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TITLE 68 -10 7 3 2 2 9 0 0008976 L
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How you can improve in

A foliow-up t o the self-appraisal contained

in the
API GUIDE T O BETTER SUPERVISION

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 TITLE b e l O732290 0 0 0 8 9 7 7 h r

TABLE OF CONTENTS
Page
PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
DEFINITION . . . . . . . . . . . . . . . . . . . . . . . . 4
INTRODUCTION . . . . . . . , . . . . . . . . . . . . . 4
A GLIMPSE AT ORGANIZING.. . . . . . . . 4
TAKE A LOOK AT YOURSELF. . . . . . . . 6
SOME PRINCIPLES O F ORGANIZING., 6
TRY YOUR HAND . . . . . . . . . . . . . . . . . . . . 9
WHAT DO YOU THINK NOW?. . . . . . . . .10

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 TITLE 68 I 0732270 0008778 ar

PREFACE
This series of guides has been developed
for the supervisor who is interested in self-
improvement. Each guide serves as a tool
for self-appraisal, self-determination of needs,
and opportunities for improving in personal .
performance through self-teaching.
Other subjects in this series are:
Pianning for Profit
Delegating
Communicating.
Coordinating
Motivating
Evaluating Work
Making Effective Use of Time
Finding A Better Way
Appraisal-Counseling
Developing Employees
Self-Improvement
- - Human Relationship’s
Company Relationships .
Community Relationships
Thinking Creatively

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As better ideas and techniques for self-
teaching are discovered, these guides will be
revised. Your suggestions for improveinents
are invited by the API Committee on Super-
visory Development.

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 TITLE 68 O732290 0 0 0 8 9 7 9 O
I-

. ORGANIZING
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DEFI NITION
The combining of manpower and facili-
ties in the best manner to get the job done.

INTRûDU CTIO N
Every job requires organizing to convert
a plan to an accomplishment. Is your team
known for its accomplishments? Your ability
to organize is essential to the fulfillment of
job requirements. Apply the principles of
organizing contained in this booklet and you
will improve your ability to combine man-
power and equipment for the most effective
results.

A GLIMPSE AT ORGANIZING
Organizing is the function which opens the
way for things t o happen. The supervisor
.-
must visualize the order in which action must
be initiated, the priority and importance of
the various tasks to be done, and the use
t o be made of the resources such as talent,
services, equipment, materiah, facilities, and
money. Here are some thoughts on improving
your organizing ability.
People should be involved in organizing
if we expect them to do their best.
Select the best people available to do a
specific job ; clearly define their responsi-
bilities and accountability ;key people should
be placed in the critical spots.
Avoid overlapping responsibilities. Au-
thority and responsibility should be vertical ;
cooperation should be horizontal ; coordina-
tion and communications should be in ali
directions.
Be sure the work done contributes to the
goal to be accomplished.
Organizing is the framework for action,
. b u t it is not always perfect the first time.
Expect changes. The supervisors are the
decision-makers ; others serve, inform, ad-
vise, counsel, or recommend. The true me,--
ure of organizing is that the job gets corn-
pleted on schedule.
4

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 TAKE A LOOK AT YOURSELF
By definition we see that planning sets
the goals but “organizing” sees the job to
the finish. You may say, “I am organized‘’-
but wait a minute! Do you really know the
principles of organizing? Take a minute to
answer the questions listed, then judge 2i)ur-
self. The desire for satisfaction of a job well
done is the first step toward good organizing,
YES NO
1. Do I have a complete
knowledge of the job to
be done?
2. Is there a time limit?
3. Do I select the people to
do the work who have
the best skills?
4. Do I convey to them all
the details?
5. Do I give them the time

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and material schedule?
6. Do I make assignments
based on ability to work
together? .
7. Do I allow f o r inexperi-
enced employees ?
8. Does everyone under-
stand and accept his re-
sponsibility ?
9. Does the employee know
who to call for aid? .
10. When I use contractors
or outside labor; do they
know who to turn to for
instructions? c

11. Do I recognize and al-

low for limits imposed
on a job?
12. Do I think ahead about
a d j u s t m e n t s in the
work schedule for un-
foreseen circumstances ?
5

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 TITLE 68 0732290 O O O B î B L 8
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YES NO

1% Do I follow the stand-

ards or policies set by
t h e company, f o r in-
stance, on safety?
14. Do I explain these re-
quirements to my em-
ployees ?
15. Do those who report
back to me do it often %

enough?
3
16. Do I make a progress
report? i;
These questions point out a few of the
important parts of “organizing” work. How
did you do?

