1. Determining the oh,jective. At the v cry beghllling the c b x the assignment must be clearly defined and fixed. iri dicate clearly- the scope and purpose of the sun. ey. the petcock :- . which it is to be completed, the lintitatioiis of cost of innpiementahon an. - -: authontN to wholii the recommendations should be made.
2. Pl;innin, the assignrnent. Before plailliiDg tile work, a prelim:?_surN e! should be made to get a better understanding ofthe problems ins ? TV: and the best way of conducting the assignment. The actual plan of n ork I!' depend on the size of the department to be investigated, its geographica] ... _ and location, number ofdiN isions or sections, Volume and nature orb ore i - the number of staff Planning will involve deciding on the jobs tc r investigated, sub-divisions of assignment, assistants to be entrusted with Loci sub-divisioli and the method of -
3. Preparatory meeting. After the plan is drawn up, rite O & M erp officer should discuss it with the tnanager and staff or the department concerned. A preparatory meeting should be held to explain to all concerned the purpose of the hivestigation-and the methods to be adopted, in order to overcome start resistance and enlist their willing co-cooperation. In particular, thc shoutc be assured that tl!eir jobs are not risky and that the purpose of exercise is no! to criticism hldividual perfonnances but to ensure better performance and jcb satisl'action for all.
N. Collecting the facts. It is the .1105i crucial and essential stage in t .e ass.gmneilt. The O & M team should collect all pertinent facts relating to thc operationto be invesocatcd Liz, specie cation of I be operation, existing system and procedures, methods used, off ce equipment and machines etnployed erp office fomis and their design. flow of v ork, wor ettviromntent cost -:
This should be done carefully and meticulously since it will form tile basis CLthe sugg. itions for improvement. Only relevant and required amount of fa ts should be collected, as too much or too little or irrelevant facts will tick analysis and conclusions.
There are different ways of collecting facts, viz, study of exissjr records, personal observation discussion witlt operating staff and superN-iscrs ntiell questionnaires, etc. Questiomlaires slloilld be framed cared lly to .. oir mislnterprelatioli and misleading replies too much dependence or questionnaires should be avoided a ccrnbimation of different methods -. i: t five better results.
S. Anaiysing the facts. The facts collected should be carefully an its sc_ to ascertain whether the existing procedures and methods of operation TO - : place, hmirJg and frequency can be improved upon to ensure greater _=_ more accurate output.
6, Submitting proposals for change. On the basis of tile .:: i-, :- :1 the facts collected, proposals ot suggestions for chant e in the exi tin
management as a whole Before submission. the proposals arc usually s'noNn to the manager of the department cmmerrec so that he mav remain prepared for the suggested changes, if and when implemented
Care should be taken to see that the suggestions are practical sound _r.i capable of being implemented snioothlN These sliould be supported by A. arts diagrants etc., to demonstrate the possible effect Above AL suggestion s should be such as to fulfill the objectives of the O & M exercise
7. Helping in the implementation. The tasks of the O is: PI does not end v. ith the submission of proposals for improvement Lf these are accepted be the management, the O & M staff may be required to help in their implementation The O & M Of ricer may be required to clariff the proposals to the persons engaged in implementation, to prepare detailed installation plans to tender advice on actual installations, to help in implementation of s?eci31ised procedures amd to carry out periodical review ofthe newproredures for modifications, if necessary
ADVANTAGES AND i IMITATIONS OF O & M
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