Deskripsi pekerjaan menulis uraian tugas dan contoh, uraian tugas tugas, tanggung jawab direksi Deskripsi pekerjaan biasanya penting untuk mengelola orang dalam organisasi. Uraian pekerjaan diperlukan untuk rekrutmen sehingga Anda dan pemohon dapat memahami peran pekerjaannya. Uraian pekerjaan diperlukan bagi kebanyakan orang dalam pekerjaan. Uraian pekerjaan mendefinisikan peran dan akuntabilitas seseorang. Tanpa deskripsi pekerjaan biasanya sangat sulit bagi seseorang untuk berkomitmen, atau bertanggung jawab atas, sebuah peran. Hal ini terutama terjadi pada organisasi besar. Sebagai karyawan Anda mungkin memiliki atau diberi kesempatan untuk bertanggung jawab atas deskripsi pekerjaan Anda. Ini bagus. Ini memungkinkan Anda mengklarifikasi harapan dengan atasan dan atasan Anda. Proses penulisan uraian tugas sebenarnya cukup mudah dan lurus ke depan. Banyak orang cenderung memulai dengan daftar 20-30 tugas, yang tidak apa-apa sebagai permulaan, tapi ini perlu disempurnakan menjadi poin yang jauh lebih sedikit, sekitar 8-12 adalah ideal. Organisasi yang lebih kecil biasanya meminta staf dan manajer untuk mencakup cakupan tanggung jawab yang lebih luas atau lebih beragam daripada di organisasi yang lebih besar (misalnya, peran manajer kantor dapat terdiri dari tugas keuangan, SDM, pengendalian saham, penjadwalan dan tugas lainnya). Oleh karena itu dalam organisasi yang lebih kecil, uraian tugas mungkin berisi lebih banyak tanggung jawab yang tercantum, mungkin 15-16. Namun, apapun kondisinya, jumlah tanggung jawab tidak boleh melebihi ini, atau deskripsi pekerjaan menjadi berat dan tidak efektif. Uraian pekerjaan apa pun yang berisi 20-30 tugas sebenarnya lebih mirip bagian dari manual operasional, yang memiliki tujuan yang berbeda. Uraian pekerjaan harus mengacu pada manual operasional, atau prosedur yang disepakati, daripada memasukkan rincian tugas dalam deskripsi pekerjaan. Jika Anda memasukkan detail tugas dalam deskripsi pekerjaan, Anda perlu mengubahnya saat detail tugas berubah, karena akan sering dilakukan. Apa yang ingin Anda ubah, 100 uraian tugas atau satu manual operasional Demikian pula, rincian panjang prosedur kesehatan dan keselamatan tidak boleh disertakan dalam deskripsi pekerjaan. Alih-alih memasukkannya ke manual kesehatan dan keselamatan, dan kemudian merujuknya ke deskripsi pekerjaan. Sekali lagi, saat prosedur kesehatan dan keselamatan Anda berubah, apakah Anda lebih suka mengubah 100 uraian tugas atau hanya satu panduan kesehatan dan keselamatan. Proses yang berguna untuk memperbaiki dan menulis tanggung jawab deskripsi pekerjaan menjadi lebih sedikit poin dan (tanggung jawab dan bukan tugas individual), adalah mengelompokkan Banyak tugas individu menjadi area tanggung jawab utama, seperti daftar di bawah ini (tidak semua akan berlaku untuk peran tunggal). Tipe tebal menunjukkan bahwa area tanggung jawab ini biasanya terdapat dalam kebanyakan deskripsi pekerjaan: Tipe tebal menunjukkan bahwa area tanggung jawab ini biasanya terdapat dalam deskripsi pekerjaan yang paling banyak: mengkomunikasikan (dalam kaitannya dengan perencanaan siapa, bagaimana, bagaimana dan ini berlaku untuk semua di bawah) Dan pengorganisasian (dari apa ..) mengelola informasi atau dukungan administrasi umum (dari apa ..) monitoring dan pelaporan (dari apa ..) evaluasi dan pengambilan keputusan (dari apa ..) penganggaran dan pengendalian keuangan (dari apa ..) Memproduksi barang (apa ..) Mempertahankan hal-hal yang memperbaiki (apa ..) kontrol kualitas (untuk peran produksi biasanya merupakan tanggung jawab tersendiri jika hal ini umumnya digabungkan dalam tanggung jawab lain yang relevan) (dari apa ..) kesehatan dan keselamatan (biasanya sama untuk semua Deskripsi pekerjaan dari kelas staf tertentu) dengan menggunakan peralatan dan sistem (apa ..) menciptakan dan mengembangkan sesuatu (apa ..) pengembangan diri (biasanya titik yang sama untuk semua deskripsi pekerjaan dari staf yang diberikan grad E) ditambah tanggung jawab untuk staf lain jika ada, biasanya: staf rekrutmen (staf pelaporan langsung) menilai (staf pelaporan langsung) (staf pelaporan langsung) mengelola (staf pelaporan langsung) Peran senior akan mencakup aspek eksekutif yang lebih banyak: Mengembangkan kewajiban kebijakan perawatan dan perumusan tanggung jawab perusahaan terhadap arahan dan strategi Anda akan menemukan bahwa Anda dapat mengelompokkan sebagian besar tugas pada daftar (awalnya sangat lama) ke daftar tanggung jawab yang jauh lebih luas (tapi masih spesifik) sesuai contoh di atas. Area aktivitas deskripsi pekerjaan yang khas. Jelas tingkat otoritas mempengaruhi tingkat tanggung jawab dalam deskripsi pekerjaan untuk menentukan strategi, pengambilan keputusan, mengelola orang lain, dan peran eksekutif, menentukan arahan, kebijakan, dan memberikan kinerja perusahaan. Sebisa mungkin rujuk rincian standar dan proses ke manual operasional atau prosedur yang disepakati atau standar yang disepakati daripada membiarkan deskripsi pekerjaan menjadi semacam manual operasi. Jika atasan atau atasan Anda meminta Anda untuk merinci tugas Anda secara panjang lebar dalam deskripsi pekerjaan, dorong dia agar organisasi memasukkan detail ini ke dalam manual operasional - ini akan menghemat banyak waktu. Menulis atau menulis ulang deskripsi pekerjaan adalah kesempatan bagus untuk membingkai peran seperti yang Anda inginkan dan juga mencerminkan bagaimana keadaannya saat ini, jadi cobalah untuk berpikir di luar cara berpikir normal, dan jika ini sulit dicari Masukan seseorang yang kurang dekat dengan sesuatu. Deskripsi pekerjaan penting Uraian pekerjaan memperbaiki kemampuan organisasi untuk mengelola orang dan peran dengan cara berikut: mengklarifikasi harapan pengusaha untuk karyawan memberikan dasar pengukuran kinerja memberikan gambaran yang jelas tentang peran kandidat pekerjaan memberikan struktur dan disiplin bagi perusahaan untuk memahami dan menyusun struktur. Semua pekerjaan dan memastikan kegiatan, tugas dan tanggung jawab yang diperlukan dicakup oleh satu pekerjaan atau lainnya memberikan kontinuitas parameter peran terlepas dari interpretasi manajer yang memungkinkan sistem pembayaran dan penilaian disusun secara adil dan logis mencegah penafsiran sewenang-wenang mengenai isi peran dan batasan oleh karyawan dan perusahaan dan Alat referensi penting manajer dalam masalah alat penghitung sumber daya yang penting untuk masalah disiplin memberikan poin referensi penting untuk area pelatihan dan pengembangan memberikan poin referensi netral dan obyektif (berlawanan dengan subyektif atau sewenang-wenang) untuk penilaian, kinerja revi Ews dan konseling memungkinkan perumusan seperangkat keterampilan dan persyaratan pengaturan per peran memungkinkan organisasi untuk menyusun dan mengelola peran dengan cara yang seragam, sehingga meningkatkan efisiensi dan efektivitas perekrutan, pelatihan dan pengembangan, struktur organisasi, alur kerja dan aktivitas, layanan pelanggan, dll. Memungkinkan pandangan faktual (berlawanan dengan instingtual) yang harus diambil oleh karyawan dan manajer dalam pengembangan karir dan perencanaan suksesi (Daftarnya tidak lengkap.) Disini Anda akan menemukan deskripsi pekerjaan struktur dan template, dan contoh berbagai uraian pekerjaan. Juga template dan contoh profil orang, diperlukan saat merekrut. Berhati-hatilah untuk mematuhi undang-undang ketenagakerjaan yang relevan saat menyusun deskripsi pekerjaan, iklan kerja dan profil orang. Di Inggris ini berarti bahwa Anda tidak boleh menentukan preferensi menurut jenis kelamin, ras, kepercayaan, agama, atau kemampuan fisik. Jika Anda menemukan diri Anda menulis deskripsi pekerjaan dengan bias di bidang mana pun, Anda harus bertanya pada diri sendiri mengapa, karena tidak ada yang bisa dibenarkan. Di direksi perusahaan Inggris memiliki tanggung jawab pribadi atas aktivitas organisasi mereka selain dari tanggung jawab fungsional mereka, dan boleh dibilang pertanggungjawaban ini harus disertakan dalam beberapa cara dalam deskripsi pekerjaan direksi. Kejelasan sangat penting. Orang dan pengusaha perlu memiliki kesepakatan yang jelas dan saling sepakat tentang harapan akan pekerjaan tersebut, dan uraian pekerjaan merupakan instrumen kunci yang dengannya hal ini dapat dicapai. Yang mengatakan, deskripsi pekerjaan tidak beroperasi manual. Saya ulangi, simpan uraian tugasnya secara ringkas dan bebas dari instruksi operasi atau pemrosesan terperinci. Jika perlu, lihat ini adalah frase seperti sesuai dengan prosedur perusahaan, atau sesuai dengan manual manual pengoperasian, dll. Dengan merujuk daripada memasukkan standar operasi atau proses yang spesifik, sakit kepala memperbarui semua uraian pekerjaan saat prosedur berubah dihindari. Job description template Job Title Based at (Unit Bisnis, Bagian - jika ada) Posisi dilaporkan ke (judul, posisi, dan Manajer Fungsional Manajer Jalan, lokasi jika struktur manajemen matriks) Ringkasan Tujuan Pekerjaan (idealnya satu kalimat) Tanggung Jawab Utama dan Akuntabilitas, Atau Tugas 8-15 poin bernomor) DimensiTerritoryScopeScale indikator (area yang tanggung jawabnya mencakup dan skala tanggung jawab - staf, pelanggan, wilayah, produk, peralatan, bangunan, dll) Tanggal dan referensi internal lainnya yang relevan Untuk deskripsi pekerjaan senior, Berguna untuk memecahkan tanggung jawab utama menjadi beberapa bagian yang meliputi bidang Fungsional, Manajerial, dan Organisasi. Bagian yang paling sulit adalah Bagian Tanggung Jawab Utama dan Akuntabilitas. Organisasi besar memiliki versi generik untuk peran organisasi yang paling umum - jadi jangan menemukan kembali roda jika ada sesuatu yang sesuai sudah ada. Jika Anda harus membuat deskripsi pekerjaan dari awal, gunakan metode ini untuk menghasilkan tanggung jawab 8-15: Catat secara acak semua aspek pekerjaan. Pikirkan: proses, perencanaan, pelaksanaan, pemantauan, pelaporan, pengomunikasian, pengelolaan sumber daya manusia, investasi dalam bentuk informasi yang tepat dalam hitungan hari. Selanjutnya menggabungkan dan mengembangkan koleksi ide secara acak menjadi seperangkat tanggung jawab utama. (Posisi junior tidak akan membutuhkan lebih dari 8. Seorang senior mungkin perlu 15) Beri peringkat mereka secara kasar sesuai urutan kepentingannya. Minta seseorang yang tahu atau telah melakukan pekerjaan dengan baik memeriksa daftar Anda dan mengubahnya sesuai kebutuhan. Periksa kembali bahwa semua yang ada dalam daftar benar-benar penting dan dapat dicapai. Jangan memasukkan target ke dalam deskripsi pekerjaan. Sasaran adalah keluaran yang bergerak dimana Anda memerlukan kontrol yang fleksibel. Jangan menempatkan harus mencapai target penjualan ke dalam deskripsi pekerjaan. Ini adalah output murni dan tidak menggambarkan pekerjaannya. Deskripsi pekerjaan harus menggambarkan kegiatan yang diperlukan untuk memastikan bahwa target akan tercapai. Tidak memiliki salah satu tanggung jawab utama dan hal lain yang diinginkan