api 51 guide to better supervision

8/11/2019 API 51 Guide to Better Supervision

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T I T L E 5 1 0 7 3 2 2 9 0 O 0 0 8 6 6 8

AM IRE LLY

THEBEST

TABLE OF CONTENTSPage

INTRODUCTIOI\i ....................... 3PLANNING F O R PROFIT ...............4ORGANIZING .......................... 6DELEGATING ......................... 8

MOTIVATING .......................... 14. EVALUATING WORK ..................6

FINDING A BETTER WAY .............0APPRAISAL-COUNSELING ...........2DEVELOPING EMPLOYEES ...........4

. SELF-IMPROVEMENT 26HUMAN RELATIONS ..................8CObPANY RELATIONSHIPS ...........0

. CREATIVE THINKING . . . . . . . . . . . . . . . .4DECISION MAKING .................... 36

. CONTROLLING 38. BASIC ECONOMICS 40

JOB ENRICHMENT .................... 42

COMPIIUNICATING ..................... 10COORDINATING ....................... 12

MAKING EFFECTIVE USE O F TIME ...18

.................

C.OiLI3lUNITY RELATIONSHIPS . . . . . . . .2

............................................

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INTRODUCTIONEvery man should pause occasionally in

his busy work routine t o ask himel f this ali-important question - How m I doing?Eventually his supervisor or manager mayanswer this question for hi m But in themeantime, a periodic self-analysis is goodbusiness. No one man can tell another indi-$dual how o be a good supervisor. The pmgress a man makes is the result of his o wpersonal effort. Someone said You cannotteach a man anything; you can only help himfind it within himself.

A careful reading of this guide may helpto bring meanings and insights on supervisionto mind. The values to be given to specificfunctions of supervision and the course ofaction to take t o improve supervisory per-formance is left up to the reader.

This guide avoids the how o approach.It is a tool fo r seif-examination written by oilmen for oil men. It defines a supervisoryfunction, tells wha t is involved in it and listssome ways to measure perfomance of that

function. It is designed to provoke thoughtand to cause you to take a good hard look atyourself in the mirror-at y o u r own super-visory profile. In the light of what you seethere perhaps you may be encouraged tomake the changes necessary t o become a bet-ter man-a bet ter supervisor.

. _c

Nobody is perfect. Few supervisors doall the things covered in each supervisoryfunction. Select a few ideas that you thinkare worthwhile. Talk them over with yourboss and associates to find your best courseof action. If you want a litt le more how tostudy the individual booklet in this ser iescovering tha t particular function.

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T I T L E 5 1 0 7 3 2 2 9 0 0 0 0 8 6 7 3

PLANNING FORPROFIT

How to measure myself:

Take a look at the following:Do I have a system for establishing priori-

Do I have written plans?Do I have a schedule of due dates?Do I have written goals and objectives?Is my work being performed as planned?Do I meet due dates?What are th e chief causes of work delays?H o w many times have I had to improvise to

fulfill my plans?How much work is done that I did not plan

for in advance?How much work was planned but not accom-

plished ?Do I frequently find my group waiting on

orders, people, or parts?Do I involve m y men in a planning session

at the start of each major job?

How much money, effort, o r material wereused needlessly on projects that nevershould have been started?

Do I require employee3 t o account for per.formances below expectations?

Do I review past performance?Do my records and reports show actual re-

Have I received criticism for the amount of

How do I analyze the differences between

Have I been criticized for an excas number

ties?

sults?

work redone?

actual and estimated costs

of emergencies ?

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. DELEGATING

Def in i t ion : he empowering of another to. act for you in taking necessary

actions in order. to achieve ob-jectives.

Take a look at some actions or a t t i tudes

Knowing what and how much to delegate.

Entrusting responsibility and authority for. nterpreting and applying instructions,

involved in Delegat in g

and making decisions.

Keeping employees informed so they canmake sound decisions in mat ters fo r whichthey are responsible.

