Traditional Control Systems


Traditional Control Systems are based on setting standards and then monitoring performance. These systems include three categories of controls: diagnostic controls, boundary systems and interactive controls.

  • Diagnostic Control Systems (such as budgets) allow managers to determine whether important targets have been met and if necessary, to figure out why they haven’t been.
  • Boundary Control Systems are policies that identify the boundaries within which employees are to operate. Ethical rule against accepting gifts from suppliers are an example.
  • Integrative Control Systems involve controlling employees interactively, by questioning them face to face.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Defining Issues & Priorities


Ensure that the key issues facing business have been realistically defined in light of the current and rapidly changing business environment. There is nothing new about this requirement, but the fact is that very few management teams actually take the time and apply the discipline necessary to objectively define and prioritize the key issues that can make or break their business. The issues of inferior quality, higher cost products, lower productivity, and nonresponsive service plague manufacturers for the better part of the recent past. Many companies in industries such as steel, automotive, machine tool, textile, farm and construction equipment suffer badly as a result. Only few companies address these issues in effective ways. Most are unable to clearly identify the key issues, set priorities, and develop the necessary business plans to overcome the underlying problems.

While the specific issues vary for different companies and industries, the management mindset should not vary. To deal effectively with an increasingly turbulent environment, priorities must be set so the business can survive unexpected blows, adapt to sudden dropping changes, and then capitalize on smaller windows of opportunity that develop and close much more quickly than they have in the past.

Many progressive managers kick off their planning process with a session aimed specifically at getting agreement on key issues and priorities. Accepting these priorities require a shift in the way most managers think and act, such as:

  • Liquidity becomes a more important objective, often more important than reported earnings. It provides the flexibility to deal more effectively with unexpected events than is possible when everything is tied up in fixed and slow moving assets.
  • Productivity gains per dollar of capital and per employee must be achieved annually. These reductions must exceed inflation and achieve demonstrably lower costs.
  • Innovation must never stop. Demonstrable product and process improvements must be achieved year after year.
  • All cycle and response times must be continuously reduced.
  • A “frightened” sense of urgency must be the way of life in all parts of the business.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Ethical Climate


The unspoken understanding among employees of what is and is not acceptable behavior is called an ethical climate.

In most companies, a moral atmosphere can be detected. People can feel the way the ethical winds are blowing. They pick up subtle hints and clues that tell them what behavior is approved and what is forbidden. Ethical climate is part of the corporate culture that sets the ethical tone in a company. There are three different types of ethical yardsticks: egoism (self-centeredness), benevolence (concern for others), and principle (respect for one’s own integrity, for group norms, and for society’s laws). These ethical yardsticks can be applied to dilemmas concerning individuals, a company, or society at large.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Reinventing Leadership


Many people in today’s organizations are pretty miserable. Unhappy people don’t produce quality services and products. At some level, each one of us knows that. Yet, many leaders and managers have given up. They’ve accepted the idea that employees work forty hours a week only so they can do what they want to do on the weekend. That must be changed, and it can be changed. The realities of the deteriorating social fabric demand that we return self-esteem to workers. The realities of national and global competition demand that leaders start making a difference in their corporations—a difference that truly makes a difference.

There are better ways to run corporations than the old, autocratic, dehumanizing ways. Not only must we implement these better ways; we have to sustain them. You can’t do it with your eyes, head or heart closed. But it’s very simple stuff, and it’s very, very powerful.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Change and Gain


The best schedule for your business is likely to be very different from your current schedule. Innovative schedules that require major changes are the most likely to give the biggest benefits. On the other hand, the closer the new schedule is to the current schedule, the easier it is for workers to accept. Implementing a current modified schedule is easier but has a limited impact. In some companies even a relatively simple change—new shift start times, changing the direction of rotation, or a new vacation selection method—can create considerable controversy while not solving fundamental scheduling problems. Changing schedules is an emotional event for your employees, so you might as well tackle all of your scheduling problems at the same time.

Ask whether you want to make a small change or a big change. As a rule of thumb, aim for the greatest change possible, because you are not going to get all the way there anyway. Most organizations have a built-in inertia that limits change. On a scale from 0 to 10, with 0 being the current schedule and 100 being the perfect schedule, aim for 100, with the hope that your business will fall within the 80 to 90 range.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Planting Ideas


Think of a carefully selected extra-special tomato seed. Potentially, that little seed can grow 25 pounds of wonderful fruit. One seed will easily produce one million times its weight in good food. But the seed with all its promise won’t grow any tomatoes unless it is planted.