manajer. Ini tidak adil, dan tidak ada yang pernah berkomitmen atau bertanggung jawab untuk hal seperti itu. Deskripsi pekerjaan contoh 1: Uraian Tugas - SNP Co Ltd Judul. Laporan Eksekutif Penjualan dan Pemasaran kepada: Direktur Penjualan dan Pemasaran, Newtown. Berbasis di: Sparkly New Products Co Ltd, Rumah Teknologi, Newtown. Merencanakan dan melaksanakan kegiatan pemasaran dan penjualan langsung, sehingga dapat mempertahankan dan mengembangkan penjualan berbagai mesin SNP ABC ke rekening utama dan penspesifikasi Inggris, sesuai dengan rencana bisnis yang disepakati. Tanggung jawab dan akuntabilitas utama: Menjaga dan mengembangkan database pelanggan dan prospek terkomputerisasi. Merencanakan dan melaksanakan kegiatan pemasaran langsung (terutama surat langsung) ke anggaran yang disepakati, volume penjualan, nilai, bauran produk dan rentang waktu. Kembangkan gagasan dan buat penawaran untuk direct mail dan pemasaran ke akun utama oleh sektor pasar utama dan produk ABC SNPs. Menanggapi dan menindaklanjuti pertanyaan penjualan melalui pos, telepon, dan kunjungan pribadi. Menjaga dan mengembangkan pelanggan lama dan baru melalui dukungan akun individu yang terencana, dan penghubung dengan staf pemrosesan pesanan internal. Memantau dan melaporkan kegiatan dan memberikan informasi manajemen yang relevan. Melaksanakan riset pasar, pesaing dan survei pelanggan. Menjaga dan melaporkan kesesuaian peralatan dan perangkat lunak untuk tujuan pemasaran dan penjualan langsung. Berhubungan dan menghadiri pertemuan dengan fungsi perusahaan lain yang diperlukan untuk melakukan tugas dan usaha bantuan dan pengembangan organisasi. Mengelola aktivitas agensi pemasaran eksternal telemarketing dan penelitian. Menghadiri pelatihan dan mengembangkan pengetahuan dan keterampilan yang relevan. Indikator skala dan teritori: Rangkaian produk inti dari empat mesin ABC dengan kisaran harga pound50 sampai pound250. Sektor sasaran: Semua organisasi multi-situs utama memiliki lebih dari 1.000 staf. Database prospek c.10.000 kantor pusat organisasi besar. Basis pelanggan dari c.150 organisasi besar. Nilai akun tipikal pound20-50k pa. Total pertanggungjawaban pendapatan pribadi berpotensi pound4.5m. Wilayah: Inggris. (Tanggal dan referensi) Lebih banyak deskripsi pekerjaan tanggung jawab khas tercantum di kaki halaman ini. Jika Anda merekrut untuk mengisi peran, penting untuk merumuskan profil orang untuk membantu pembuatan kata-kata iklan pekerjaan profil psikometri dalam daftar shortlist wawancara untuk menilai dan memilih akhir. Template orang-profil: Kepribadian Situasi Pribadi Keterampilan Kerja Tertentu Keterampilan Komputer Melek Huruf dan Kemampuan Keterampilan Manajemen Komersial Contoh contoh ditunjukkan di sini untuk peran di atas: contoh profil orang Person profile - Sales and Marketing Executive Personality: Self-driven, berorientasi pada hasil Dengan pandangan positif, dan fokus yang jelas pada kualitas tinggi dan keuntungan bisnis. Seorang perencana maju alami yang menilai secara kritis penampilannya sendiri. Matang, kredibel, dan nyaman dalam berurusan dengan eksekutif perusahaan besar senior. Reliable, toleran, dan ditentukan. Komunikator empirik, mampu melihat sesuatu dari sudut pandang orang lain. Baik disajikan dan bisnis. Cukup mobile dan fleksibel untuk melakukan perjalanan sampai beberapa hari dalam sebulan di Inggris. Keen untuk pengalaman baru, tanggung jawab dan akuntabilitas. Mampu bergaul dengan orang lain dan menjadi pemain tim. Situasi Pribadi: Harus matang dan aman di dalam negeri. Mampu menghabiskan satu atau dua malam pergi per bulan tanpa mengganggu situasi dalam negeri. Mampu bolak-balik ke kantor terpercaya. Mampu bekerja berjam-jam pada saat dibutuhkan. Semoga bisa diusahakan secara finansial tapi tidak putus asa atau dalam hutang serius. Harus memiliki izin mengemudi yang bersih atau mendekati bersih. Keterampilan Kerja Tertentu: Mampu berkomunikasi dan memotivasi melalui media tertulis. Memahami prinsip-prinsip pemasaran dan periklanan efektivitas biaya, termasuk penargetan sektor pasar, pengembangan penawaran produk, fitur-manfaat-solusi penjualan, biaya per tanggapan, biaya per konversi, dll. Menghargai kebutuhan akan konsistensi dalam merek perusahaan dan bauran pemasaran, terutama PR Dan internet. Pengalaman mengelola aktivitas agen pemasaran bermanfaat. Keterampilan komputer: Harus mahir dalam penggunaan MS Office 2000 atau yang lebih baru, terutama Excel dan Word, dan idealnya Akses atau database serupa ke tingkat dasar, Internet dan email. Melek huruf dan Numerasi: Mampu memahami perhitungan laba rugi dan pembiayaan bisnis dasar, mis. Persentase dan perhitungan marjin kotor, depresiasi, pengeluaran modal dan pendapatan, arus kas, biaya overhead, dan lain-lain. Harus menjadi penulis surat bisnis, kutipan dan proposal bisnis yang sangat kompeten. Keterampilan Bisnis dan Menjual. Harus menjadi komunikator tatap muka dan telepon yang hebat. Mampu menunjukkan kesuksesan dan pengalaman mengelola akun pelanggan utama dan kontrak besar atau bahkan bisnis, terutama pencapaian pengembangan penjualan asli. Latar belakang yang ideal adalah pengalaman layanan dukungan bisnis dari kamar kecil dan industri pembersihan kontrak akan sangat membantu. Pengalaman tender juga akan bermanfaat. Kemampuan Manajemen: Meskipun manajemen staf internal pada awalnya bukan bagian dari pekerjaan, tanggung jawab dan kesempatan dapat tumbuh dengan perkembangan bisnis, misalnya prospek merekrut dan mengelola staf telesales pendukung. Beberapa orang-keterampilan manajemen, pengalaman dan kemampuan alami akan bermanfaat. Tips untuk membuat, memperkenalkan dan menyetujui deskripsi pekerjaan Ada beberapa cara untuk mendekati kebutuhan deskripsi pekerjaan baru atau yang diperbarui dalam sebuah organisasi atau departemen, dan metode ini dapat memperoleh beberapa manfaat bermanfaat lainnya juga. Metode lokakarya sangat efektif dan menghemat waktu. Lokakarya (lihat bagian lokakarya sebagai brainstorming) - orang melakukan brainstorming dan merancang deskripsi pekerjaan secara berpasangan atau bertiga - gagasan dibagi, format terbaik disetujui dan manajemen senior dapat berpartisipasi, membimbing dan menyetujui. Proses untuk membuat atau merevisi deskripsi pekerjaan ini juga sangat baik untuk menciptakan rasa memiliki tanggung jawab dan akuntabilitas, dan untuk memperjelas saling pengertian dan harapan. Turunkan template kosong dasar ke bawah melalui staf, mintalah setiap anggota staf untuk menyusun apa yang mereka yakini ada JD mereka sendiri, dan agar setiap orang menyetujui Keith dengan bos lini mereka. Draft ini kemudian kembali ke pusat untuk ditinjau, disesuaikan dan diterbitkan ulang. Juga mempromosikan diskusi dan klarifikasi harapan yang berguna antara anggota staf dan manajer lini mereka. Buat draf format generik sementara di tengah - lalu riam melalui staf melalui manajer lini untuk berkomentar, antara anggota staf dan manajer lini. Poin umum untuk membuat atau memperbarui deskripsi pekerjaan: Di mana Anda memiliki sejumlah fungsi pekerjaan serupa, cobalah membatasi jenis deskripsi pekerjaan utama sesedikit mungkin. Cermin perbedaan pekerjaan di tingkat otoritas, senioritas dan skala dll, di bagian parameter dari deskripsi pekerjaan utama. Dorong manajer lini untuk mengadakan rapat lokakarya mereka sendiri untuk sampai pada gagasan dan konsensus terbaik bersama. Asosiasi perdagangan Anda mungkin bisa membantu beberapa contoh deskripsi pekerjaan generik. Ini juga patut diajukan kepada beberapa organisasi pelanggan yang lebih besar jika mereka dapat menunjukkan deskripsi pekerjaan setara mereka, di mana mereka memiliki pekerjaan serupa. Tanggung jawab direksi, tanggung jawab perusahaan dan uraian tugas Arguably ada beberapa aspek khusus dari peran direktur perusahaan yang harus tercermin dalam uraian tugas selain tugas fungsional normal atau tugas pekerjaan. Hal ini tidak lain karena direktur dewan bertanggung jawab secara pribadi atas aktivitas perusahaan, sehingga masalah etika, moralitas, legalitas, keselamatan, tugas perawatan, dan lain-lain menjadi tanggung jawab semua direktur, selain tanggung jawab fungsional normal mereka. Bagaimana Anda memasukkan aspek-aspek ini ke dalam uraian tugas direktur (dan secara logis juga masuk dalam penilaian para direktur) adalah masalah interpretasi dan kebijakan. Frase catch-all adalah pilihan, misalnya: Melaksanakan tanggung jawab direktur perusahaan sesuai standar hukum dan etika, sebagaimana dirujuk di (dokumen direktur dan dokumen apa pun yang mungkin Anda gunakan). Andor dengan semakin penting, misalnya: Menegakkan, melindungi dan mempromosikan nilai-nilai dan filosofi organisasi yang berkaitan terutama dengan etika, integritas, tanggung jawab perusahaan (sosial), Perdagangan Adil, dll. Sebagaimana dirujuk dalam (apa pun standar nilai dan standar filosofi organisasi Anda mungkin menggunakan). Namun, di era modern ini, ada kebutuhan yang semakin meningkat bagi organisasi untuk lebih spesifik tentang bagaimana semua ini bagi direksi. Sebagian besar jika tidak semua skandal korporat besar akhir-akhir ini dapat dikaitkan satu atau lain cara dengan direktur yang mengabaikan atau tidak menyadari tanggung jawab mereka terhadap beberapa area etika, integritas, moralitas dan tanggung jawab organisasi yang tidak jelas. Bila tanggung jawab semacam itu terbilang jelas, dan penilaian kinerja direksi terhadap mereka benar-benar transparan, maka organisasi kurang terbuka terhadap risiko skandal korporasi, penipuan, dan bencana lainnya. Selain itu, karyawan dan pelanggan semakin sadar dan menuntut kinerja perusahaan di wilayah kemanusiaan dan planet non-keuangan ini, dan meningkatnya visibilitas budaya dan perilaku perusahaan, melalui perkembangan komunikasi dan fenomena modern seperti blogging, tumbuh setiap tahunnya. . Ada beberapa rahasia perusahaan lagi - hampir setiap orang memiliki akses terhadap hampir semuanya. Tak lama lagi tidak ada rahasia perusahaan sama sekali. Oleh karena itu, masuk akal jika semua organisasi menilai dan memperbaiki pendirian mereka sendiri sehubungan dengan tanggung jawab perusahaan, sebelum dunia pada umumnya melakukannya untuk mereka. Tanggung jawab Direksi, kepentingan relatif mereka dan bagaimana bentuknya, di bidang non-fungsional (etika, lingkungan, orang, planet, masyarakat, dll) secara alami mencerminkan filosofi perusahaan dari organisasi yang bersangkutan, dan ini adalah mekanisme dimana perubahan dan Perbaikan bisa dilakukan Dengan kata lain, organisasi perlu memiliki posisi yang jelas (darimana memunculkan budaya dan semangat - filosofi - korporasi) yang secara jelas menjelaskan prioritas relatif dalam tujuan organisasi tanggung jawab kepada staf, pelanggan, pemegang saham, masyarakat, lingkungan , Dll dan juga pentingnya moralitas dan etika dalam etos organisasi. Tanggung jawab kemanusiaan dan planet kritis non-fungsional ini berasal dari filosofi di puncak organisasi, bukan