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business
total quality management

Questions and Answers of Total Quality Management

Do you know where you want to be 5 years from now?
Is the mission clearly and definitively expressed in a single paragraph?
Is the statement expressed in language that a 10th grader can understand?
Will the mission be believable to everyone in the organization?
Why is there a need for change? What is wrong with the present service or system?
What are our strengths and weaknesses and those of our competitors?
What are the potential gains, losses, or risks of a change?
Who will be affected?
What will it cost?
What is likely to happen if no action is taken?
If we believe that planning is so important, why, knowing this, do we so often rush directly into doing without pausing to plan?
What do we stand to gain from applying planning principles to supposedly routine activities?
What are two significant reasons why a particular objective or target may not be attained as planned?
What are the principal characteristics of planning that apparently cause many to bypass it altogether?
What kinds of plans are of most concern to the working supervisor?Why?
What are the primary differences between mission and vision?
What are the three essential components of an appropriate objective?
Describe fully the relationship between planning and organizing.
As a supervisor, why is it important for you to be fully knowledgeable of the precise limits of your authority?
Explain how the controlling function does or does not relate significantly to the planning function.
Why is it necessary for an organization to have a formal code of ethics? Shouldn’t sound personal values be sufficient?
Which, if any, of the functions of planning, organizing, coordinating, and controlling are more the concerns of higher management than of the first-line supervisor? Why might this be so?
How would you handle a situation in which the supervisor of another department approaches you with a strong complaint about one of your employees?
Why is it stressed that effective coordination requires persuasive ability?
As a supervisor, what would be your response when seriously incorrect information reaches you by way of the grapevine?
Define reengineering in practical terms, address its applicability, and identify the classic errors that have frequently undermined potential reengineering benefits.
Define the impact of the present-day trend toward organizational mergers and affiliations on organizational structuring and address the important implications of this trend for the role of the
Explain how you would respond to an employee who says to you,“Don’t hand me this reengineering stuff. That’s just a fancy way of saying you’re going to cut staff.”
What is vertical integration of responsibilities? Horizontal integration of responsibilities?
Why is the prospect of a major reengineering effort or a merger of organizations stressful to rank-and-file employees and supervisors alike?
Organizations undergoing significant reengineering efforts often engage the services of an outside consultant. Why do you believe this is done?
Why should a supervisor make regular use of reasonable deadlines for employee assignments, and why is follow-up on such deadlines crucial?
When two departments are combined under a single supervisor, how does the supervisor adapt to this change without automatically working significantly longer hours?
Why is reengineering often more difficult than expected? Explain, using an example.
The environment within which an individual supervisor must work is often subject to significant change, so how can we legitimately say that the supervisor’s essential task remains constant?
Explain what is meant by “the soft side of management” and further explain why attention to it is of extreme importance.
Why does a supervisor’s visibility and availability remain important even at times when the staff are experiencing no problems and raising no questions?
Introduce the position description (also referred to as job description) and develop an understanding of its importance.
Review the essential elements of the position description, identifying what must be included in this instrument and setting forth the reasons for inclusion.
Highlight those legitimate uses of the position description of special significance to the first-line supervisor.
Explain the effects of the Americans with Disabilities Act on present-day position descriptions.
Define the different kinds of performance standards and review the purposes for which they are commonly used.
Identify the characteristics of an appropriate standard.
Provide advice applicable in formulating standards for departmental use and identify pitfalls that can hamper the establishment of readily usable standards.
Are detailed written instructions always available or available only for new or difficult tasks? These instructions may include policy or safety manuals and specific aids such as procedure manuals.
Does the employee organize his or her daily work and rearrange or modify it when appropriate, or does the supervisor do this?
Does the incumbent perform any supervisory or administrative functions? If so, to what extent?
In preparing to write or update a position description, why should the supervisor solicit the participation of the employee or employees presently doing that job?
In addition to their important application in assessing employee work performance, how can performance standards be helpful in other ways?
What are competencies? Explain and provide two or three examples.
Select a job with which you are reasonably familiar and write a summary statement for the position description.
Why is it suggested that a title such as “administrative assistant” is generally preferred over one such as “secretary”?
