An analysis of clerical work standards for control of office costs in a large organization. - Page 70 |
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62
screened.and the ac tu al work of s e ttin g the production
standards was undertaken* In analyzing an array of production
ra te s fo r any one operation, some members of the
s t a f f recommended th a t the median (middle) ra te be used;
i i
others contended th a t the average ra te would suffice* In >
most cases, the upper q u a rtile (one-fourth above, th re e -
! fourths below) /was selected/]on the grounds th a t the j
t
standard must be se t high enough to provide a goal and i
| y et be capable of attainment* The judgment aspect was
i
I stresse d in th a t each standard was e stab lish ed on i t s own ;
merits and in terms of a p a r tic u la r operation. The
standards compiled were considered guides against which
't o appraise performance, not ends in themselves. They |
; served as incentives f o r production and id e n tif ie d problem
| areas as they aro se.
iI
Many examples are given in the o rig in a l study of
j the uses to which th is work was put including programming
; and scheduling work, fo re c a stin g and budgeting s t a f f , and
; appraising the e ffe c ts of changes in organization, pro-
I
! eedures, e tc . The program provided v i s i b i l i t y where none
i
had ex isted before; i t gave both lin e supervision and top I
i !
jle v e l adm inistration a to o l to work with. Work measurement;
j in th is case, had become a key to b e tte r management.
iI
t
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| Title | An analysis of clerical work standards for control of office costs in a large organization. - Page 70 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 62 screened.and the ac tu al work of s e ttin g the production standards was undertaken* In analyzing an array of production ra te s fo r any one operation, some members of the s t a f f recommended th a t the median (middle) ra te be used; i i others contended th a t the average ra te would suffice* In > most cases, the upper q u a rtile (one-fourth above, th re e - ! fourths below) /was selected/]on the grounds th a t the j t standard must be se t high enough to provide a goal and i | y et be capable of attainment* The judgment aspect was i I stresse d in th a t each standard was e stab lish ed on i t s own ; merits and in terms of a p a r tic u la r operation. The standards compiled were considered guides against which 't o appraise performance, not ends in themselves. They | ; served as incentives f o r production and id e n tif ie d problem | areas as they aro se. iI Many examples are given in the o rig in a l study of j the uses to which th is work was put including programming ; and scheduling work, fo re c a stin g and budgeting s t a f f , and ; appraising the e ffe c ts of changes in organization, pro- I ! eedures, e tc . The program provided v i s i b i l i t y where none i had ex isted before; i t gave both lin e supervision and top I i ! jle v e l adm inistration a to o l to work with. Work measurement; j in th is case, had become a key to b e tte r management. iI t |