departemen PR. Tanggung Jawab Perusahaan (atau deskripsi apapun yang Anda ingin gunakan) adalah topik yang menantang dan fluida, dikelilingi oleh banyak debat, yang ditandai oleh berbagai perspektif yang konvergen, terutama Triple Bottom Line (Laba Planet Orang), etika dan integritas, CSR (Corporate Social Responsibility - semakin disingkat hanya untuk Tanggung Jawab Perusahaan), keberlanjutan, Perdagangan Adil, dll. Menafsirkan semua ini dan menciptakan platform yang dapat diterapkan untuk semuanya dalam sebuah organisasi adalah tanggung jawab CEO (atau yang setara). Dalam sebuah organisasi nirlaba yang bersifat institusional, wali amanat atau gubernur pada akhirnya akan membawa sekaleng untuk kegagalan serius. Di klub itu akan menjadi anggota komite. Uang selalu berhenti di suatu tempat, dan jika dengan Anda kemudian periksa apakah tanggung jawab dan tanggung jawab Anda cukup mencerminkan akuntabilitas Anda. Dalam perusahaan yang berorientasi keuntungan konvensional pertanggungjawabannya ada pada direksi, oleh karena itu deskripsi tugas direktur perlu menjelaskan tanggung jawab ini - sampai sejauh mana organisasi (CEO biasanya) dianggap tepat. Para manajer menengah mencoba memahami semuanya dan bertanya-tanya bagaimana cara menerapkannya pada perencanaan strategis dan pengambilan keputusan mereka akan sulit untuk mengisi ruang hampa di tempat ini, yang sering terjadi. Filosofi perusahaan standar biasanya keuntungan semata, tanpa referensi asli untuk masalah kemanusiaan dan planet, yang pada akhirnya merupakan resep untuk bencana. Semakin besar korporasi dan potensi kewajibannya, maka semakin besar pula bencana bila dan jika itu terjadi. Bahan kimia, perawatan kesehatan, transportasi, otomotif, farmasi, jasa keuangan, makanan dan minuman, teknologi konsumen, dan produk tembakau adalah contoh nyata dari industri dengan kewajiban tinggi, yang masing-masing menghasilkan sejumlah tantangan besar dalam beberapa tahun terakhir, dan ini Tidak akan menjadi yang terakhir Direksi, (dan dengan demikian manajer dan semua staf lainnya) memerlukan kerangka acuan yang lebih luas dan lebih halus daripada keuntungan semata, untuk memungkinkan dan mendorong mereka untuk merencanakan, mengarahkan, mengelola dan bertindak dengan cara yang lebih inklusif dan dapat diterima secara filosofis daripada hanya berfokus pada Keuntungan atau biaya Kembalinya pemegang saham (atau kinerja keuangan) sangat penting tentu saja, tapi tidak boleh menjadi satu-satunya tujuan. Mengenai masalah yang lebih mudah (aman, legal dll), di Inggris berbagai badan dapat membantu dalam menentukan tanggung jawab direktur tradisional. Institute of Directors menghasilkan pedoman khusus tentang tanggung jawab direktur (iod). Sumber masukan lain yang mungkin dari perspektif yang berbeda: ACAS - Advisory, Conciliation and Arbitration Service (acas. co. uk), departemen pemerintah dan situs web mereka (misalnya gov. uk). Saya menyebutkan ini karena mereka memberikan tingkat saran tertentu gratis. Jika Anda baru mengenal peran SDM atau personel, periksa apakah organisasi Anda (atau misalnya perusahaan induk Anda) memiliki keanggotaan perusahaan untuk IOD, CIPD, dll atau mempertahankan layanan konsultasi penasihat pekerjaan spesialis. Anda memerlukan bantuan untuk menafsirkan respons yang sesuai dengan tantangan baru ini, baik dalam meyakinkan orang-orang senior bahwa ini adalah masalah signifikan, bukan hanya masalah PR atau tren yang sedang berlangsung, dan juga dalam merumuskan pendekatan yang praktis dan relevan untuk semuanya. Mengenai tanggung jawab perusahaan dalam pengertian yang lebih luas (orang, planet, etika, dll), standar dan kerangka acuan masih tetap - sulit untuk mengukur manfaat dari hal-hal ini, oleh karena itu mereka membutuhkan waktu lama untuk diterima dan diadopsi ( Seperti penghapusan perbudakan, suara untuk wanita, dll). Tapi itu tidak berarti Anda tidak bisa memimpin dan merumuskan standar Anda sendiri. Organisasi yang berusaha untuk merintis standar dan praktik etika dan kemanusiaan akan semakin menjadi pemasok dan pengusaha pilihan bagi semua orang yang berpikiran benar. Organisasi yang gagal menjawab pertanyaan penting tentang etika, kemanusiaan, tanggung jawab sosial dan lingkungan, dan lain-lain dan yang tidak dapat mencerminkan pertanggungjawaban ini di dalam tanggung jawab direksi (dan oleh karena itu semua karyawan lainnya), mengambil beberapa risiko besar, sedangkan organisasi yang merangkul dan Mengadopsi nilai-nilai orde tinggi ini hampir pasti akan menciptakan masa depan yang lebih berkelanjutan. Contoh deskripsi pekerjaan Berikut adalah beberapa tugas khas deskripsi tanggung jawab untuk peran lainnya. Harap dicatat bahwa daftar tanggung jawab ini bukan merupakan deskripsi pekerjaan lengkap, Anda perlu menambahkan tanggung jawab untuk mencerminkan situasi organisasi Anda sendiri, dan kemudian menambahkan elemen deskripsi pekerjaan lainnya yang dijelaskan di atas, yaitu laporan berdasarkan, tujuan dan indikator skala . Saya selalu merekomendasikan keras untuk membuat deskripsi pekerjaan Anda sendiri karena kebutuhan untuk memiliki sesuatu yang sesuai dengan kebutuhan Anda sendiri. Judul pekerjaan sangat tidak jelas - terutama peran yang berkaitan dengan layanan pelanggan, dan peran apa pun dengan antarmuka di seluruh organisasi dan atau di luar - fungsi dan deskripsi berarti berbeda bagi perusahaan yang berbeda, dan asumsi yang mudah untuk membuat asumsi yang salah menggunakan standar elses seseorang. Mulailah dengan memikirkan apa yang sebenarnya Anda inginkan perannya untuk organisasi Anda, bukan peran yang mungkin dilakukan perusahaan lain. Contoh tugas pekerjaan yang khas contoh impor dan ekspor administratormanager - tugas deskripsi pekerjaan yang khas Manajer impor atau pekerjaan administrator berpotensi sangat luas yang mencakup berbagai tanggung jawab. Juga, uraian tugas manajerexportexport manageradministrator sangat bervariasi menurut undang-undang dan prosedur impor negara, impor lokal dan peran yang diperlukan dalam organisasi, di mana peran tersebut dapat memiliki penekanan pada setiap atau semua aspek berikut: penjualan, pembelian dan pembelian, keuangan, Hukum, administrasi Ada terlalu banyak tugas di sini untuk deskripsi pekerjaan tunggal untuk mengambil tugas dari contoh di bawah ini untuk membuat deskripsi pekerjaan yang sesuai dengan situasi Anda sendiri. Mengelola pergerakan materipengiriman produk di andor luar negeri sesuai dengan kebijakan dan prosedur organisasi, dan mematuhi undang-undang dan proses hukum, hukum, dan hukum setempat yang relevan. Mengelola dokumentasi dan formulir online yang diperlukan untuk pelaksanaan yang efisien, hemat biaya dan halal dari semua kegiatan importexport. Pertahankan dan bagikan dengan rekan kerja sebagaimana mestinya, pengetahuan pribadi tentang semua peraturan dan prosedur impor yang relevan dengan peraturan impor dan peraturan dan larangan. Mengelola proses dan transaksi keuangan dan mata uang sesuai dengan kebijakan dan hukum, dan untuk mengoptimalkan efektivitas biaya kegiatan. Berkomunikasi dengan otoritas ekspor dan impor dan pihak terkait, dan pelanggan dan pemasok, di semua wilayah dan negara yang relevan, jika diperlukan untuk memastikan hubungan, dukungan dan aktivitas yang efisien, positif dan halal. Mengantisipasi, meneliti dan melaporkan perubahan undang-undang impor dan impor di masa depan, dan dalam praktik wilayah setempat yang relevan, dan memastikan bahwa pengetahuan tersebut dipertimbangkan dalam perencanaan strategi, sumber daya dan prosedur departemen tersebut. Merencanakan dan menerapkan strategi dan kegiatan importexport yang konsisten dengan keseluruhan tujuan dan persyaratan organisasi. Mengelola semua staf yang melapor ke posisi tersebut sehingga dapat secara efektif merekrut, melatih, mengevaluasi, memotivasi, mendelegasikan dan memantau aktivitas mereka. Berhubungan dengan departemen lain untuk membangun dan memelihara kegiatan dan dukungan exportimport yang relevan dan relevan dalam kaitannya dengan penjualan organisasi, pembelian, pengelolaan bahan, produksi dan keseluruhan fungsi operasi. Patuhi hukum dan kebijakan kesehatan dan keselamatan setempat dan eksternal yang relevan. Gunakan pertimbangan dan inisiatif pribadi untuk mengembangkan solusi yang efektif dan konstruktif terhadap tantangan dan hambatan dalam kegiatan dan prosedur impor. Memantau, mencatat, menganalisa dan melaporkan kegiatan, tren, hasil dan rekomendasi yang berkaitan dengan kegiatan importexport. Manageliaise dengan kontrol stok, pergudangan dan kegiatan distribusi dipengaruhi atau bergantung pada kegiatan importexport. Mengelola dan memelihara ketentuan asuransi yang efektif dan halal yang berkaitan dengan kegiatan importexport. Menjaga kemampuan pribadi dalam, dan penggunaan yang tepat dari, semua ICT yang relevan (Information amp Communications Technology) dan sistem lainnya dalam fungsi importexport. Menyiapkan dan menyerahkan administrasi yang relevan secara tepat waktu dan akurat, misalnya: jadwal pengiriman surat kredit Dokumen EKGD mekanisme kontrol kredit lisensi deklarasi pengepakan, routing, dokumentasi transportasi dan keselamatan. Selidiki, rencanakan dan terapkan metode transportasi yang strategis dan relevan, yang memenuhi secara optimal kebutuhan organisasi dan pemasok dan pelanggannya. Merencanakan dan mengelola penjualan luar negeri melalui distributor dan outlet penjualan lainnya yang relevan. Merencanakan dan mengelola konversi bobot, ukuran, nilai, dan interpretasi standar yang efektif dan diperlukan antara sistem dan wilayah impor dan ekspor. Mengelola masalah dan aktivitas terjemahan bahasa dan komunikasi yang diperlukan untuk memungkinkan hubungan, distribusi, dan integrasi bahan impor, produk, peralatan yang efektif dalam rantai pasokan importir dan eksportir, (misalnya instruksi penanganan, manual operasi, pelatihan produk, dll.). Negosiasikan kontrak untuk pembelian penjualan dan kelola pembaharuan, tinjau kontrak yang diperlukan untuk memungkinkan hubungan perdagangan, operasi dan hubungan pelanggan yang efektif. Pengembangan bisnis managerexecutivedirector - tugas deskripsi pekerjaan yang khas Judul pekerjaan pengembangan bisnis dapat berarti berbagai hal. Beberapa organisasi merujuk pada pekerjaan penjualan dan pengelolaan akun sebagai pengembangan bisnis, dalam hal ini mengacu pada deskripsi pekerjaan manajer akun di bawah ini. Deskripsi pekerjaan pengembangan bisnis - dan terutama tingkat tanggung jawab strategis dan wewenang - bergantung pada siapa laporan peran, dan skala dan kompleksitas bisnis (pasar, produk layanan, wilayah, dll) untuk dikembangkan. This is an example of typical responsibilities of a senior business development role, or business development director: Market and technology research Formulation of strategy Distribution channel analysis and development New product development planning and management Technology transfer, licensing, partnerships