So it is with great dreams. The best ideas in the world for making money, building a business, solving a social problem, or making an improvement in life are useless until they are planted in a well-prepared mind, tremendous results happen. Every great enterprise was once simply an idea that was planted

A fortune is an idea acted upon. All around us are people who have the disease of dreaming. This ailment takes on many forms, but it as common as the cold. As you grow your ideas, surround yourself with people who are positive. Positive people want you to win, achieve, enjoy life, find satisfaction, and contribute to others. Negative people want you to accept life as  it is, content with boredom and mediocrity, satisfied with a small income, and miss out rewards that come from helping others.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Disharmony in Top Teams


Enormous animosity and rampant, mutual dislike exist in management teams charged with cooperating together for the good of an organization. No one can choose their own family and you don’t always get the opportunity to choose your colleagues, but when you accept a job within a team you have a responsibility to put personal animosity to one side for the good of the organization.

In some organizations, personal vendettas are allowed to bubble to the surface non-stop and the amount of both personal effort and organizational resource that is wasted as a result can be frightening.

The issue with many of these managers is of course that the memory they are wasting is not their own: it belongs to shareholders or comes as a grant from some government pot or other. If it were their own money they might not behave in quite the same way, even in owner-run organizations where pretty bizarre and wasteful behavior can be found.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Consumer Sovereignty


Mainstream economics uses some simple starting points; it believes that they are the best possible. First is that agents have more wants than they can attain, so that they feel scarcity; in fact, for practical purposes, wants are assumed to be endless. Second, third and fourth are that agents are self-interested, rational, and the best judges of their own well-being. These four assumptions are indeed usually good starting points, rather than starting by assuming that agents are completely fulfilled, altruistic, irrational, and not well-placed to evaluate their own situation. They are not equally good as finishing points. Sometimes good arguments exist for not accepting them.

An assumption that agents are the best judges of their own well being is less questionable for businesspeople and corporations, given the resources they have for analysis. Debate focuses more on consumers. The phrase consumer sovereignty is sometimes read descriptively, to mean that consumers are sovereign, in that procedures are induced via profit-seeking and competition  to provide what consumers want. Sometimes it is read normatively, to mean that consumers should be sovereign, their wishes should prevail concerning what is good for them. The normative claim can rest on three different bases: that consumers do make good choices; that the alternative stance is worse – to use someone else’s judgments and estimates of what is good for a person and how good it is; or quite differently, that people have the right to make their own choices and mistakes.

Consumers will not make good choices automatically and unconditionally. Our wants are not simple; for example, some are wants to not to have other wants (such as the desire to smoke or a compulsion to gamble). Establishing a mature balance between wants involves skills. Choice is also unlikely to bring satisfaction if taken on the basis of weak information. Markets often do not provide consumers with full and reliable information, for it is hard to exclude people from information and therefore to ensure payment for it, so its market supply is weakened. Instead, in a commerce-dominated society, one of the main types of information that adults get will be images that say the good life is obtained through high consumption of commodities; there is too little counteracting public information.

The issue of consumer sovereignty goes beyond whether choices are good for the chooser. Other people are affected. Some wants may thus be unacceptable, notably wants that bring harm to others, including even wants to harm others. Mainstream economists have unfortunately often taken a don’t-want-to-know approach to ethics in which they confuse acceptance of all wants with a value-neutral stance.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Elements of Relationship Mapping


  • Truth Map: arriving at a shared and accepted understanding of the challenges and opportunities facing an organization;
  • Culture Map: Helping people to work together effectively without wasted effort;
  • Message Map: Making it easy for people to hear you;
  • Behavior Map: Helping people do the right things;
  • Active Constitution: An accessible and empowering way to encapsulate, manage and share an organization’s working culture; and
  • Corporate Ritual: Creating pride in the organization.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Business Process Reengineering: Things to Remember


  • Do not undertake reengineering of all processes simultaneously. Select only those which meet the following criteria:
  1. Processes that require immediate attention;
  2. Processes that will have significant impact on customers;
  3. Processes which are most amenable to redesign.
  • Communicate intensely to persuade people to accept and not resist the proposed changes.
  • CEO must be seen to commit, at the minimum, 50 percent of his time.
  • Set aggressive reengineering performance targets; incremental improvement targets will not create either urgency or excitement.
  • Monitor progress and initiate corrective action.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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