Achieving mutual understanding of organi-zation, standards, schedules, goals, andthe limits of independent action.

Understanding of action expected when limitsof authority are exceeded.

Expecting, providing for, and obtaining ac-countability for performance.

Supporting an employee when he acts on thebasis of the delegated authority.

Establishing a plan of communications.

Setting forth responsibilities and authorityin wri tten form, when practical.

Establishing adequate controls including aprocedure fo r dealing with exceptions.

. .. See opposite page t o measure my performance.)

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_--T I T L E 5 1

DELEGATING

How to measure myself:Take a look at the following:Do I have an individual designated to whom

others in my unit may look for decisionsand guidance during my absence?

Do I have wri t ten job duties for my em-

Does work continue during my absence?

Does work pile up awaiting my personal

Do my people meet deadlines?How many work delays are due to waiting

on orders or instructions?

Do I have time for planning and coordinatingoverall effort, follow-up, inspections, han-dling exceptions, self-improvement, andtraining subordinates ?

, ployees?

attention?

Are my employees occupied fu l l time?

How much of the work that I personally docould be done by my employees?

Do my employees solve the problems whichthey encounter within the limits of the irdelegated duties, or do they bring theseproblems to me?

Do I re-do delegated work or insist thatdetails be done my way?

Does my superior expect me to know everydetail about work performed by my workgroup?

Have I established adequate controls?

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T I T L E 51 1 0732290 000Bb76 r

COMMUNICATING

Definition: The art of transmitting thoughts,. feelings, and ideas from one per-

son to another by speaking, writ-ing, o r acting in such a mannerth at understanding results.

Take a look at some act ions and at t i tu des

Thinking and planning t o communicate

Using the right method of communicating.

Timing the communications.Using the r igh t channels of communication.

Having an organization which permits effect-ive communicabion.

Telling people something. Asking people something.

involved i n Com m u ni ca t ing

clearly.

Listening to people; providing for feedback.

Influencing someone toward a certain action

Evaluating reliability of information.Instructing people.

Understanding human nature.

Knowing how different groups are accus-

Establishing communications - p, down,

or attitude.

tomed t o communicating.

laterally.

See opposite paga to measure my performance.)

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COMMUNICATINGHow to measure myself:Ta k e a look a t t he fo l lowing:Do I get enough information known

job t o make effective decisions?

- .

about a

Do I have job delays because of inadequateinformation?

Do I by-pass the regular organizational chan-nels to get or give information?

Are operational errors due to misunderstand-ings?

Have I had training in listening, speaking,observing, writing, or reading?

Do I have face-to-face communications withmy employees on critical issues and prob-

lems?

Do I listen to and understand the other fel-lows viewpoint before expressing myO m ?

Do I recognize that my employees may haveviewpoints different than but as sound asmy o w n ?

Do my employees tell me only what I wantto hear? Do they bring me disagreeablematters?

Have I discussed with my employees theirpersonal st atus and progress?

Am I willing to change my viewpoint or de-cision on the basis of additional facts?

Do my employees come back for furtherexplanation t o get the job done correctly -the first time?

i n a t steps have I taken t o create a climateof acceptance and appreciation of freeexpression ?

Do I plan the communications when I plana project?

Do I test for understanding after plans arecommunicated ?

How many grievances do I attribute to dis-torted information?

Am I willing t o accept communication on theSame basis with which I give it to others?




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COORDINATING

How o measure myself:

Take a l ook at the following:Do I keep schedules and adhere t o a proper

sequence of events?

Do I get the right information to the rightpeople in time for them to ac t effectivelyin keeping predetermined schedules ?

Is there a minimum of conflict due to waitingon rders, re-doing or undoing work?

.

Are deliverieS.made on time?

Are writt en procedures being followed?Do I effectively use conferences, committees,

and staff meetings? .

Do invoice conflicts arise because time andcharges were not agreed upon in advance?

Are materials ordered and delivered in ac-cordance with job requirements?

Does the action of the group reflect a teameffort?