assessment and development Marketing and advertising and promotion planning Sales organisation planning and development Importexport development Business planning Launch and implementation If the business development job has direct-reporting staff then the above would tend to be managed via others, and the role would include people-management, recruitment, motivation, training and development staffing responsibilities Appropriate Administration, budgeting, monitoring, reporting, communication and liaison. Health and safety adherence Self-development and continuing personal development (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). account managersales person - typical job description duties The account manager or sales-person job has many variations. These are the typical responsibilities of a modern office-based or field-based salesperson. This list is probably too long for a normal job description - it includes similar variations of individual responsibilities which you can select as appropriate. Plan and prioritise personal sales activities and customerprospect contact towards achieving agreed business aims, including costs and sales - especially managing personal time and productivity. Plan and manage personal business portfolioterritorybusiness according to an agreed market development strategy. Manage productservice mix, pricing and margins according to agreed aims. Maintain and develop existing and new customers through appropriate propositions and ethical sales methods, and relevant internal liaison, to optimise quality of service, business growth, and customer and satisfaction. Use customer and prospect contact activities tools and systems, and update relevant information held in these systems. Plancarry outsupport local marketing activities to agreed budgets and timescales, and integrate personal sales efforts with other organized marketing activities, e. g. product launches, promotions, advertising, exhibitions and telemarketing. Respond to and follow up sales enquiries using appropriate methods. Monitor and report on market and competitor activities and provide relevant reports and information. Record, analyse, report and administer according to systems and requirements. Communicate, liaise, and negotiate internally and externally using appropriate methods to facilitate the development of profitable business and sustainable relationships. Attend and present at external customer meetings and internal meetings with other company functions necessary to perform duties and aid business development. Attend training and to develop relevant knowledge, techniques and skills. Adhere to health and safety policy, and other requirements relating to care of equipment. administrative assistant - typical job description duties An administrative assistant job description varies according to the role and organization. Use this outline as a basis to create a job description that is relevant to your own situation. Type and word-process various documents and electronic information. Create financial and statistical tools and reports using spreadsheets. Manage, organise, and update relevant data using database applications. Communicate and provide information by relevant methods internally and externally to assist and enable organizational operations and effective service to connecting groups. Analyse and interpret financial statistics and other data and produce relevant reports. Interpret instructions and issues arising, and then implement actions according to administrative policies and procedures. Research and investigate information to enable strategic decision-making by others. Arrange and participate in meetings, conferences, and project team activities. Approve decisions, requests, expenditure and recommendations on behalf of senior people in their absence, according to agreed guidelines and policies. Adhere to stated policies and procedures relating to health and safety, and quality management. Adhere to procedures relating to the proper use and care of equipment and materials for which the role has responsibility. switchboard operatorreceptionist - typical job description duties Job purpose outline (example): The primary objective of the Switchboard Operator is to answer a multi-line switchboard quickly (ideally within 3 ring cycles) and direct calls to their destination without delay. Greeting customers, answering questions, announcing calls or providing directions are secondary objectives. The key to the role is in always providing the primary objective whilst delivering the secondary objectives wherever possible but always in such a way that positively affects the customers perception or callvisit experience. Outline duties: Answer a high volume of calls and maintain a rapid response rate according to agreed standards. Log information on calls received, where required and maintain detailed and accurate records. Maintain and update continuously, by local knowledge and by local means, a log of the availability of staff likely to receive inbound calls. File data and perform other routine clerical tasks as assigned and for other departments as needed. Order and maintain relevant office supplies for effectiveness of personal duties. Operate a variety of standard office machines, including a personal computer and a variety of computer software, phone, fax, calculator, shredding machine and photocopy machine. Communicate and liaise verbally and in writing between customerssuppliersvisitorsenquirers and relevant staff, and interpret and respond clearly and effectively to spoken requests over the phone or in person, and to verbal or written instructions. Establish and maintain effective working relationships with co-workers, supervisors and the general public. Perform reception duties in and efficient, professional and courteous manner. Maintain regular consistent and professional attendance, punctuality, personal appearance, and adherence to relevant health amp safety procedures. Pursue personal development of skills and knowledge necessary for the effective performance of the role. health and safety managerdirector - typical job description duties Adjust and refine these core responsibilities for the health and safety function to fit your organization context and the authority of the role. These responsibilities typically reflect a directors responsibilities and so need developing into more specific duties to form a relevant health and safety managers job description relevant to your own situation. Establish, manage and monitor standards, processes, communications, training and systems to ensure: Existence and awareness of a suitable and relevant health and safety policy. A safe workplace without risk to health. Safe plant and machinery, and safe movement, storage and use of articles and substances. Adequate provision of first-aid and welfare facilities and support. Provision of suitable and current information and supervision concerning health and safety policies and practices. Proper and timely assessment of risks to health and safety, and implementation of measures and arrangements identified as necessary from the assessments. Provision of emergency procedures, first-aid facilities, safety signs, relevant protective clothing and equipment, and incident reporting to the relevant authorities. Liaison as necessary with other organizations and relevant authorities, and assistance and cooperation concerning audits and remedial actions. The workplace satisfies health, safety and welfare requirements for ventilation, temperature, lighting, sanitary, washing and rest facilities. Prevention and precautions against, or adequate control of, exposure to hazardous substances, and danger from flammable, explosive, electrical, noise, radiation and manual handling risks. Surveillance and reporting on health and safety practices and systems. Recruitment, selection, management and development of health and safety direct-reporting staff. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). shop or retailwholesale store manager - typical job description duties Depends on the level of commercial and managerial authority and responsibility, but could include potentially these points: Manage and motivate staff, recruit staff, train and develop staff, according to company policies and employment laws, and ensure relevant HR procedures are followed (appraisals, discipline, grievance, etc). Plan, forecast, report on sales, costs and business performance, according to company requirements. Plan and implement advertising and promotional strategy and activities. Manage cash and payment systems in accordance with company procedures and policies, at all times with staff and customer safety as the uppermost priority. Plan and implement shop merchandising, layout and customer traffic flow so as to maximise sales, customer satisfaction, appearance, image and ergonomics for customers. Manage selling and customer service activities and staff competence in these areas, so as to optimise and sustain sales performance, profitability and customer satisfaction. Manage costs and overheads, and all factors affecting the profitable performance of the shop. Liaise with external agencies and authorities as necessary (advertising, PR, recruitment, training, fire services, police, local council, health and safety inspectors, etc). Liaise with and utilise support from suppliers, merchandisers and other partners as required. Manage, maintain and report as necessary all merchandise and non-merchandise stock. Manage upkeep and condition of all equipment, fixtures and fabric of shop premises. Manage health and safety, security, and emergency systems, capabilities and staff and customer awareness, according to company policy and relevant law. Seek and continuously develop knowledge and information about competitor activity, pricing and tactics, and communicate this to relevant departments in the Company. Manage and maintain effectiveness of IT and other essential in-store systems. Attend meetings and contribute to company strategy and policy-making as required. Develop personal skills and capability through on-going training, as provided by the company or elsewhere subject to Company approval. organisational development manager - typical job description duties Plan, develop and implement strategy for organisational development (covering particular areas relevant to the organisations structure, market etc) Establish and maintain appropriate systems for measuring necessary aspects of organisational performance Monitor, measure and report on organisational development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects of organisational development, and to ensure they are fully informed of organisational development objectives, purposes and achievements Maintain awareness and knowledge of contemporary organisational development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Ensure