Should a proper job description cover absolutely everything the employee could ever be expected to do? Why or why not?
What is a “reasonable accommodation” under the Americans with Disabilities Act? Provide an example.
Describe in detail at least three important uses of the position description.
How would you develop and express a reasonable performance standard when there is no objective means available for measuring task performance?
Select a specific task with which you are familiar and develop a brief set of performance standards for that task.
Define policies and describe their overall purpose and function.
Establish the necessity for comprehensive policies addressing all aspects of the organization’s operations.
Describe the significant uses of policies that establish the necessity for policy observance at all organizational levels.
Differentiate between organizational policies and department policies, and establish the supervisor’s relationship to the latter.
Identify potential problems concerning policies.
It was stated above that a policy should be publicized as well as published. What is the difference between these terms, and why would this be said about policies?
As a supervisor, what should you do about a policy that is unpopular with your employees or that appears to you to be potentially harmful?
Cite an example of one realistic occurrence that could suggest the need for a policy change. Why might the change be necessary?
Why be concerned with modeling behavior for employees? The supervisor is the boss—why not simply tell them what to do?
What problems might the supervisor create through inconsistent treatment of employees?
Explain fully why each employee is asked to sign an employee handbook receipt to be retained in the employee’s personnel file.
Explain the essential difference between a policy and a procedure.
As a department supervisor, what would you consider to be the primary benefit of having complete, up-to-date organizational policies?
Describe a situation in which inconsistent policy adherence could potentially cause legal problems.
Provide one fairly detailed example of a reasonable accommodation under the ADA.
Outline the development of the regulated environment within which the healthcare supervisor must function.
Identify 1964 as the pivotal year during which legislation affecting employment marked the onset of the federal government’s practice of shifting social responsibility to employers.
Present a chronology of legislation affecting employment and thus affecting the supervisory role.
Describe the cumulative effects of employment legislation to date.
Explain why 1964 and the passage of Title VII of the Civil Rights Act of 1964 are referred to as the turning point in the evolution of Human Resources. Other than 1964 representing the beginning of a
Define and describe a “bargaining unit” as pertinent to present-day applicability of the National Labor Relations Act.
Review when and how the Equal Employment Opportunity Commission (EEOC) was established and what its purpose is.
Define a bona fide occupational qualification (BFOQ) and provide at least two specific examples.
Explain what the “right to know” laws primarily address and what they are intended to accomplish.
Well before the passage of the Americans with Disabilities Act (ADA)certain employers were required in some instances to provide“reasonable accommodation” of the limitations of an employee or
Identify the primary intended purpose of the Employee Retirement Income Security Act (ERISA). Explain why this legislation was likely seen as necessary.
Discuss the principal business effects of the Immigration Reform and Control Act (IRCA).
Pose two hypothetical examples of situations in which a healthcare employer might legally require a polygraph (lie detector) test as a condition of either initial employment or continued employment.
View the Family and Medical Leave Act (FMLA) from the perspective of a working department manager and describe the ways in which this legislation has affected the manager’s ability to manage.
Convey the importance of the employee selection process in building a stable and motivated workforce.
Profile the kinds of job candidates the supervisor should ordinarily seek to interview.
Review the significant legal constraints affecting the recruitment and employment process, including designation of the kinds of information that may not legally be requested on an employment
Review the various sources customarily used for locating appropriate job candidates.
Briefly introduce the concept of the aging workforce, highlight its effects on employment recruiting, and explore the potential use of the “older”worker in meeting vital staffing needs.
Review several ways in which healthcare organizations might stimulate recruiting during periods of staff shortage.
Review the role of the department supervisor in the recruitment process.
Have you ever filed a workers’ compensation claim?
Do you have any physical problems or injuries?
Are you currently taking any medications?
Have you ever been treated for drug abuse?SCUSSION
What could be wrong with an employment application question asking whether the applicant has been arrested? Is not the employer entitled to know whether one who might be hired has been in trouble
If age alone is no longer a reason to avoid hiring someone or for forcing one to retire, what then is the principal criterion for getting hired or remaining employed?
In some few organizations, middle management or a personnel department hires employees and simply hands them to the supervisors. What is your opinion of this practice? Why do you feel this way?

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