Do I prepare a plan of action in order to com-municate the goals and objectives?

DO I maintain a due-date board or similarmethod of assuring that due dates aremet ?

Do I recall any instances in which 8 opera-tion which I coordinated ran into diffi-culties because someone had not clearlyunderstood what was expected?

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MOTIVATING .

Def in i t ion : Taking steps to provide forceswhich incite a n individual to takeaction.

Ta k e a look at th e ac t ions or a t t i tudes

Creating an attitud e of mutual respect.

Creating a climate of mutual acceptance.

Creating a sense of achievement.

Developing affirmation of being needed.

Recognizing the dignity of the individual.

Showing recognition and appreciation for the

Providing an opportunity fo r participation.

Giving an individual th e opportunity to grow.in skill, howledge, experience, and re-sponsibility.

Making assignments that are interesting,varied, and challenging.

Striving for an exchange of trust and confidence.

Communicating the purpose and meaning ofth e work.

Instilling pride in work performance.

i nvo lved in Mot iva t in g

individuals contribution.

See opposite page t o measure my perf om^)

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T I T L E 5 1

MOTIVATING

How to measure myself:Take a look at fhe. fo l lowing:Am I an example of what is expected of my

Does each of my employees know what is

Am I aware of the needs of my employees?

Do I have excessive absenteeism and tardi-

Do my employees readily accept and apply

Do my employees put in full time?

Do my employees explore or investigate waysof making improvements ?

Are mistakes reported to me without fear ofreprisal?

Have I recognized individuals fo r outstandingperformance, either publicly, or in writ-ing ?

Do I recommend salary increases on a meritbasis?

employees ?

expected of him?

ness ?

changes ?

Do my employees come to me with problems,

Do my employees respond willingly to the

questions, suggestions, and vital facts?

pressures of extra work?

Do my employees reflect pride in their work

Do I t ry to improve my system for chal-

How many of my people are involved in

through good housekeeping? -

lenging employees ?

self-development activities?

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EVALUATING WORK

Definifion:The process of measuring, com-paring, and judging the gain,usefulness, or value of the workproposed or completed in termsof goals and objectives.

a r e involved in Evaluating Wo r k

.

Take a look at what actions or attitudes

Establishing what is to be accomplished.

Predetermining methods and extent for

Communicating to all concerned the methods

Defining limits to what is to be evaluated.

Making judgments in accordance with pre-determined crite ria which ar e reasonable,

. attainable, and consistent with the ob-jectives of th e organization.

Analyzing all the critical elements of the jobon th e basis of facts.

Making judgments of results.

measuring results,

of measuring results.

Establishing who is to measure results.

Agreeing to acceptable risk factors.

Devdopng acceptable profitability estimates.

Considering impact upon the company.- Comparing historical performance with p r e

vious projects or programs.

. _ Sec opposite page t o measure my performance.)

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T I T L E 5 1 0 7 3 2 2 7 0 0008683 O

EVALUATING WORK

How to measure myself:Take a look at the following:Are results of the operation satisfactory to

those to whom I report?

Is my contribution to profits in accordancewith budget goals?

Does management seek my opinion as to thevalue of proposals ?

Do I have a system for reviewing past per-formance on projects?

Is my success ratio acceptable?

Do I frequently exceed cost estimates onprojects ?

Am I currently meeting established goalsand objectives?

Do I achieve expected payouts on projects?

Do I effectively use risk factors in estimatingth e chance of success?

maintained on a current basis?Are the price lists which I use in estimating

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M KING EFFECTIVE USE. OFTIME

Defini t ion: Using all available resources toachieve . optimum results asquickly as possible.

Take a look at th e ac t ions or a t t i tudes

Finding time on the job for:Taking a look at the whole job.Planning ahead so that employees can per-

form according to schedule.Evaluating how own time is spent.Determining how things might be improved.Reviewing past 'performances to help sim-

Appraising quality and quantity of results.Keeping up with new developments ; pdating

and upgrading employees.Doing creative work.Keeping up with paperwork. .Eliminating unnecessary work.Grouping major tasks according to similar-

ity - uch as telephone calls, appoint-ments, visits, and reports.