activities meet with and inte grate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care trainertraining manager - typical job description responsibilities Plan departmentalfunctional training budgets, forecast costs and delegate numbers as required by organisational planning and budgeting systems. Assess relevant training needs for staff individuals and organisation, in consultation with departmental heads, including assessment methods and measurement systems entailed. Stay informed as to relevant skill and qualifications levels required by staff for effective performance, and circulate requirements and relevant information to the organisation as appropriate. Produce organisational strategy and plans to meet training and development needs, and manage training delivery, measurement and follow-up as necessary. Design training courses and programmes necessary to meet training needs, or manage this activity via external provider(s). Identify, select and manage external training and accreditation bodies, agencies and providers necessary to deliver required training to appropriate standards. Organise training venues, logistics, transport, accommodation as required to achieve efficient training attendance and delivery. Plan and deliver training courses personally where necessary to augment that provided externally or internally by others. Arrange for the maintenance of all necessary equipment and materials relating to the effective delivery and measurement of training. Recruit, manage and develop direct-reporting staff (if applicable). Ensure all training activities and materials meet with relevant organisational and statutory policies, including health and safety, employment and equality laws. Monitor and report on activities, costs, performance, etc, as required. Develop self, and maintain knowledge in relevant field at all times. training and development manager - typical job description duties Plan, develop and implement strategy for staff training and development, establish and maintain appropriate systems for measuring necessary aspects of staff training and development Monitor, measure and report on staff training and development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects and needs of staff training and development, and to ensure they are fully informed of staff training and development objectives, purposes and achievements Maintain awareness and knowledge of contemporary staff training and development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Ensure activities meet with and integrate with organisational requirements for quali ty management, health and safety, legal stipulations, environmental policies and general duty of care HR (human resources) head or director - typical job description duties Plan, develop and implement strategy for HR management and development (including recruitment and selection policypractices, discipline, grievance, counselling, pay and conditions, contracts, training and development, succession planning, morale and motivation, culture and attitudinal development, performance appraisals and quality management issues - add others if relevant) Establish and maintain appropriate systems for measuring necessary aspects of HR development Monitor, measure and report on HR issues, opportunities and development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects and needs of HR developm ent, and to ensure they are fully informed of HR objectives, purposes and achievements Maintain awareness and knowledge of contemporary HR development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Contribute to the evaluation and development of HR strategy and performance in cooperation with the executive team Ensure activities meet with and integrate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). sales and marketing director - typical job description duties The position reports to the CEOMDGeneral Manager. The purpose of the role is to plan and implement sales and marketing activities in order to meet company targets for retention growth and profitability, and to contribute, as a board member, to the executive management of the company. Plan and implement marketing strategy, including advertising and PR. Plan and implement sales and customer retention and development. Plan and manage sales an marketing resources according to agreed budgets. Contribute to formulation of policy and strategy as a board member. Recruit, manage, train and motivate direct reporting staff according to company procedures, policy and employment law. Maintain administration and relevant reporting and planning systems. Manage relevant reporting of management and financial information for the sales and marketing departments. Select and manage external agencies. Manage RampD and NPD and new business development. Maintain and develop corporate image and reputation, and protect and develop the companys brands via suitable PR activities and intellectual property management. Plan and manage internal communications and awareness of corporate direction, mission, aims and activities (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). quality managerdirector - typical job description duties Develop and implement quality management strategy and plans, including resource, systems, timescales, financials, to support, contribute to, and integrate within, the organisations annual business plan and long term strategy. Develop and maintain systems to establish standards relating to activities and products. Develop and maintain systems to measure performance against established standards. Monitor performance (in relevant areas) according to agreed standards and take necessary action to communicateadviseassist according to performance levels. Monitor and informcommunicateapply standards createdmaintained by external bodies, and integrate within internal quality management systems. Establish and implement necessary communication strategy for the improvement and awareness of quality issues across all departments. Plan and manage departmental activities in accordance with agreed budgets and timescales. Report as necessary on changes in standards (internally and externally initiated) and on performance against standards. Liaise and co-operate with quality management and standards bodies (e. g. BSI, Government Departments, HSE, etc) Manage staff according to company standards (appraisals, discipline, training, development, etc). Manage departmental performance against agreed targets and budgets, and within policies and standards. Liaise with customers and suppliers where necessary (where impactingaffected by quality issues) Contribute to executive policy and strategy. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). finance director (fd) or chief financial officer (cfo) - typical job description duties This roles responsibilities and authority level depends on what your company is and requires, and, if the role covers statutory administration and reporting, elements of the the role also depend on your countrys company laws (reporting, shareholders, tax, dividends, etc). Business and financial strategy and planning, monitoring, management and reporting, including management and development of policies, systems, processes and personnel involved. Reporting and accounting as per regulatory an legal requirements including taxation, dividends, annual report and accounts. Management of strategy for and liaison with stock market, business press and business analysts community. Financial staff management, motivation, training, recruitment and selection. Contributing to strategic planning and development as a member of executive team, and probably keeping and distributing notes and records, reports to executive and management team. Other areas of potential responsibility: company insurance, importexport administration, licencing, contracts and agreements, legal areas and activities, corporate level negotiations (eg premises, plant, trading, acquisitions and divestments, disposals), major suppliercustomerpartner relationships, regulatory bodies relationships and strategies, approvals and accreditations. Can also include IT responsibilities, especially if there is not an IT director. Can also include environmental responsibilities, if the environmental functionmanager reports to CFO. Can also include quality assurance responsibilities, if the QA functionmanager reports to CFO. Can also include health and safety responsibilities, if the HampS functionmanager reports to CFO. Would also include Company Secretary responsibilities if there is not a separate Co Sec (eg statutory company administration responsibilities depending on relevant legal requirements). (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). chief operating officer or operations director - typical job description duties Plan, develop and implement strategy for operational management and development so as to meet agreed organisational performance plans within agreed budgets and timescales (covering relevant areas of operation - eg manufacturing, distribution, administration, whatever falls within remit according to organisations structure) Establish and maintain appropriate systems for measuring necessary aspects of operational management and development Monitor, measure and report on operational issues, opportunities and development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects and needs of operational development, and to ensure they are fully informed of operational objectives, purposes and achievements Maintain awareness and knowledge of contemporary operational development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Contribute to the evaluation and development of operational strategy and performance in co-optation with the executive team Ensure activities meet with and integrate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). purchasingbuying managerexecutive - typical job description duties The following areas of responsibility are potentially included in purchasingbuying function. How you form these into purchasing and buying job descriptions depends on the scope of your purchasing departments responsibility your purchasing departments interface with other departments how your purchasing roles are to operate, and the job(s) autonomy, authority and reporting levels: Purchasing policy and planning Departmental staff recruitment, development, training and management Purchasing project prioritisation and management Managing purchasing information and systems, and purchasing services IT Managing purchasing staff managing suppliers, relationships, SLAs (service level agreements) Setting (if no QA function), monitoring and managing quality and QA systems Effective proactive liaison with other departments as necessary to forecast, plan to meet, and to supply demand to relevant quality Effective proactive liaison with