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ERIC ED389856: Plan for Success. Two-Module Technology Transfer Package. PDF

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DOCUMENT RESUME CE 070 326 ED 389 856 Plan for Success. Two-Module Technology Transfer TITLE Package. Westinghouse Electric Corp., Carlsbad, NM. INSTITUTION Department of Energy, Washington, D.C. SPONS AGENCY 93 PUB DATF NOTE 102p. Teaching Guides (For Classroom Use Guides PUB TYPE Teacher) (052) MF01/PC05 Plus Postage. EDRS PRICE Job Performance; *Learning Activities; Learning DESCRIPTORS Modules; *On the Job Training; *Organizational Development; *Planning; *Staff Development; *Time Management; Units of Study ABSTRACT The two modules in this packet provide information on MAS-107," planning for workplace success. The first module, "Planning contains seven units that cover introduction to planning, developing plans, setting goals, budgeting resources, scheduling, monitoring implementation, and how t..op make planning work. The module also includes a list of 18 reerences, a practice test, and answers to the six practice test. The second module, "Planning PRO-105," contains units that cover introduction to the planning process, developing plans, daily planning, setting goals, scheduling, and tracking list of 16 progress. The module also includes a summary, a references, a practice test with answers, and appendixes that action; showcase examples of plans: strategic; long-term; short-term; objertives, and daily. fhe units in each module consist of enabling information, and activities. (KC) * Reproductions supplied by EDRS are the best that can be made from the original document. **********A:,AAAA**:.AA::*****:.A***AAAAA::**i,AA****** Department of Energy/Carlsbad Area Office Technology Transfer Program PLAN FOR SUCCESS Two-Module Technology Transfer Package U S DEPARTMENT OF EDUCATION 'PERMISSION TO REPRODUCE THIS t26DATIONAL RESOURCES INFORMATION MATERIAL HAS BEEN GRANTED BY E CENTER (ERIC A Thrs document has 0000 reproduced as receryed from the person or ragarwatron ongrnatrog a tAA 0 Minor changes have been marfo to improve reproduction quality Ponta!, of view or opinions stated at put, TO THE EDUCATIONAL RESOURCE b document do not necessarily represent INFORMATION CENTER (ERIC! Orem! OERI posrtron or oubcy Contact: Bill Keeley, MS-500 Technology Transfer and Economic Development (TT&ED) Westinghouse Electric Corporation PO Box 2078 Carlsbad, NM 88221 TMED fax: 505-887-1434 24-hour telephone request line: 505-234-7565 MAS-107-Page 1 REV. 0 Waste Isolation Division (WID) Management and Supervisor Training (MAST) Program PLANNING MAS-107 This module was prepared by: Date Team Leader, Professional Development This module was approved by: Date Manager, Organizational Development Date Manager, Program Management TRAINEE INFORMATION Trainee Name: Trainee SS#: Date Module Started: Last Possible Date For Completion of Module Examination: MAS-107-Page 2 REV. 0 TABLE OF CONTENTS A. MODULE INTRODUCTION 3 B. DEVELOPING PLANS 5 C. SETTING GOALS 15 D. BUDGETING RESOURCES 20 SCHEDULING E. 23 F. MONITORING IMPLEMENTATION 27 G. SMART MOVES--WHAT YOU CAN DO NOW 31 H. MODULE REFERENCES 32 PRACTICE TEST I. 33 J. ANSWERS AND FEEDBACK FOR THE PRACTICE TEST 35 MAS-107-Page 3 REV. 0 A. MODULE INTRODUCTION Terminal Objective Upon completion of this module, trainees will be able to develop effective plans. Mastery of the terminal objective will be demonstrated by scoring 80 percent or higher on the module examination. Planning is an important tool for managers and supervisors because it: helps make che best use of our scarcest resource--time o How much uninterrupted time dO.Sibu have on an average Your time is scarce. Less than an hour? workday? One hour? Planning helps you use your time wisely. helps us focus on important activities o Without planning, resources are often directed toward low Through planning, organizational resources value activities. can be directed toward important work. enables us to affect our future Planning helps organizations and people change the present and influence the future. is the basis for organizing So Plans establish what work needs to get done by when. plans can help to mold an organization that fits the work it's expected to accomplish. is the basis for controlling Goals and schedules set during planning can help you control work in progress. guides delegation o Before you can delegate, you have to know what needs to be Plans provide this information so you can delegate done. work effectively. MAS-107-Page 4 REV. 0 o can have a positive effect on job performance People generally perform best when they have challenging but attainable goals to meet. So plans, if subdivided into work group and employee goals, can motivate highly effective job performance. helps minimize confusion o Plans defin what needs to happen by when. This minimizes confusion about priorities and work activities. o differentiates effective from ineffective managers One researcher compared 30 effective managers and 30 ineffective managers. The effective managers scored significantly higher in planning. The ineffective managers spent less time planning and rated organizing and controlling significantly higher in importance than the effective managers. As you can see, plannina is an important management function. In the next section of the module, we'll talk about how to develop plans. MAS-107-Page 5 REV. 0 B. DEVELOPING PLANS Enabling Objectives Upon completion of this section, the trainee will be able to: Identify good practices for developing plans. 