Delegating details or routine work to other

employees.Arranging uninterrupted periods of work.Choosing th e best time fo r each type of work.Setting aside a little time each day to plan

tomorrow.Arranging a priority of work to be done for

the day, week, or month.Reserving a little time for tasks that are

not of major importance, but still merit

Evaluating the time spent on various seg-

See opposite page t o measure my pe rf orm an d

involved in Making Effectiv e Use of Time

plify fu tu re work.

. attention.

ments of the operation.

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T I T L E 5 1 0 7 3 2 2 9 0 0 0 0 8 6 8 5 r

MAKINGEFFECTIVE USE

OF TIMEHow o measure myself:

Ta k e a look at the following:Do I allocate time to plan ahead?Is work piling up, and am I getting behind?Do I meet deadlines?Am I doing work that others could or should

. be doing, or work that is not even neces-

How many time-saving changes have I made

Am I making full use of my people?Do I complete distas teful work on time?Do I allocate time for self-improvement?How many hurry-ugand-wait incidents

occur daily?Is unnecessary work being done to keep em-

ployees busy?Am I spending sufficient time on the most

important segments of my job?Do I have a system f o r keeping advised of

work in progress?Do I consistently work l a t e - o r work nights

a n d weekends ?Do I have a planned program designed to

relieve key people of routine repetitivework so that i t is performed at appro-priate levels ?

Do y employees report t o work on time-abuse the coffee break?

Do I spend an excessive amount of timediscussing sports, hunting, weather, etc.

sary?

in the past year?

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T I T L E 5 1 3 7 3 2 2 9 0 OOObb b r

FINDING A BETTER WAY

Definition: A continuous system of search-ing for, analyzing, recognizingand using new knowledge, meth-

ods, techniques, materials, andhuman resources to benefit over-all performance.

Take a look ut the actions or attitudesinvolved in Finding u Better Way

Analyzing each detail of the job as to:

Why is it necessary?What is its purpose?Where should it be performed and why?When should it be done and why?How should i t be accomplished and why?Who should do it?

The above analysis should be appied to:Eliminating unnecessary work, equipment,

materials, supplies, or transportation.Combining operations th a t f i t together.Rearranging the sequence of events.Substituting certain materials and methods

for getting the job done.Examkiing all aspects of operations fo r the

purpose of reducing or omitting, adaptingand substituting for the costly or non-productive aspects.

Getting acceptance of changes being intro-duced, i

Involving employees in planning changes intheir own ways of working or living.

Giving caref u1 consideration to changes inthe employees themselves.

Conditioning employees t o accepting nemhardware, procedures, or organizationfo r achieving work objectives.

See opposite page to measure my performance.)

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----T I T L E 5 1 I 0 7 3 2 2 7 0 0 0 0 8 6 8 7

FINDING ABETTER WAY


Take a look at the following:How much money and time did I save in the

past year as a result of job mprovements?

How many labor-saving methods did I initiatein the past year?

How has the reliability of information whichI have issued improved in the past year?

Has the quality and quantity of production

of my group increased?Have I reduced the costs of operations as a

result of improvements made in the pastyear?

Have revenues or profit margin increased asa result of changes I have made?

Hom many discussions did I conduct to findbetter ways of doing things?

What are the significant changes from lastyear for which my group is responsible?

Have I recognized employees of my groupfor finding a bette r was?

How many job-improvement studies did Imake or have made in the past year?

Can I name a specific project or program,either initiated or changed, as a resultof my suggestions ?

.