other departments re operating, resourcing, services as necessary, eg IT Negotiating and administration of purchasing contracts Make or buy policy analysis and decisions Rent or buy policy evaluation and decisionrecommendation Cost saving budgeting and targeting Setting and planning how to achieve supplier accreditation and service level management Administration and reporting as necessary Accounting evaluation and financial justification inc capital v revenue Outsourcing strategydevelopmentmanagement Payment terms negotiation, optimisation and management Stock and materials management Warehousing, distribution, shipping management (if applicable, or effective liaison with these functionsdepartments) Packaging and transport regulatory awareness, compliance and information communication Health and safety compliance International trading issuesimportslegal, awareness and management (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). chief executive officer (ceo) or managing director - typical job description duties Identify, develop and direct the implementation of business strategy (depending on the situation some criteria may already exist or be established by the organisations chairman, owner(s)shareholders) Plan and direct the organisations activities to achieve statedagreed targets and standards for financial and trading performance, quality, culture and legislative adherence Recruit, select and develop executive team members Direct functions and performance via the executive team Maintain and develop organisational culture, values and reputation in its markets and with all staff, customers, suppliers, partners and regulatoryofficial bodies Report to shareholdersparent board on organisational plans and performance Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). chairmanchairperson - typical job description duties (The chairman is appointed by and reports to the board of directors.) Preside over board or executive committee Supply vision and imagination at the highest level (normally working closely with the MD or CEO) Take chair at general meetings, within which: to ensure orderly conduct fair and appropriate opportunity for all to contribute suitable time allocation per item determining order of agenda directing discussion towards consensus clarifying and summing up actions and policies Act as the organisations representative in its dealings with the outside world Play a leading part in determining composition of board and sub-committees, so as to achieve harmony and effectiveness Take decisions as delegated by the board and where required chair board meetings. Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). writing job descriptions - summary guidelines A good job description must be a brief concise document - not lots of detail of how each individual task is done, which should be in an operational manual, which can of course then be referenced by very many different job descriptions, saving lots of time, especially when operational details change, as they inevitably do. A job description is in essence a list of 8-15 short sentences or points which cover the main responsibilities of the role, not the detailed processes. Follow the job description structure and guidelines on this webpage - dont get side-tracked or persuaded into writing an operational manual . Detailed tasks belong in an operational manual, not a job description. If your boss or organisation thinks your job description should contain the detail of how you do your job, then encourage himheryour organisation to produce an operational manual instead, and explain the logic and time-saving benefits that are shown on this page. Use the job description structure on this webpage as a template into which you should put your main 8-15 responsibilities. If you need to re-write job descriptions (or your own job description) then structure it in terms of main responsibilities - not the detail. If you wish, or if helpful to arrive at your main responsibilities, you can list the detail of your job tasks elsewhere, as this effectively represents a section in an operations manual - which shows the detail of how the job is done. You can use use the detail to indicate (to yourself) the main responsibilities, but for the job description you must summarise the detail into broad descriptions, for example: All the detail concerned with, for instance invoicing, could be covered by: manage and report on all invoicing activities using agreed systems and processes (as defined in the operational manual). All the detailed process concerned with, say cash management, could be included in manage movement, security and accounting of cash in accordance with agreed processes and standards (as defined in the operating manual). See what I mean Try to identify the main activities by type, not the detail. Where appropriate refer to where the detail is held (for example the operational manual, safety manual, or say agreed proceduresstandards) - do not attempt to include the detail in the job description. It might help to see things in terms of the main types of activities (rather than your specific task detail), as listed at the top of the webpage and listed here again: Bold type indicates that these responsibility areas would normally feature in most job descriptions: communicating (in relation to whom, what, how - and this is applicable to all below) planning and organizing (of what..) managing information or general administration support (of what..) monitoring and reporting (of what..) evaluating and decision-making (of what..) financial budgeting and control (of what..) producing things (what..) maintainingrepairing things (what..) quality control (for production roles normally a separate responsibility otherwise this is generally incorporated within other relevant responsibilities) (of what..) health and safety (normally the same point for all job descriptions of a given staff grade) using equipment and systems (what..) creating and developing things (what..) self-development (no rmally the same point for all job descriptions of a given staff grade) plus any responsibilities for other staff if applicable, typically: recruiting (of direct-reporting staff) assessing (direct-reporting staff) training (direct-reporting staff) managing (direct-reporting staff) Senior roles will include more executive aspects: developing policy duty of care and corporate responsibility formulation of direction and strategy You will find that you can cluster most of the tasks on your (initially very long) list into a list of far fewer broad (but still specific) responsibilities according to the above examples of typical job description activity areas. The tendency when having to create or re-write job descriptions is to under-estimate the strategic nature of the role and responsibilities, and to be too detailed. If writing your own job description, especially if you perform a wide range of responsibilities in a small company, then try to be bold in the way you describe what you do - use the sort of terminology that is found in senior-level job descriptions - it is likely that you could have a similar type of strategic responsibility without realising it or being recognised for it. Doing this will help you and others to recognise, formalise and acknowledge the importance of what you do, and therefore your value to the organisation. It will also suggest several ways in which you could grow and to develop (into) the functions involved, and also indicate ways that the responsibilities activities can be developed, whether you do them or not, although you may be surprised at the high level of your own influence to drive and decide these decisions. Empowerment is often what you make it. authorshipreferencingRob doubled conversion Get more done with freelancers Work with someone perfect for your team Web developers FRONT-END DEVELOPERS BACK-END DEVELOPERS SOFTWARE PROGRAMMERS and more. Pengembang mobile I OS APP DEVELOPER ANDROID DEVELOPERS UIUX DESIGNERS dan banyak lagi. Desainer GAMBARAN GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR Penulis BLOG MENULIS ISI PENULIS COPYWRITERS dan banyak lagi. Asisten virtual BANTUAN PRIBADI TRANSCRIPTIONISTS PENELITI WEB dan banyak lagi. Agen layanan pelanggan TELEPON DUKUNGAN SPESIALIS EMAIL SUPPORT EXPERTS LIVE CHAT SUPPORT PROS dan lainnya. Pakar pemasaran sales amp SEO SPECIALIS EMAIL AUTOMATORS MARKETING EXPERTS dan banyak lagi. Akuntan konsultan konsultan AKUNTANSI PAJAK BOOKKEEPERS FINANCIAL MODELER dan banyak lagi. Lihat Semua KategoriBagaimana cara kerjanya Kirimkan pekerjaan untuk memberi tahu kami tentang proyek Anda. Well quickly match you with the right freelancers. Here are photos and some advice about changing the head gaskets in a 1998 Subaru Forester 2.5 DOHC (and below, a 2000 Outback SOHC 2.5 for comparison) without pulling the engine. See the photo below: a tight engine compartment that makes head removal quotdifficultquot according to the Haynes manual. I started out thinking that I would use a hoist to remove the engine, but as I only had my one vehicle which was presently not running, I had to rely on friends to help me rent and deliver a hoist and stand. Nobody was available at the time, though, and I live kind of far from the rental company. So after talking to a local mechanic who insisted it could be done by jacking up the engine, I went ahead and tried removing the heads myself without a hoist. Background which you are free to skip if you just want the nuts-and-bolts: I bought this Subaru in 2009 for 3700 (130k, 5-speed, quotSquot model) after having it inspected by a shop. The shop did it for free, which I was surprised by, but not once I realized that thats all their quotinspectionquot was good for: nothing I should have done more research and then I would have noticed the exhaust smell in the overflow tank. Or the bubbles that appeared there once the engine warmed up. Everything became apparent soon after I had used a radiator flush kit and added fresh coolant. My Check Engine Light appeared within 15 miles of doing this, and the engine ran roughly all of a sudden. I went to autozone and had the CEL diagnosed for free: 1 cylinder misfire. After some online research, I realized with mounting horror that I likely had a bad head gasket. Chronic problem with the Phase I DOHC EJ25, so I learned. It helped explain the coolant that disappeared every time I drove it, and the CEL. Ok, I told myself, you just made a terrible decision by overpaying for a POS. I went through the easier options first. Im going to be honest and say I tried Bars Head Gasket Fix, the stuff with copper and sodium silicate, and the stuff in a can that looks like brown goop. No dice. So I upped the ante money-wise and bought Thermagasket. It did seem to improve things insofar as the CEL no longer appeared, and the engine ran better but it still drank coolant and