Checking – Part 2

 

Key Performance Factors

Introduction

1  of these notes defined checking (the measurement of something and a comparison of the result of the measurement with a standard), listed five stages in checking, and discussed the two major processes in checking (measuring and evaluating).

2 The notes listed the four inevitable activities involved in all checking and discussed some important ideas in measurement.

3 The Part 1 notes then discussed why check something, when to check, who should check, and who should receive the check.

4 These notes (Part Two) discuss what to check. Then the evaluation part of the checking process and cover purpose, the need for Subordinates to accept, and when they discuss – who should know of the check first and checking to controlling.

What to Check

Check a Plan and/or a Result

5 People can check on (a) a plan to achieve an (end) objective and/or (b) the results achieved with respect to an end objective or any stage along the way.

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Distinction between Effectiveness and Efficiency

1 Both these words often refer to a particular objective and/or activity.

2 Effectiveness refers to whether any actions taken achieve an objective or not.    Thus we have effective behaviour – one which achieves the end objective and ineffective behaviour – which does not achieve the objective.

3 Efficiency refers to the amount of resources used in relation to the objective achieved.

4 Example. If Tom used $1,000 and one hour of time to achieve a particular objective but Pam used $800 and 45 minutes to achieve exactly the same objective, Pam’s activity would rate as more efficient.

5 The resources may include time, money, materials, machines anything required to achieve an end objective.

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Classification of Contributions

The Classification provides a Framework – to help determine helpful from harmful Contribution

1 Most Readers will accept the following two points – (a) a contribution rates as a key element in any discussion and (b) every Participant should aim to encourage contributions from other Participants.

2 However some contributions do not help to make a conference effective and increase its efficiency. An understanding of the various types of possible contributions and an ability to identify helpful ones should assist all Conference Members.

3 Thus the second point above should become – every Member should encourage others and themselves to make helpful contributions and discourage the non-helpful types.

4 A Member who knows the various possibilities can classify contributions as they occur during a conference. This classification activity will help to evaluate the usefulness of their own contributions and those of others

The first Major Classification – Relevancy to the Topic.

5 The first major classification divides contributions into – (a) on the topic and (b) off the topic. The word “topic” refers to the “official topic” at any particular time.

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Planning – Part 1 : Definitions and Planning elements

Introduction

1 Anyone who aims to produce better plans and study planning will find a great number of elements to study. The three parts of these notes provide a detailed discussion of many of the elements.

2 Part 1 defines a plan and planning and discusses the meaning of “plan better’.  They discuss some important planning elements.

3 Parts 2 and 3 discuss some detailed approaches which will help people to plan better. Part 2 examines the parts of the planning process; Part 3 studies the elements in a plan.

Planning and the Managing Process

4 Planning occurs as the first part of the Managing Process: someone must decide what to do (planning), try to get others to do it (directing) and then compare whatever done with the plan (checking).

A Definition of Planning *

5 These notes define planning and plan as follows:

(a) Planning – a conscious thinking process aimed at setting objectives.

(b) Plan – a Group of Objectives which – if achieved – someone believes will achieve an end objective.

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