Running head: INTRODUCTION TO MANAGEMENT 1
CARIBBEAN MARITIME UNIVERSITY
Kingston Jamaica
Stream 1 Year 2
Group 2
Faculty of Engineering & Applied Sciences
Introduction to Management
To:
Ms. Kimberly Creary
By
Stevhan Dingwall-20180534
Raheem Luke-20180846
Zidane Raby-20180292
Roadine Williams- 20191121
Shamar Drummond-20181050
March 12, 2020.
2
INTRODUCTION TO MANAGEMENT
Contents
Factors that affect operation and scheduling of production setting ………………………………………… 1
Employee Training ………………………………………………………………………………………………………. 1
Scheduling ………………………………………………………………………………………………………………….. 1
Work Processes ………………………………………………………………………………………………………………. 2
Methods of monitoring Workflow …………………………………………………………………………………….. 3
Ask for an account……………………………………………………………………………………………………….. 4
Importance of monitoring workflow in production process ………………………………………………….. 6
Improve the quality of your products or services ……………………………………………………………… 7
Visual Planning Systems………………………………………………………………………………………………….. 9
Schedule ……………………………………………………….………………………………………………………….. 10
Calendars ………………………………………………………………………………………………………………….. 11
Work Study ………………………………………………………………………………………………………………. 13
Procedure for work study ……………………………………………………………………………………………….. 14
Method Study ……………………………………………………………………………………………………………….. 15
Method Study Techniques Explained ………………………………………………………………………………. 16
Macro Motion Charts …………………………………………………………………………………………………….. 17
Two Handed Process Chart …………………………………………………………………………………………….. 18
Work measurement ……………………………………………………………………………………………………….. 19
Work Measurement Techniques and Applications …………………………………………………………….. 20
1
Introduction to Management
Factors that affect operation and scheduling of production setting
Employee Training
Employee training affects operational planning. Managers must develop employees’ skills and
use them as resources just like computer programs and machines. They must continuously assess
employees’ skills and readiness to perform tasks. This type of planning includes shifting
employees around to different task roles until the best arrangement for maximum production is
found. Once managers understand the workflow and how employees work well in this flow, they
can shift to fine-tuning the work routines. (Bianca, n.d.)
Scheduling
Managers create a production schedule including the number of hours worked by each employee
and the rate of production for each machine. This kind of coordination of resources helps to
ensure that the company’s products are made to satisfy customer demand. Scheduling also
includes other types of coordination, such as ordering shipments of raw materials and scheduling
pickups by distributors. (Bianca, n.d.)
2
INTRODUCTION TO MANAGEMENT
Work Processes
In operational planning, consider the routines that make up each work process. For example, in a
bicycle factory, each manager oversees at least one work process such as building a particular
bicycle model from start to finish. It is a manager’s job to ensure every routine in the process of
building the bicycle is cost-effective and efficient in terms of employee labor hours and machine
hours. (Bianca, n.d.)
3
INTRODUCTION TO MANAGEMENT
Methods of monitoring Workflow
Watch employees work.
One of the most effective ways to monitor an employee’s performance is with your own eyes.
Watching an employee interact with a customer for a few minutes will tell you more about that
employee’s customer service performance than a batch of customer feedback surveys. That’s
why so many route-sales organizations encourage their managers to do ride-alongs with
salespeople. So the manager can actually watch the employee do his job. If you are having
difficulties helping an employee succeed with a particular task, “shadow” that employee while he
does the task. You’ll find out exactly what he’s doing and how he can do it better. (“Is the Work
Getting Done? Five Ways to Monitor Employee Performance – RainmakerThinking,” n.d.)
4
INTRODUCTION TO MANAGEMENT
Ask for an account
In every one-on-one conversation with every employee, ask for an account of what that person
has done since your last conversation: “What concrete actions did you take? Did you meet the
clearly spelled-out expectations?” Then listen very carefully, make judgments, and ask more
probing questions. Asking for an account is the number one method for holding a person
accountable for his actions. Then move on to discuss next steps. As long as you are consistently
carrying out your one-on-one management conversations with every person on a regular basis,
this element of monitoring performance will become routine. (“Is the Work Getting Done? Five
Ways to Monitor Employee Performance – RainmakerThinking,” n.d.)
Help employees use self-monitoring tools.
You can also ask employees to help you keep track of their actions by using self-monitoring
tools like project plans, checklists, and activity logs. Employees can monitor whether they are
meeting goals and deadlines laid out in a project plan, make notations within checklists, and
report to the manager at regular intervals. Activity logs are diaries that employees can keep,
noting contemporaneously exactly what they do all day, including breaks and interruptions. Each
time the employee moves on to a new activity, he is asked to note the time and the new activity
he is turning to. (“Is the Work Getting Done? Five Ways to Monitor Employee Performance –
RainmakerThinking,” n.d.)
5
INTRODUCTION TO MANAGEMENT
Review work in progress on a regular basis.
Check your employees’ work carefully in process along the way. If an employee is not
responsible for producing a tangible end product, then watching that employee work is the same
thing as reviewing work in progress. If she is responsible for an end product, spot-check it while
she is working on it. For example, if the employee manages a database, spot-check the records. If
the employee writes reports, look at drafts. If the employee makes phone calls, record them and
listen to a random sample. If the employee makes widgets, check some half-done widgets and
see how they look. You can’t actually keep track of everything every employee does, but you can
