Commander York County Department of Fire and Life Safety Performance Management What is it? Why do
Certificate in Nonprofit Finance Course Descriptions/Dates
Certificate in Nonprofit Finance Course Descriptions/Dates To qualify for the certificate of completion, individuals must take three required courses and select two elective half-day courses. REQUIRED
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
Position Descriptions include the current benchmark job description used by participants to facilitate job matching.
Level Guides, Position Descriptions Introduction This section includes the following: Level Guides set forth the criteria (i.e., the experience, education, skills, duties/tasks, and supervision given/received)
Quality Assurance Program
Encourage Continuous Improvement with a Quality Assurance Program Would it surprise you to learn that most employees view Quality Assurance programs as a negative process that only looks for problems and
Framework for Leadership
Framework for Leadership Date Leader Self-Assessment Evaluator Assessment Domain 1: Strategic/Cultural Leadership Principals/school leaders systemically and collaboratively develop a positive culture to
ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning
ALL WALES CREDIT UNION SUPPORT PROGRAMME Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning This guide has been produced by The Social Investment Business for credit unions
Learning and Development Hiring Manager Guide For Onboarding A New Manager
Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation
Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
College of Design. Merit Pay Rating System. Merit Rating System
College of Design Merit Pay Rating System Merit Rating System The College of Design will use the Performance Only model of merit pay. Merit rating system and definition a. Merit pay matrix if defined at
INTERVIEWING QUESTIONS
INTERVIEWING QUESTIONS THE EMPLOYERS INTERVIEW PERSPECTIVE Interviewers want to determine if you are a fast learner, a good problem-solver, and a versatile, goal-directed person, whether you will fit the
CHAPTER 6 HUMAN RESOURCE MANAGEMENT CONTENTS. Leadership/Management and Command Development 83
81 CHAPTER 6 HUMAN RESOURCE MANAGEMENT CONTENTS Introduction 82 Developmental Areas 82 Professional Functional Development 82 Leadership/Management and Command Development 83 Human Resource Development
Director of Aviation Maintenance
Career Service Authority Director of Aviation Maintenance Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages, plans and directs the maintenance operations and functions, of the Maintenance and Engineering
INDUSTRIAL-ORGANIZATIONAL (I-0) PSYCHOLOGY
INDUSTRIAL-ORGANIZATIONAL (I-0) PSYCHOLOGY Nurcan Ensari, Ph.D. Associate Professor Management I-O Psychology - An Overview What is I-O Psychology? What do I-O Psychologists Do? What are typical I-O Psychology