the bubbles in the reservoir were still present. And then a side-effect materialized a day after I used Thermagasket: water pump leak Apparently not an uncommon side effect of using a chemical head sealer laced with metal particles, especially on an engine with high-mileage parts. At least I removed the hoses going to the heater core before using these quotgaskets in a can, quot thus preventing possible damageblockage during this experiment in wasting time and money. Consulting with Thermagasket didnt help, ultimately, so I was left with either paying 1500-1800 to a mechanic. or, doing it myself. Ive replaced a couple head gaskets before, but never on a DOHC Subaru. I hesitated. Thought about it. And then decided to go for it so that I could save . These sites helped me to prep, especially Skips Subaru page (2nd link): Good timing belt instructions in pdf format (I printed this out for a reference): endwrenchimagespdfs2.5Timing. pdf It turned out to be a straightforward job. Not as bad as it sounded at first, but it did take me over a week to complete (including the two days for machine shop work on the heads). Here is the engine looking down from above with the intake manifold and timing belt removed. You can see the heads are close to the frame rails, and there doesnt look like much room to work with. Here is a close-up view of the driver side cams with the valve cover removed - again, its rather tight against the firewall, but everything is accessible with a socket wrench. One problem I ran into was removing the camshaft sprockets. If you look at the photo above, you can see the hex portion of the cam that makes a convenient place to hold the cam with an adjustable wrench. With the engine in the vehicle, though, there is not much room for a wrench. I was able to use an 8quot adjustable and use the frame rails as a stop, but the first cam I tried this with ended up slipping when I applied torque to the sprocket bolt with my 4-foot cheater pipe. Tidak baik. I think you could use a 1quot (25 or 26mm) crow-foot wrench with better results, but no one (not even Sears) had such a size in stock, so I was stuck. I stepped back before scratching my cam any further, and thought about how to best hold that sprocket. and after much searching online, I found this photo which solved the issue: This is how to wrap your old t-belt around the sprocket and the crank: Use a vice-grips to pinch off the loose end to make it tight, and you have a strap wrench. At the same time, use the adjustable wrench on the cam so that you now have two devices to hold the sprocket firm. With the sprockets out, I removed the timing belt covers and the cams, leaving only the heads. I unbolted everything as if I was going to remove the engine (except for the engine-to-trans bolts), and removed the two trans mount bolts in order to prevent stressing the trans when jacking up the engine. I was able to lift either side of the engine about 4-5quot, which proved adequate to remove the heads. Here is a photo showing my method - using the specific bolt loosening sequence in the manual, I got all the bolts loose and then removed the upper head bolts first, then unscrewed the lower head bolts until they were no longer threaded into the block. You cant actually remove the lower head bolts because of the frame rails, but you can dislodge the head and then lift it out of the bay with the lower head bolts still in the head (see the lower bolts in the photo). The heads came out very easily this way. And here is what the block looks like with the heads removed: I was curious to see the faulty gasket, and here it is - it looks like it failed in exactly the same way that Skips gasket failed, and also the other online examples I have seen. Its at the bottom of the cylinder, where your oil and coolant is in constant contact with the gasket (even when the engine isnt running). More proof of how important it is to frequently change coolant and oil in order to keep old fluids from eating away at your gaskets. This was the 13 (passenger side) head gasket, and the leak is also evidenced by the rust seen in the cylinder in the above photo. And here is the old gasket compared to the new one - I got this gasket in a 100 kit off ebay, and the new gasket was obviously better constructed than the original. Its easy to see why these things fail when you see the thin material on the OE gasket. (Note made on 5-11-2010: See the end of this post for remarks on purchasing a quality head gasket. Turns out the ebay gasket was junk) After cleaning the mating surfaces, I reattached the heads using the same method as before, i. e. inserting the lower head bolts into the head and then lowering it into the vehicle and attaching to the block. Here is the birds-eye view of both the driver and passenger sides with heads attached: As you can see, there is actually enough room to work with here, which is important since you will need to apply a torque wrench to those head bolts and cam cap bolts. Also, you will need to buy this 10 tool, a torque angle meter. This is an excellent way to achieve the precise torquing procedure these heads require. Also, I used a 38quot torque wrench for its more compact design, although I think a 12quot version would also fit into the space between the heads and rails. I found that my compact digital camera was an invaluable tool to both document the tear-down process for reminding myself later where everything goes, and also to check the timing marks when attaching the t-belt. With the engine in the car, you cant quite see the crank mark nor the side-sprocket marks - but you can set your camera to the macro setting and use it as an quoteyequot to check your timing marks. Heres how I knew I had the crank marks lined up perfectly: Once I had everything reassembled I got in, turned the key and she fired right up So far, everything seems to be fine and the HG issues have disappeared. Also, the engine runs smoother and more quietly, as I replaced the water pump and the idlers and tensioner. My old water pump was on its last legs and looked a bit crusty with rust. I was interested to see that there wasnt much evidence of the gasket sealers I had tried using at first. But there was some crud built up around the water pump, so I could see how the Thermagasket had affected the pump. One more tip - be sure to spray PB Blaster on your motor mount nuts a day before you remove them. I stripped out one of mine and spent lots of unneccessary time and money by biking to Sears for a bolt-out kit. It worked thankfully, but what a pain. I really took care removing any bolts or nuts afterward, taking care not to strip anything. Update made on 5-11-2010: I made a mistake in this whole repair by installing an quotevergreenquot head gasket which came with my cheap Ebay head gasket kit. It looked fine to me at the time, but 15,000 miles later I received a call from the next owner who said this Forester had bad head gaskets again I cant be sure, but I think it was the cheap gasket itself that was at fault. My reasoning Well, I had the heads cleaned up at a machine shop so I feel certain they were not the problem. The engine head mating surfaces were flat according to my straight edge. So now, when Im in the middle of doing yet another HG replacement on a different Subaru 2.5 DOHC, I happened to research the Ebay head gaskets and found many people who experienced failures after installing them, particularly the brand Evergreen. Some people even had them fail within a few hundred miles. This time I went with more expensive Felpro gaskets. Going to the dealer is the best thing to do though, and at this time they are charging about 50 apiece. Dont skimp on the HGs after doing all this work Update 5-23-2010: In case you were wondering if this same repair is possible for other Subarus, I changed the head gaskets on a 1999 Outback wagon with the engine in the vehicle. I bought the car with the heads off and everything disassembled the owner said his mechanic quit halfway thru the work due to losing his building lease. I put it back together and noticed that the mechanic had removed the intake manifold mount bolts and then left it sitting on top of the engine for ease of re-installation. Saves some time in the reassembly phase. If anyone has questions, feel free to contact me. No doubt these engines are easier to work on when on a stand, but it was also quite simple to do this work in-vehicle. And now, I can get back to using my Forester for its intended purpose - taking me to places like this This month I bought a 2000 Outback 2.5 SOHC with blown head gaskets and a noisy timing belt. I got a good deal on it (1700) and decided to fix it myself, with the experience I had with the 98 Forester (and a couple other late-90s Outbacks). I was curious to see how the newer SOHC engine differed from the older DOHCs. In general, everything is easier about the SOHC. The great news is that 2 major steps can be skipped with the SOHC: You dont need to remove the camshaft sprockets (which always seems to give people trouble), and therefore you dont have to disassemble the lifters nor camshafts either. Also, the timing belt is MUCH easier to install on the SOHC. None of that counting-of-teeth to properly set it - just eyeball the 3 timing marks and slip on the belt. Ill add some photos here to show how to remove the head gaskets on the 2000 Outback: This is a look at the passenger side valve cover. This is lots easier to deal with than the DOHC because the spark plugs can be accessed easier. Heres the technique I used for installing the head. It comes out easy enough by unbolting the motor mounts and transmission mounts, then jacking up the oil pan about 5 inches, then swinging the engine from one side to another to create more space to access the head bolts. (If your rear main seal is leaking oil, best to remove engine to replace seal, otherwise changing the gaskets in-car is preferable for me.) For re-installing (especially without a helper - I did the entire job alone), I used rubber bands to keep the lower head bolts in place. This worked, even though its a bit of a challenge to lower the head into place without scuffing either the gasket or head mating surface. But it can be done, and you can use the tubes that stick out of the engine to hang the head on while youre threading the first bolt (I threaded the top center bolt first to secure the head). Here is the top view of the passenger side head after its installed. Plenty of room to torque the head bolts A few tips about the SOHC: - Again, you dont need to remove the camshaft sprockets - Removing the intake manifold is easier than the DOHC because of fewer connections to undo. It only took about 15 minutes to remove it once I got to that point. - Make sure to line your radiator with a sheet of cardboard to protect against dings - The only gaskets youll need to complete the