GDI
Commercial Dry wall, Inc.
Craftsman
Volume 2, No. 5
March 1981
A few things to work for
COG supervisors sat 581 pradyefcoi g©afls CDI’s supervisory group is an outstanding collection of drywall talent. Their technical expertise and practical know-how have played a key role in the company's rise to success in recent years. More importantly, however, they have the willingness to improve themselves in non-technical areas.
Most recently, CDI’s supervisors were asked to apply some of this training in the setting of 1981 production goals for themselves and their jobs. In doing this, they listed objectives to achieve, the obstacles to overcome and their solutions, and target dates for reaching the goals. Under the goal setting program, supervisors compiled this list of information on forms that were then typed and returned to them for their use. Additionally, supervisors reviewed the goals with management on an individual basis. According to Bruce Marek, CDI’s director of operations, the goal setting exercise has already achieved the most important ingredient in reaching any objective—to put down in writing what you hope to accomplish. “Experts urge that goals be put in
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Under Operation 3P, CDI supervisors at the U of H course concentrated on improvement in communications, giving feedback to employees, holding work meetings and setting performance goals for the work groups. Additionally, monthly supervisors’ meetings cover a variety of topics, most of which are aimed at helping the supervisors develop themselves more fully as professional leaders and managers.
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CDI supervisor Glen Brabham reviews 1981 goals with director of operations Bruce Marek. Several of the company’s top men are finding that reaching their goals may be easier than setting them.
writing because once on paper they perform a variety of functions. They keep us on course, serve as yardsticks for progress, motivate us, remind us of our goals, and they tend to draw us toward that which we have set,” claims Bruce. Among the goals listed by the supervisors were the desire to improve communication skills, to better read blueprints, train workers better, cut costs, improve relationships with workers, and run safer jobs. "We are really impressed with the goals that were set by our men” says Bruce. “We in management are asked to set written goals monthly, and we have found that it is an extremely helpful tool,” contends Bruce.
The purpose of the goal setting is three-fold. First, it serves as a basis for putting all goals on paper, even new ones that come along in the future. Forming such a habit can only produce positive results in whatever we undertake. Secondly, it gives every job worthwhile goals to shoot for, especially if the supervisor shares them with his crew. And, it gives CDI management an insight into the values of CDI’s top men — what they want to accomplish and where they want to go within the company. “It’s something everyone should do in relation to their jobs and their personal lives as well,” says Bruce. And, often the most difficult part is setting the goals, not trying to reach them.”