Planning being nothing more than wheel spinning

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Reference no: EM132171448

Misery Arrus is the supervisor for the word processing center of Tafttronics which incorporates nine word processors. Various reports, documents, correspondence, and all the photocopying for the company make up most of the work done here. Misery has just gotten out of a meeting with her supervisor who has asked her to identify five key performance areas in her department that will have a significant impact on performance. After this meeting, Misery lamented: “I understand how sales groups can have performance objectives, but I do not see where we can have such things. What am I supposed to come up with? Something like ‘We will process 10,000 pages in the next year’ or ‘at least 99.5 % percent of our pages will be error free? This whole thing seems like ‘wheel spinning’ to me. My group knows their objectives without this planning thing. We plan on doing a good job for all the departments as quickly as possible.”

Please take time to answer these questions and “commiserate with Misery.”

1. What do you think about Misery’s point of view on planning being nothing more than “wheel spinning”?

2. What are some of the key performance areas she could identify in her department?

3. How does her last thought meet the criteria in the text setting objectives?

4. If you were her supervisor, how might you work with Misery to help her?

Reference no: EM132171448

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