Making rational decisions. (Checklist 015).(rational model for
decision-making)
This checklist provides an outline framework for making rational
decisions. It is therefore relevant to all managers.
Management Standards
This checklist has relevance to the MSC National . . .
Brainstorming. (Checklist 014).(recommendations for
managers)
The purpose of this checklist is to enable a busy manager, without
previous experience of the technique and with a minimum of preparation,
to introduce brainstorming to a group and then go on to . . .
Reading a balance sheet. (Checklist 130).
This checklist is designed to help you read and understand a
balance sheet. It is intended as a guide, not as a replacement for full
accounting support and interpretation.
Management Standards
. . .
Carrying out an information audit. (Checklist 013).
This checklist is concerned with the processes of an information
audit.
The increasing problems caused by junk mail, information overload
and indigestibility, and the need to make decisions ever . . .
Solving problems. (Checklist 012).(systematic method of problem
solving put forward by Kepner and Tregoe)
This checklist outlines the systematic method of problem solving
first put forward by Kepner and Tregoe in their work The New Rational
Manager.
With straightforward, common problems--for example, . . .
Becoming a non-executive director. (Checklist 011).
This checklist is written for those who have been invited to become
a non-executive director (NED) for the first time. In the past, NEDs
were only found in very large organisations. Now there is a . . .
Writing an invitation to tender. (Checklist 010).
This checklist focuses on the process of writing an invitation to
tender by detailing what should be included in the invitation document.
When purchasing capital plant or equipment, or goods or . . .
Organising the induction of new recruits. (Checklist
001).
This checklist is designed to assist line managers responsible for
the induction of new employees. It makes good sense to help new recruits
to integrate as quickly as possible into their new . . .
Resolving commercial disputes. (Checklist 159).(selecting and
applying the best method to effectively resolve disagreements betw
This checklist advises on how to resolve commercial disputes,
whatever the size of organisation you work in, by selecting and applying
the best method to effectively resolve disagreements between . . .
Setting up an Intranet. (Checklist 158).
This checklist provides guidance for organisations wishing to set
up an Intranet.
There is a growing recognition that an organisation's
competitiveness depends on the effective exploitation of . . .
Health and safety: managing the process. (Checklist 157).
This checklist provides an overview of the key issues that should
be considered in managing the health and safety process within an
organisation. Effective health and safety management is not just . . .
Getting close to the customer. (Checklist 156).(assessing the
needs of customers)
This checklist is aimed at managers at all levels and explores the
steps and principles involved in assessing the needs of customers as the
basis of any business operation. It focuses on how to . . .
Public relations planning. (Checklist 155).
This checklist is designed to help those with little or no
background in public relations to begin to manage this area effectively
within their organisation. It provides a model for developing a . . .
Implementing the balanced scorecard. (Checklist 154).(providing a
balanced view of an organisation's performance)
* Traditionally, managers have used a series of indicators to
measure how well their organisations are performing. These measures
relate essentially to financial issues such as business . . .
Gathering competitive intelligence. (Checklist 153).
This checklist provides guidance for individuals or organisations
wishing to take a structured and proactive approach to gathering
competitive intelligence (CI).
Many organisations collect . . .
Implementing a diversity management programme. (Checklist
152).
* This checklist provides a framework for setting up a diversity
management programme in an organisation. It is aimed at managers in all
areas and at all levels.
Definition
The concept of . . .
Handling information--avoiding overload. (Checklist 150).
This checklist is for those who are concerned with the ever
increasing amount of information they are required to handle and
describes a structured approach to controlling information overload.
. . .
Developing a manufacturing strategy. (Checklist 149).
This checklist has been designed to explain the basic steps in
analysing existing manufacturing activities and reviewing current
manufacturing strategy.
Most organisations operate with a business . . .
Strategic partnering. (Checklist 148).(the planning phases in
partnering)
* This checklist describes the planning phases in partnering: the
strategic decision to partner, structuring the strategic partnership,
and selecting an appropriate partner. The principles apply . . .
Implementing IT software solutions. (Checklist 147).
This checklist aims to identify the key stages for the successful
implementation of IT software solutions. It is designed for both IT
professionals and end users.
Management Standards
This . . .
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