Theory and practice of personnel management - Shchekin GV

18.3. The test "Estimation of a management efficiency by the enterprise (the organization)"

The proposed test is a means of assessing the level (quality) management organization that depends on organizational methods. With the help of the test, you can appreciate the level of quality, management efficiency for the enterprise, in the union, ministry, research institutes, laboratories, departments, services, and so on. D.

Carefully read the issues that are in the test, as well as multiple-choice (they are designated by the letters A, B, C, D and E). For each question, choose one answer only. Next on the table "scoring the responses," you will find the score system of your possible answers to each question. Then you need to add these points and depending on the amount received to find an appropriate explanation in the evaluation of the results.

Questions and answers

1. If you ask employees about their responsibilities, then what conclusions can come after that?

A. It will be understood that the employees know their responsibilities very roughly.

B. It can be concluded that the duties of the employee largely arise under the pressure of circumstances, fuzzy work of other individuals and units.

B. The employees know their responsibilities well. They have to perform some of the work are not included in the scope of their duties.

G. It was found that by performing well-defined responsibilities, workers could not really call them.

D. In the field of duties acts "law flipping" - many types of work using a variety of methods are forwarded from one staff to another. Such responsibilities are making a mess and causing conflicts.

2. In what state are you have job descriptions?

A. Job descriptions exist by themselves, and obligations of employees - themselves. I believe that these two things are necessary to bring in a certain match. This will turn job descriptions into an effective management tool.

B. Never thought (did not think) job descriptions of important and serious management tool. They exist more for checking. Actual duties and rights of workers can not be put in a "suitcase" instructions on how things are.

V. conduct periodic update job descriptions based on the work and responsibilities that perform workers.

G. We have not focused on the work itself, but the discussion of the various items of job descriptions - that something good would be deleted and that, on the contrary, to include, ie dominated JOB "talking shop" and the work suffers...

3. How to behave workers when an urgent need to find some kind of a document?

A. Everyone is looking for document sorting folders, file covers, scattered papers, and so on. D. After such an intensive and persistent search for a document, usually is.

B. documents were and are now.

B. It often happens that, having touched a lot of papers, documents not found. After some time, when the document is no longer needed, he accidentally discovers someone from the staff. "Joy" from documents found - we are not uncommon.

G. Each one of us has to deal with the mass of documents. Keep track of all the almost impossible. In this regard, it decided to put up with a certain percentage of "missing" documents.

D. When you start to find the right document, all employees in one voice say, that need some kind of system of ordering. Once the document is "the world" find "initiative vote" immediately pauses until the next search.

4. What is the state you control the execution of administrative documents (orders, instructions, and so on. D.)?

A. Existing monitoring system performance, in my opinion, does not provide timely and accurate feedback. It is not possible to successfully solve many management issues.

B. continuously monitors the implementation of measures contained in the regulatory documents. However, this is not conducive to the timely and quality implementation.

V. execution control system works very well, raising the employees performing the necessary discipline and sense of responsibility.

G. There is a desire to implement a performance monitoring system. Maybe it has something to give and. But such a system requires specialized staff, premises and maybe computers. All of this is difficult. Therefore, you need more and more time to think, to weigh and discuss.

D. Control of the execution is carried out from time to time, with the "cavalry assaults and raids." There is a definite, clear system.

5. How are you doing with the publication of written orders and instructions, as well as their implementation?

A. They issued us so much that we have to be selective, ie. E. To carry out orders and instructions under the pressure of acute need.

B. Orders and instructions issued by themselves, and the work goes on. It is not clear for what and for whom they are issued.

B. published only the most necessary orders and instructions, t. E. Those without which you can not do without.

G. issue orders and orders are generally poorly linked with the available material, labor, financial resources, with time. Therefore, the majority of them are unrealistic. According to reports, it all goes well. On paper, you can do anything you want.

6. What is the state you plan personal work?

A. We have every employee is a work plan for the week. These plans are stored in a special folder. In fact, there is such situation: plans exist by themselves, and each does what dictates the actual situation.

B. Planning for personal work we have a wave nature. Initially, the authorities "Stalking" and requires weekly work plans. Then also forget about the plans and work without them. In other words, we are working on the system: according to the plans - without plans - the plans - with no plans, etc. It often happens that while working a month without weekly plans, we retroactively compile them to be "clean" before checking...

B. Our leader pays so much attention to planning for the week that our activities in the ground and consists of planning. The necessary tasks are carried out rush jobs, swoop. Hence the paradox: the plans are made, and the work is not important.

G. Our head adheres to such a system: the challenges facing the unit must be carried out efficiently and on time. Everyone in accordance with its responsibilities knows when and what to do, and based on that outlines the case for a week. Such outline not just at us big words "work plan".

7. How are you order, the task leaders? A. Employees perceive assignments, tasks on the principle "in one ear and out the other." Perform only those tasks or assignments, around which "clouds gathered, and lightning flashed" discontent and anger management.