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T I F 5 T - l 0 7 3 2 2 9 0 0 0 0 8 6 8 8 O

APPRAISAL - COUNSELINGDefinifiof?:Appraisal is the continual meas-

urement of the extent to whichthe employee has progressed to-ward reaching the standards ofperformance on his job and hispotential.Counseling is the process of as-sisting an employee to betterunderstand his job and workenvironment in order that hemay make any necessary changesto improve his present perform-ance and to increase his potentialf o r . more responsibIe assign-ments.

.

Take a look at the actions or att i tudesinvolved in AppraisaI CounselingCounseling involves self-understanding and

self-acceptance by the person being coun-seled. True counseling does not take placeunless the person doing the counseling isreally interested in helping the personbeing counseled.

Understanding that the person being appraised is the best one t o solve his o w nproblem, once he realizes a problem exists. Be must discover the need forimprovement and then be convinced thatthe personal benefit from improving isworth the effort.

Being aware that sound appraisals are basedon acceptable and predetermined stand-ards of performance and methods ofevaluation mutually understood by super-viaor and employee.

Reviewing past responsibilities and resulk-Reaching agreement on goals which

challenging but attainable.Seeking mutual understanding of present

limitations of the individual with respectt o specific tasks.

(See opposite page to measure my performance.)




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T I T L E5 1 0 7 3 2 2 9 0 0 0 0 8 6 7 2 Or

DEVELOPINGEMPLOYEESHow o measure myself:Take a look af the following:Do I emphasize the development of people?Do I have qualified employees to whom I

can delegate?Am I willing to accept decisions of those tc

whom I delegate?What can my employees do this year thai

they could not do las t year?Does each employee have an individual de-

velopment pIan?Are my people given opportunities for new

experiences ?

Hom many employees from my group werepromoted in the past year?

Do I have a replacement ready, or in train-ing, to take my place?

Do I give employees reading materials onnew developments ?

Does the rate of improved performance andcapabilities of my employees comparefavorably with similar groups?

Am I able to discuss new technology andtechniques with my men?

Do my employees have individual work goalswhich are challenging but attainable?Have I discussed. these goals with them?

Have I asked my employees how much theyknow about critical job-related subjects?

Do I have a tra ining and deveIopment recordon each individual?

Are the employees in my group M n g hornstudy, evening, or special courses?

Do I rotate people in jobs to broaden theirskills and knowledge.

Do I use the vacation relief technique togive individuals more experience?

Do I counsel employees as the need arises?Do I experience operational problems be-

I

cause my empIoyees need training?

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SELF-IMPROVEMENT

Def i n i t i on : The planned and continuousprocess of improving onesknowedge, skills, attitudes,habits, behavior, beliefs, andpotential; the course of actiontaken to catch up, keep up,and get ahead in an industrialenterprise.

Take a look at the ac t ions or a t t i tudes

Realizing th at Self-improvement is a personal

Appraising of personal performance in view

Determining where improvements a re needed.Planning action t o improve performance,

Determining method of evaiuating results

Initiating necessary action to achieve devel-

Realizing t ha t self-improvement is a lifelong

Using available people and instructional

Allocating necessary time for personal im-

Making use of improved abilities on the job.Planning personal goals ; acquiring relevant

involved in Self lmprovement

responsibility;

of what is expected.

knoivledge, and attitudes.

of self-improvement efforts.

opment goals.

project.

material.

provement efforts.

training needed..

See opposite page t o measure my performane.)



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I T L E -S--)-732290 0 0 0 8 6

H U M A NRELATIONS

Definition: The art or practice of workingand communicating with peoplet o obtain a maximum effort toward a common purpose.

Take a look at the actions or attitudes

Knowing oneself-a prerequisite t o working

Being sensitive t o why others feel as they do.Recognizing seif-esteem, dignity, and per-

Treating people for what they are as well

Being sincere.Knowing the people means knowing their

associates, work situation, off-the-job ac-tivities, values, inner conflicts, pattern ofthinking and acting in the work situation.

Providing opportunity fo r employees to growin skill, knowledge, and capacity to per-form.