job are head gaskets (I used Felpro 26415 PT), intake manifold and exhaust manifold gaskets, and valve cover gasket set. You can also change your oil pump gasket, and main seal but if theyre not leaking Id say leave them be.. - If you have an auto transmission, the Haynes manual says you need to get a chain wrench to hold the crank while you undo the crankshaft bolt. Not necessary Underneath the air filter housing is a quotwindowquot on the top of the transmission housing covered by a removable piece of rubber about 3x3 inches. Take off the rubber cover, and youll be able to see the flywheel with holes in it. Stick a sturdy screwdriver into a hole in the flywheel and you can then undoinstall the crank bolt without the engine turning. - All the bolt sizes are the same as with the DOHC Let me know if you have any questions. UPDATE 9-2012: What happens when your timing belt breaks in the Subaru 2.5 SOHC engine So this summer presented a new twist on head gasket repair. I bought a 2002 Outback from a man who had the unfortunate experience of having his timing belt fail within a few months of owning the car. Apparently the timing belt tensioner sheared off, though just how this happened wasnt explained. From what I could piece together it seems the mans wife was trying repeatedly to start the car after the engine quit on her while out for a drive. There was no compression in any of the cylinders, indicating damage to the valves. There was a chance of even more damage to the pistons or cylinders, but this was unlikely given the way these interference engines are designed to fail. When the timing belt breaks, the pistons will collide with the valves which are weaker and bend. But the pistons and other lower engine parts are made to survive such a failure. I removed the heads and 525 later, I had a pair of like-new heads with 16 shiny valves (the guides turned out to be OK) and new cam seals. The machinist didnt seemed too thrilled about Subarus many subtle variations on the same head design and the price it took to restore them was indeed considerably more than for a 350 Chevy. See these photos which show the bent valves and the marks on the pistons where the collisions took place. Some mechanics might wish to grind the impact points on the pistons but I didnt notice anything severe enough to warrant the operation. The cylinder walls appeared normal so I counted myself lucky and went about with reassembly. I used Fel Pro head gaskets (Part 26415 PT). In the spring of 2012, Fel Pro announced that theyd arrived at a more durable design and had an updated version of this gasket. Its an MLS (multi-layer steel) gasket that is superior to Subarus original head gasket, a single-ply design with a black coating thats become infamous for failure. I gashed one of my Fel Pro gaskets on installation (50 mistake), so after some choice obscenities, I needed a new head gasket to ensure a solid repair. I went to the Subaru dealer curious about what they would sell me as a replacement. What I got was Subaru part 11044AA633 which turned out to be a single-ply design head gasket. Is this the latest improved design that best combats head gasket failure I couldnt get a good answer online so I returned the part and went with a new Fel Pro instead. One person I talked to about Subaru head gaskets recommended the brand Six Star, and research showed that some shops in the Northwest swear by this brand. They cost about the same as Fel Pro but I cant attest to which one is better. Generally speaking, the success of a head gasket replacement relies equally on the mechanics attention to detail as much as the actual head gasket. The reassembly process was just as described above for the Outback SOHC. Although, with the rebuilt cylinder heads, I did need to adjust the valves upon reinstallatiion. But this was easy (and far easier than adjusting valves in the DOHC). I installed a new tensioner and the bolt threads needed tapping to remove the broken old tensioner bolt. New idlers and water pump and T-belt completed the job. UPDATE 1-2014: Comparing removal of EJ25 SOHC engine for head gasket replacement vs. leaving the engine in the car In late 2012 I bought a 2002 Subaru Impreza Outback Sport with 149,000 miles on it. It had bad head gaskets so I decided to remove the engine from the car to see how it stacked up time-wise and work-wise to doing the same repair with the engine in the vehicle. It was not too hard to remove the engine, with the most time consuming issue being the separating from the auto transmission bell housing. It was more expense because I had to rent an engine hoist, but it was of course easier to change the head gaskets. It was more work in the end to remove the engine instead of leaving it in the vehicle. But many people probably remove these engines faster than I did. Its really a toss-up for me but I think I will leave the engine in the car next time. Ive kept this Impreza for a year of driving and put 20K miles on it without any issues or leaks. I replaced the original head gaskets with Fel Pro head gaskets (Part 26415 PT), which I would use again without hesitation. Last edited by ArizonaSubaru 01-21-2014 at 08:37 PM. Reason: Updates THANK YOU THANK YOU THANK YOU. you just help me prove to my brother and inspired my father in supporting me in my journey to fixing my 98 forester L. If you still remember. can you give me the torque specs for the head bolts, and the others that requires more than 18lbs or torque. the smaller ones are okay. Are Subarus engine harness like Hondas Where they are design to plug in its original spot and not the others I will pm you if I run into any problem with my forester. how long did it take you AWESOME. Ive been wanting to tear off the heads of my new-to-me XT engine (I bought it used) for inspection of damage after timing belt snapped. Anyway, when you removed the cams, did you do anything special The Chilton manual scared me out of taking off the heads because it said I should use a quotspecial cam holding toolquot for something. Have no idea it was talking about. Did you just remove the cams or did you have to do anything special to get them out or was it just a socket wrench, remove parts and pull out And a tip for anyone attempting this, I would highly recommend just pulling the motor. With as much tear down as you have to do to get to them, its another 6 bolts, 4 nuts and 4 flywheel bolts to pull the motor. it honestly takes 3 tools and 30 minutes to pull the motor, then Im thinking it would be MASSIVELY easier to remove the heads and complete the job. Just my pennies on the matter. But GREAT write up regardless, Im going to pull my heads tomorrow to inspect the damage. 2004 XT - RIP 2005 XT - 5MT - 2quot LIFT To view links or images in signatures your post count must be 10 or greater. Anda saat ini memiliki 0 posting. THANK YOU THANK YOU THANK YOU. you just help me prove to my brother and inspired my father in supporting me in my journey to fixing my 98 forester L. If you still remember. can you give me the torque specs for the head bolts, and the others that requires more than 18lbs or torque. the smaller ones are okay. Are Subarus engine harness like Hondas Where they are design to plug in its original spot and not the others I will pm you if I run into any problem with my forester. how long did it take you You can do it if I can, believe me..its a challenge but the reward is worth it. It took me about 8-9 days total with breaks in between, including two days off while the heads were getting done. About a week is what I would say. You should get the Haynes manual, which has the critical head torque procedure all spelled out (and the HG job itself). But heres a page with 2.5 DOHC torque specs including the HGs: Subaru Coupes, Sedans and Wagons 1985-96 2.5L Engine Youll need the diagram with the bolt sequence, which is in the Haynes manual. I dont know about Hondas. I had a civic once that i drove to Alaska but never worked on it. It never broke down. Last edited by ArizonaSubaru 07-29-2009 at 12:41 AM. Reason: link add AWESOME. Ive been wanting to tear off the heads of my new-to-me XT engine (I bought it used) for inspection of damage after timing belt snapped. Anyway, when you removed the cams, did you do anything special The Chilton manual scared me out of taking off the heads because it said I should use a quotspecial cam holding toolquot for something. Have no idea it was talking about. Did you just remove the cams or did you have to do anything special to get them out or was it just a socket wrench, remove parts and pull out And a tip for anyone attempting this, I would highly recommend just pulling the motor. With as much tear down as you have to do to get to them, its another 6 bolts, 4 nuts and 4 flywheel bolts to pull the motor. it honestly takes 3 tools and 30 minutes to pull the motor, then Im thinking it would be MASSIVELY easier to remove the heads and complete the job. Just my pennies on the matter. But GREAT write up regardless, Im going to pull my heads tomorrow to inspect the damage. Terima kasih. Hope your engine survived the bad tbelt. For removing the cams, check out my post where I describe the best way to get them out. The challenge is breaking the sprocket bolts free, and they get very tight so get yourself at least a 2-foot cheater pipe, and then hold the cam fast like the photo in that link shows - with your old t-belt wrapped around the sprocket and the crankshaft. At the same time, have a friend hold onto the cam hex with an adjustable wrench. Problem solved As for the HG job, I agree it would be easier overall with the engine out. But I discovered that this engine is simple to work on while in the vehicle, and I would probably do the HGs the same way the next time. Unless a hoist was readily available. Last edited by ArizonaSubaru 07-29-2009 at 12:54 AM. Reason: add info Title goes hereDans thrilled and so is his CEO Get more done with freelancers Work with someone perfect for your team Web developers FRONT-END DEVELOPERS BACK-END DEVELOPERS SOFTWARE PROGRAMMERS and more. Pengembang mobile I OS APP DEVELOPER ANDROID DEVELOPERS UIUX DESIGNERS dan banyak lagi. Desainer GAMBARAN GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR GAMBAR Penulis BLOG MENULIS ISI PENULIS COPYWRITERS dan banyak lagi. Asisten virtual BANTUAN PRIBADI TRANSCRIPTIONISTS PENELITI WEB dan banyak lagi. Agen layanan pelanggan TELEPON DUKUNGAN SPESIALIS EMAIL SUPPORT EXPERTS LIVE CHAT SUPPORT PROS dan lainnya. Pakar pemasaran sales amp SEO SPECIALIS EMAIL AUTOMATORS MARKETING EXPERTS dan banyak lagi. Akuntan konsultan konsultan AKUNTANSI PAJAK BOOKKEEPERS FINANCIAL MODELER dan banyak lagi. Lihat Semua KategoriBagaimana cara kerjanya Kirimkan pekerjaan untuk memberi tahu kami tentang proyek Anda. Nah cepat mencocokkan Anda dengan freelancer yang tepat.
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