B. Most of the assignments and tasks are not performed in time. Employees often hold expectant management ( "and perhaps the need for execution of orders or jobs disappear") and tactics "almost done" (worker said that a task or assignment will be carried out tomorrow, although it has not yet proceeded).

8. For workers with high levels of duty. Orders and job managers are performed accurately and on time.

G. Our employees are distinguished by lack of independence in the performance of tasks and assignments. The head, which gave the task or assignment, we have a lot of time to devote to the work of subordinates, constantly "pump" them, instruct, and so on. D. The head as if to himself creates jobs.

8. What have you formed an opinion about the meetings and sessions where you work?

A. Meetings and meetings we have held relatively little. They tend to be substantive, specific and short-lived due to good preparation.

B. We have conducted a large number of conferences and meetings. They are held not in a business, take a lot of time and effort. The effectiveness of low, although a lot of planned measures such as "strengthen the work," "pay attention", "increase responsibility", "point out the flaws," and so on. D.

8. Conferences and Meetings shall be held not much and not enough. It all depends on the will of the authorities. They boil down mainly to the spacing and pumping. Mostly emotional style. Workers are trying in every way to avoid meetings and meeting-spacing-of pump.

G. Conferences and Meetings differ in our foreign businesslike - all something to write, speak well, act. Accepted beautiful and elegant even solutions which are generally poorly or performed, or even go unheeded. And so pretty businesslike seems to be all satisfied.

9. One of the most common phenomena in a control system is considered "theft" of time. Which of the below listed disorganization factors rob you the most time?

A. The most voracious "robber" time we have is to wait - at receptions leaders to sign or viewing documents in the queue in the canteen at lunchtime, and so on..

B. We have shamelessly "stealing" during endless meetings, meetings. Signs of a solid and successful meeting or meetings are considered a large number of present and significant duration.

B. For our system is characterized by small "theft" of time, but they happen often enough. Minutes quietly spent on registration of certificates, find the key to the room, eliminating inconsistencies in the actions, and so on. D. Failure to clearly and understandably expressed also it takes time.

G. We have lost time, but they can not be classified as a "stolen". mainly time lost due to personal disorganization, sluggishness.

10. How do you put the matter to the improvement of management of the organization?

A. Reorganization follow one another. We do not have time to properly understand a reorganization as a new start, and so on. D.

B. We workers know: if it starts any improvement in the management of the organization, the work necessarily complicated, and its volume will increase. This is because the old to the new added without changing the previous operation of the system and document m. G.

B. Improving the management of the organization is no different in our grandiosity of the activities, but every year something changes for the better. This facilitates the work, making it more effective.

By G. units constantly walking concerned scientists. They have something to learn, write and make up for management reports, recommendations, which eventually hit the shelves. All we have is the same: we work, and scientists go - study - written reports, recommendations hit the shelves.

D. We have developed a good long-term plans to improve the management of the organization. These plans are constantly refined, and the prospects are pushed further and further away. It seems that the workers want to captivate prospects and to everyday, everyday activities to improve the management of the organization no one cares.

The key to the test

Point answers

question Number

Possible answers and their assessment scores

A

B

AT

T

D

1

2

3

4

5

6

7

8

9

10

2

0

3

0

0

0

0

10

0

0

0

0

10

5

0

3

0

0

0

3

7

10

0

10

10

0

10

0

0

8

5

0

0

0

0

10

2

0

10

1

0

0

0

1

Evaluation

You receive an amount equal to 95 points. This indicates a high level of management organization. The challenge is to continue to support it. Your organizational experience worthy of attention and study. Of particular interest are the means and methods by which it was possible to achieve a high level of management organization. Such an organizational study would cost for other relatively cheap and would have given a lot of useful.

Stacked amount ranges from 80 to 93 points. management organization is different you have a fairly high level, although it has some drawbacks. We must continue to work to eliminate them. If you loosen the "organizational vigilance", there will be more disadvantages and management organization may be reduced. It is difficult to achieve a high level of management organization, but no less difficult to maintain it.

Sum score ranges from 70 to 79 points. This level of management organization can not be considered high, although it is above average. This level is called transitional. He can both rise and fall - it all depends on how you feel about the management organization.

The resulting amount was in the range of 50 to 69 points. The existing level of management organization is considered to be average and slightly above average. If this fact does not leave you indifferent, you probably try to correct the deficiencies. Unable to reach the desired control organization, it is impossible to rely on high performance.

The resulting amount was less than 50 points. This makes it possible to note that the control is in your organization in a state of neglect. Here correct to speak more about the lack of organization, because the number of disadvantages exceeds the number of advantages. Controlled by you on the weak institutional framework. This means that irrationally spent a lot of time (and it is possible to calculate), and forces workers nerves. You urgently need to begin to build a reliable foundation of organizational management.