SOME PRINCIPLES OF ORGANIZING

There are many r a y s in which a good
job can be done-as many ways, in fact, as
there are men to whom the task is given.
Common to all these ways are several-
basic principles or steps of organizing:
Understand the assignment or job to
be done.
Determine the specific activities need-
ed to accomplish the objective.
Schedule and group the related ac-
tivi ties.
Give orders and instructions.
FOIIOW-UP.
Understanding is basic and critical. Be-
fore a job or task can be organized, certain
knowledge must be obtained. This is com-
munication whether it be oral or written.
The immediate objective and its purpose
should be clearly understood by both employ-
ee and supervisor, i.e., what is to be done;
when must it be started; when must it be
completed; what are the limitations of cost;
6

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 T I T L E 68 I
0732290 0008982 O

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what resources and manpower are available.

Limits of authority and responsibility must
be clearly established.
Communication between two individuals
does not necessarily mean complete under-
standing has been established. The responsi-
bility for understanding must rest equally
with both supervisor and employee. At this
point, when understanding is established, the
individual is prepared to carry out his as-
signment.
The art of using “things” and “people”
to get a job done is essential to the organ-
izing process. Organizers at all levels need
basic skills classified as tecltnical, human, and
conceptual. Technical skill is job know-how
such as welding, operating a bulldozer, etc.
It is primarily concerned with working with
things. Human skill is the ability to work
with others and capitalize upon their in-
dividual capability and experience. Concep-
tual skill is the ability t o see the job as
a whole. It includes recognizing how the
various jobs in the organization depend upon
-
one another how they are all important to
successful operations.
The supervisor relies upon his knowledge,
experience, and specialized skills to break
down a job or task into smaller and related
components. For example, what equipment
and materials are needed ; what manpower
will be required; what skills, capabilities, and
experience are necessary. Will weather be a
factor? What about terrain? Will location
be a factor in delivery of supplies and ma-
terials or transportation of men and equip-
ment? These and many other factors enter
-
into the problem of breaking an assignment
or job down into its smaller parts, each de-
-
signed to get the job done efficiently and
economically.
Alternatives should be pr,ovided where
failure is likely to occur, whether in people or
resources. Trouble must be anticipated when
the primary plan does not have a high prob-
ability of success. Any unexpected delays
7

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 may be minimized by alternative measures
agreed t o in advance.
If past experience indicates, alternative
emergency sources of materials should be
anticipated before they are needed. Work
which can be performed while waiting on
something more critical should be preylanned
and understood by those to be involved in
doing the job.
Scheduling is closely associated with the
specific activities to be accomplished. An-
other description of this principle could sim-
ply be timing. A football team could have
perfectly designed plays with individual play-
ers capable of perfect execution, but without
timing and coordination of each part none
of the plays would be effective. Equipment,
men, materials, .and supplies must be sched-
uled to permit each activity to be accom-
plished with the minimum of wasted time,
material, and resources.
-- Communication is critical in giving orders
and instructions. At this point the thinking
stage of the organizing process becomes the
action stage. Authority and responsibility
are delegated as required, relationships be-
tween individuals and groups are clearly es-
tablished, standards of performance spelled
out, and reporting procedures defined. Here
again, understanding is vital to the process.
It is a two-way street and is equally demand-
ing of superior and employee. 1

Follow-up is the control phase of the or-

ganizing process. Many individuais score well
as organizers to this point, but “strike out”
as effective supervisors because they don’t
“follow through” or establish and execute
necessary controls. Control procedures and
reports indicate job progress and quality of
performance, and will permit changes to cope
with misunderstandings and problems that
were not anticipated. A control system should
not to be considered as a spying operation,
but regarded as a tool to aid in better su-
pervision. An effective control system will
direct, guide, and restrain activities so that the
overall objective can be accomplished.
8

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 TRY YOUR HAND
We have seen what organizing means.
Now, how do we use it? One way is through
learning from past experience. It has been
said that some men have 1 0 years of ex-
perience, while others have repeated one
year’s experience 10 times.
All of us, at one time or another, after
finishing a job have believed that the work
didn’t go as well as it should, that some men
on the job were working while others didn’t
appear to have anything to do, that certain
pieces of equipment were delivered too early
or too late, or t h a t too much or too little
equipment was ordered. If any of this hap-
pens, it is probably the result of improper
organizing. You know that the next time this
type of job is t o be done, you can learn
from past experience and do it better.
For example, a supervisor orders the
tanks, separator, and heater-treater t o be
delivered. He then calls a bulldozer operator
to build the pad for the tanks. The super-
visor calls a supply store and orders the
valves, fittings, and lines required. In his call
to the tank company, he tells them to set
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the tanks. His plans are to have a rousta-

bout gang on hand to make the final hookup.
The supervisor is busy on another lease the
day the tanks are to be set so doesn’t get
to the location until one o’clock in the after-
noon. He finds the trucks are stili loaded
with the tanks and the roustabout crew is
waiting to do their connection work. The rea-
son? The bulldozer was tied up on another
job and was a day late in starting the pad.
This job was well-planned but poorly or-
ganized. Can you see the difference? How
would you organize this job? c

Remember these principles . ..