Weighing the facts in a situation beforetaking action.Being fa ir and impartial. .Providing recognition in public ; criticizing

privat el y.Establishing a method for reconciling dif-

f erences. .Recognizing that in a given situation each

employee may have a diffe rent viewpoint.Knowing your people, their needs, ambitions,

desires, wehknesses, and strength.

involved in Human Relations

with others.

sonal right s of, th e individual.

as what they do.

See opposite page t o measure my performance.)

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COMPANY RELATIONSHIPS

Definition; The individuals attitude and ac-tion as a member of the organi-zation toward other employeesor groups.

Take a look at the actions or attitudesinvolved in Company Relationships

. .

Knowing organization structure, work rela-tionship, and methods of operation.

Knowing and using line and staff (oper-ations and support) relationships.

Knowing and using company policies and pro-

Understanding and using company modes of

cedures.

communication.

Exhibiting give and ake inthe interest ofteamwork, cooperation, coordination, andthe achievement of overall company ob-jectives.

Reconciling differences with other line andstaff groups in terms of work, not per-.sonalities .

needed.Seeking help from company specialist when

Using the competitive spirit constructively.

Understanding and using authority wisely.

Delegating appropriate responsibility to best

Expecting accountability for both good and

Holding effective meetings io work out in-

-

level of competency.

bad results.

ter-group problems.

see opposite page to measure my performance.)

30

ight American Petroleum Instituteduced by IHS under license with API Licensee=Aramco HQ/9980755100


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I T L E 5 1 3 7 3 2 2 9 0 0 0 8 6 9 7 O

COMPANY .RELATIONSHIPS


Take a look af the following:is ther e friction between my group and oth-

ers to the extent it delays the work?

Do I give information to t he right people, and.

How many delays, mistakes, or crises arecaused by communication failures be-tween my group and others?

How many working errors do I make whichar e caused by lack of response from otherline and staff groups?

How many times do others go over my headwith problems which should be broughtto me for solution?

Do I face resistance from other companygroups when changes must be made?

Do I use the technical or specialized servicesavailable to me within the company?'

Has anyone ever told me that there was fric-tion between myself and someone else?

Do I critize t he company to other employees?Does an organization chart or table exist; do

JI concerned know and understand theirrelation t o others they work with?

How many individuals do I distrust?

How many individuals distrust me?

I in time for them to act effectively?

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1TL-B 0 7 3 2 2 4 0 0 0 0 8 6 4 d

COMMUNITYRELATIONSHIPSDef i n i t i on :The actions, attitudes, or appear-

ance of things which influenceth e opinion of the general publicin matt ers affecting the interestsor image of the company, theemployees, or th e industry.

T ~ k e l o o k at t h e ac t ion o r a t t i t ud einvo bed in Coinm ni ty Relat ionships

Recognizing that every employee representsthe company and the industry by hisattitude, appearance, personality, h o w i -edge of the industry, and conduct in thelocal community.

Knowing the companys philosophy and pol-icy and the objectives of the companypublic relations program.

informing employees as to company policy,plans and what is expected of them sofa r as the public is concerned.

Establishing the means to use in implement-ing the public relations program, bothwith th e general public and with companyemployees.

Determining the relative importance of therelationships with landowners, joint oper-ators, suppliers, creditors, subcontractors,

customers ; financial and professionalpeople ; political, governmental, and re-ligious interests ; educational agencies,sn d civic groups.

Knowing the activities of your people whichmight either contribute t o or influencepublic opinion.

Determining what is specifically expected ofyou or your employees as individuals oras a group.

Determining action you would take and chan-nels of company communications YOUwouId use in the event of adverse publicreaction t o an incident occurring in yourfield of responsibility.

,

See opposite page t o measure my performance.)



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I T L E 5 1 0 7 3 2 2 7 0 0 0 0 8 7 0 0 7

CREATIVE THINKING

Def i n i t i on :The process whereby an individ-ual uses his imagination or in-genuity to devise, improve, orimprovise a way to increase theefficiency of operations.