1. Identify practices to avoid when developing plans. 2. Given a scenario, evaluate the manager's effectiveness in 3. developing plans. Types of Plans Strategic plans The time period of strategic plans is generally five years or They're usually prepared by senior managers. more. Long-range plans The time period of lon(--range plans is generally more than one Long-range planning occurs at all year but less than five years. levels of management. Short-range plans The time period of short-range plans is generally one year or They tend to be specific, telling exactly what needs to be less. For example, a plan for completing a self- done by when. assessment six months from now would be a short-range plan. Short-range planning occurs at all levels of management. Action plans An action plan is a plan that guides specific actions by For example, if you plan to conduct a self- individuals. assessment, part of your action plan might be to finish the first This type of planning occurs at all draft two weeks from today. levels of an organizationfrom the executive to the first-line employee. 7 MAS-107-Page 6 REV. 0 The Planning Sequence Here are steps you can follow to develop a plan from start to finish. Select goals The purpose of planning is to help accomplish goals. To identify goals for which you'll need plans, ask yourself: What are the division's goals? o Through planning, you can help the division reach its goals. What are my department's goals? o Incorporate department goals into your planning. By doing so, you support your boss and help make your department effective. What are the goals of o my section or group? Planning will help you meet or surpass the expectations of your boss and the Department of Energy (DOE). What are my goals? o Planning will help you reach your goals. Visualize the attainment of your goals By visualizing, we mean picturing your desired end resIllt in your When you reach your goals: mind. What will the end result look like? o What will the effects be? o What will people say and do o as a result? Having a mental picture of your desired end result makes planning easier. Compare where you are now with where you want to be Compare your present situation with your desired end result. What are the differences? Identify things you'll need to change to reach your goals. MAS-107-Page 7 REV. 0 Determine your approach accomplish your perspective, how will you From a big picture What do you want to to take? What approach do you want goals? earlier can picture you formed Referring to the mental avoid? approach. help you determine your Prepare plans completed to reach your that need to be First, identify tasks identify all This will help Seek input from others. goals. relevant task. For complex completed. each task must be Then identify when The things on track. schedule can help keep plans, a graphic help you develop Reporting Section can Program Review and schedules. include in your plans: topics you may need to Here are some Goals o Budget o Deadlines o Priorities o Constraints o Tasks and subtasks o Required resources o Implementation process o Interfaces with other tasks o Logic ties between subtasks o Identify needed resources make realistic plan, it's necessary to Before implementing a things like Resources include estimates of required resources. time, and people who supplies, equipment, employees, materials, out your plan You can't expect to carry can help you. Without timely access adequate resources. successfully without the delays need In this case, delays will occur. to resources, must be other tasks or plans and their impact on to be planned assessed. MAS-107-Page 8 REV. 0 To identify needed resources, follow this process: o Look for a project from the past that's similar to your project If there was a similar project, find out the resources required to complete it. o Make a list of all'resources required to implement your project Seek input from others to make sure you don't miss anything. o Identify when each resource will be needed and the different ways it can be acquired If a resource can't be acquired, look for acceptable substitutes. If equipment you don't already have is required, don't overlook the possibility of borrowing it. For information on borrowing equipment, see MAS-117, Material Control. o Be realistic about your resources For instance, if three different tasks need to be accomplished on a computer and only one computer is available, either find additional computers to use or allow extra time to complete that phase of the project. Fiaure out how much it will cost How much will implementing your plan and achieving your goal cost? Your cost analyst can help you develop a realistic budget. Consider factors that could affect your plans Before implementing your plans, consider factors that could affect them such as: o the budget o DOE priorities o regulatory requirements o the knowledge, skills, and abilities of your employees o plans, priorities, and requirements of interfacing organizations Identifying and considering the potential effect of these factors will help you make better plans.

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