People must understand what is ex-
pected of them.
Performance standards, combined with
solid clear directives, produce ac-
tion.
9

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 T I T L E 68 0 7 3 2 2 7 0 0008785 5
r

People should be involved in organ-

, izing if we expect high perform-
ance.
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Select the best people available to do

a specific job.
Clearly define their responsibilities
and accountability.
Xey people should be placed in criti-
cal spots.
Avoid overlapping responsibilities.
Authority and responsibility should
be vertical.
Cooperation should be horizontal.
Coordination and communications
should be in all directions.
The work being done should contrib-
ute to the goal to be achieved.
These principles increase the chances of
stimulating employees to do their best. Par-
ticipation in the organizing effort increases
awareness of what the job is, who is to do
what, when, and why. Organizing discussions
indicate the people whose talents and knowl-
edge are being drawn upon. It fosters open-
ness, levelling, and cohesiveness. It keeps
people informed, up to date, and conscious
of time, costs, slippage, alternatives, and
problems influencing the work schedule. It
increases the chances of participants to be
willing to t r y to do their best.

WHAT D û YOU THINK NOW?

If you desire improvement in your job
performance, recognize the importance of
“organizing”. The obligation and responsi-
bility for continued motivation, desire, ef-
fort, self-improvement must come from YOU.
YOUhave appraised yourself, informed your.
10

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 TITLE bã^-
) 0732290 0008986 7c

self, and tried the Yearning experience” on

organizing offered in this booklet.
Your progress taward reaching the stand-
ards of performance desired may now be
measured by taking another look at yourself.
Do I understand each job completely?
Do my employees understand each job
fully?
Have I selected the best people available
for the job?
Do I anticipate any changes in the job
situation?
Do I hear about potential problems be-
fore they reach a crisis proportion?.
Do I use the technical and specialized
people available?
Do I fully understand company rules and
regulations ? Do my subordinates ?
-- Do I have a good sense of timing to do
first things first?
Do I consult with the group on work
problems ?
Do I consult with purchasers, contractors,
and suppliers about the work prob-
lem ?
Is work organized according to safe prac-
tices ?
Do I know what my area of authority is?
Do my employees know theirs?
Do I allow my employees to exercise their
authority ?
-
Does each individual understand results -
for which he is accountable? To whom
he is accountable?
Do I establish performance standards, in.
cluding expected time t o achieve pre.
planned results?
11

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 Do I break the job down into small
enough parts for understanding, co-
ordination, and accomplishment by all ?
Do I avoid overlapping of job responsi-
bilities?
Do ‘I find that work proceeds in an or-
derly manner when I’m away?
The supervisor who recognizes and as-
signs the individuals in his organization ac-
cording to their knowledge, skill, attitudes,
habits, judgment, communicative skills, and
willingness to work within policies and pre-
scribed procedures will successfully organize
the work.

BI B LIOG RAP HY
Start Accomplishing more . Rad t Tow . .
Business Munagement, April (1968).
Cooper, Joseph D: How to Get More Done in
Less Time, Nelson Doubleday, Inc., New
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York, N. Y.
McCay, James: T h e Management of T i m e ,
Prentice-Hall, Inc., Englewood Cliffs,
N. J.
Hayel, Carl: Organizing Your Job in Manage-
ment, American Management Assn., Nem
York N. Y.
Drucker, Peter F: Management Sciences u r d
the Manager, Harper-Row, New York,
N. Y.
Serif, Med: How to Manage Yourself, Fred-
erick Fell, New York, N. Y.
Gardiner, Glen : Managerial Skills for Silpemis-
ors, Elliott Service Co., Inc., Mt. Vernon,
N. Y.

12

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 TITLE 68 1 0732270 0008788 Or

This publication was sponsored by the

MI Committee on Supervisory Development
(A. E. Meissner, Chairman, Sun Oil Com-
pany, DX Division) and produced under the
guidance of a National Subcommittee on API
Guide to Better Superuision (W. C. Walker,
Chairman, Loffland Brothers Company).
Preparation and review was conducted by
the API Southwestern District Committee on
Supervisory Development (R. J. Womack,
Chairman, Texas Pacific Oil Company).
Special acknowledgement is due the Edi-
torial Subcommittee composed of:
Everett L.Smith, Chairman, Cities Serv-
ice Oil Company
Forrest R. Belcher, Pan American Pe-
troleum Corporation
Jim Dougherty, Monsanto Company
J. E. Dozier, Jr., Shell Oil Company
J. M. Galovich, Continentd Oil Company
T.O. Gilstrap, Champlin Petroleum Com-
pany
V?. E. Hanson, Sun Oil Company, DX Di-
vision
Alex D. Henderson, Jr., Standard Oil
Company of California
C. E. Ingram, Shell Oil Company
Bud E. Livingston, Sun Oil Company, DX
Division
Henry Mansei, Sun Oil Company
c
Reese W. Norton, Standard Oil Company
of California
-
Russel1 L. Switzer, Atlantic Richfield
Company.
R. J. Womack, Texas Pacific Oil Company
Wendell L. Zachary, Cities Service Oil
Company
13

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