Take a look at th e ac t ions or a t t i tudesi n v o f v d in Cr eat i ve Th i nk i ng .

Setting aside time for creative thinking,testing, proving, or probing.

Testing new ideas to see whether they willimprove the job.

Searching for' missing elements of informa-tion about a problem.

Conducting problem-solving discussions tocounteract. ohdesence and resistance tochange in all phases of th e operation.

Evaluating new tools systems, materials, andmachines, reports, papers, etc.

Recognizing a need f o r change.

Making and accepting changes.

Thinking about problems a new solution o r

Adjusting the system rathe r than adjusting

Creating a climate where employees win

idea might cause.

to the system, where appropriate.

suggest new ideas.

See opposite page tQ measure my periorman-)34



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I T L E 5 1 0 7 3 2 2 7 0 O 0 0 8 7 0 2

DECISION M A K I N G

.Definit ion: Making a timely choice of acourse of action to take in a giv-en situation.

. .T u k a ook at t he ac t ions or a t t i tudes

Defining problems and their priority.

Using data and resources t o determine facts

Developing alternatives, and methods of

Using a systematic approach t o making de-

Estjmating effect of a decision on the total

Getiing the facts from the right-source in a

involved in Decis ion Mak in g

and unknowns in a given situation.

m.easuring them.

cisions.

s p t e m of operation.

given decision-making situation.

.

. ..

Knowing the right questions to raise to get

Estimatingwhat could go wrong in a given

Knowing where to concentrate time, money,

Yin-pointing areas needing new decisions.

Selecting the best possible choice from avail-able information.

Resolving differences through discussion toincrease acceptance by those who must

c o r r e c t answers or facts.

decision.

and effort.

. . xecute the decision.

36

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DECISION M KING

How t o measure myself:

Take a look at the following:

Do I keep reliable records and use them?

Do I use feedback on previous decisions t o

Do I use time making decisions on repetitive

Is work delayed because of overdue decisions ?

Do my employees know and understand whothe decision-maker is, and why a decisionis made a certain way, in any instance?

Do I follow a systematic procedure in makingdecisions ?

Are my decisions changed by next higherlevel of supervision?

Do individuals in m y work group get theopportunity to express thei r views and t oinfluence decisions in matters affectingtheir work?

make timely changes?

or routine matters?

is completed work within accepted s tandards?

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T I T L E 5 1 0 7 3 2 2 9 0 0 0 0 8 7 0 4

CONTROLLING

Definition: Controlling is the means ofchecking and regulating theprogress and outcome of a job.

Take a look at the actions or attitudes

Checking to see if work is being done anddone right.

Inspecting, testing, rechecking, guiding, andregulating work to influence th e outcome.

Establishing ways to measure the qualityand quantity of the work so results canbe evaluated.

involved in Controlling

Taking steps to keep waste and inefficiency

Setting deadlines, and progress reporting

Establishing standards of performance ex-

Keeping and using accurate and reliable re-

Setting schedules and limits on expenditures.Regulating workloads.

t o a minimum.

sys terns.

pected.

cords.



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I T L E 5 1 O73 22 90 0 0 0 8 7 0 5

CONTROLLING

How o measure myself:Take a look at the following:

. Do standard operating procedures exist?

Do I have a system f o r organizing, directing,coordinating, and communicating workrequirements ?

Do I set job limits which are reported whenexceeded?

Do I meet deadlines?

Do tay within th e budget?Are waiting on orders, and stand by time,

Do I receive reports in time to take corrective

Does the quality and quantity of production..

Do my employees how critical check points

Is work done safely?

Are job requirements set in advance?

Is waste and inventory kept at a minimum?Is work scheduled on a priority basis?

held to a minimum?

action to avoid losses?

achieved meet acceptable levels ?

on a job?

39

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II T L E 5 1 7 3 2 2 9 0 0 0 8 7 0 6

BASIC ECONOMICS

Definition: The art of using available re-sources in the most efficientmanner to produce the maxi-mum return f o r each dollar ex-pended.

Take look at the actions or attitudes

Keeping up with prices and the operationalcosts.

Keeping accurate records of costs, sales, andlosses.

Making economic studies of al ternatives forincreasing productive capacity, o r reduc-ing cash expenditures.

Identifying expenses properly.

Reducing downtime and delays in operations.

Set tin g cost reduction goals in line with cost

Taking corrective action on out-of-line unit

Keeping minimum inventory compatible with

Keeping a balance between price changes in

Setting priorities on an economic basis.

Analyzing recurring problems of economic

Deciding when to repair, replace, discard,

involved in Basic Economics

trends.

costs.

local conditions.

costs, and sales.

importance.

redesign equipment.

Controlling scrap, waste, overtime, extra

Establishing expected man-hour outputs.

charges.

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1I T L E 5 0 7 3 2 2 9 0 0 0 0 8 7 0 7 O

BASIC ECONOMICS

Hom to measure myself:

Ta k e a look a t the following:

Do I keep accurate records of costs of oper-ations and sales of products?

Do my revenue and cost figures comparefavorably with like operations?

Do I have a minimum of inventory and idleequipment?

Is consumption of materiais close to or equalto purchases for a given period?

Are my purchases made at the best buy andlead time?

Is my work done on an economic priority.basis ?

Do I make recommendations based on eco-nomic justification, and payout basis?

Do I keep rigid inspection and maintenanceschedules ?

Are shutdowns due t o malfunction or break-down kept at acceptable levels?

, Do I know costs of goods and services?Do I correct unsafe conditions promptly?

Do I have a profit making study going onnow ?

41



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T I T L E 5 L 7 3 2 2 7 0 0008708

JOB ENRICHMENTDefinition: The systematic effort to rede-

sign jobs for the purpose of ob-taining improved employee sat-isfaction from the work he does.

Take u look at the actions or u t t i f d e sinvolved in l o b fnrichment

increasing responsibility in a job.Giving a fair hearing to whats v o n g o r

could be better.

Removing obstacles or barri ers to smooth outjob performance.Removing controls without removing ac-

countability.Giving an individual a whole natural unit

of work.Re-grouping functions in a job.Increasing authority to do, or to decide.InvoMng individuals in problem solving sit-

uations requiring a little more stretch.Setting high standards and expecting their

achievement.Providing new tasks fo r team work.Automating routines.Expecting forecasts on work costs.Eliminating non-productive work.Identifying what constitutes a meaningful

Building performance self appraisal into eachjob.

job.Changing the kind of work, or time spent

on it.

Changing the environment where the worktakes place.Chfnging the organization with whom the

Individual works.Increasing degree of planning and controll-

ing of th e individuals ownwork.4

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JOB ENRICHMENT


Take a look at the following:

Are my employees informed in advance, andtold why things must be as they a re?

Have I restructured jobs to provide interestand incentive?

Are high standards known understood, andaccepted?

Do I use team planning, problem-solving, anddecision-making on major issues ?

Do I recognize individuals for outstandingwork?

Is absenteeism low?

Are housekeeping s tandards high?

Are safe practices followed wholeheartedly?

Are reports reliable-even on bad news?

Do individuals willingly accept new job de-signs?

Do individuals maintain their oWii perform-ance records ?

Do my employees work without close super-vision ; seek self-improvement ; keep up-dated?

Do my employees demonstrate. positive ac-tion toward cost reduction, increased pro-duction, improved efficiency; do they ac-count for reasons why such action is notbeing taken?

Are deadlines realistic? Are they usuallymet?

-

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T I T L E 5 1 0 7 3 2 2 7 0 8

This publication was sponsored by theAPI Committee on Supervisory Developmentand produced under the guidance of a Na-tional Subcommittee on API Guide to Bet-ter Supervision.

Preparation, review, and editorial workwas done by members of the former APIDistrict Committees on Supervisory Devel-opment.

44

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api 51 guide to better supervision

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