Focusing Process Improvement


Few customers like to have to wait because your system is obviously not functioning effectively or a breakdown has occurred. Rightfully so, they view their time as valuable. It is unfair to expect them to patiently wait,. Such defects should be handled when the customer is not present. Service to the customer should be seamless. They should get great service and never have to worry about your problems or breakdowns in your process. When breakdowns do occur, they should be fixed quickly and the customer relationship smoothed over. Additionally, it is important that customers will react differently in different situations.

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.

Odd or Even


It may sound peculiar, but time management experts say we’re more apt to be on time if we schedule our meetings for, say 2:10 rather than 2:00 P.M., because 2:10 is more memorable. The more specific the time, the more likely people are to arrive promptly. When meetings are scheduled at rounded-off hours, people tend to allow an extra ten minutes before they think of themselves as being late.

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.

Travel Stress


We travel to get to work, we travel during our work, and we travel to get to distant meetings. Travel comes in all forms: short and long timeframes and short and long distances. For most people, the commonest hurdle is the daily grind to and from work. This is most acute in large cities. The problems are truly international, but some of the ugliest and best-studied traffic jams are now everywhere.

The levels of stress that this brings are extremely significant. For those who handle it poorly, it can be damaging  to their health, and may even endanger the lives of others. Medically, we know that stress mechanisms all fire at once when the body identifies a crisis. Adrenaline pours out, the stomach shuts down, the pulse races, and the hair stands up on end. The blood pressure soars, muscles clench in spasms around the shoulder tips and jaw,  and primal aggressions rise, ready for fight or flight.

With immediate flight brings out of the question, more and more frustrated drivers are turning to the fight option—either inside their cars as they tip at the heels of slower drivers, or outside their cars, where they may stomp up and beat a dent into the roof of an offending vehicle. Even the mild and polite become aggressive when they strap themselves into their bumper cars to drive to work. This means they usually arrive late, enraged and spent before they even start to face the day’s stresses on the job.

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.

Computer Programming


The computer can do nothing toward solving a problem without a detailed set of instructions. It can follow instructions, but it cannot think. A computer program is a set of instructions that tells the computer what is to be done, how to do it, and the sequence of steps to be followed. The computer follows these directions step by step until the job is completed.

The computer programmer—the specialist who tells the computer what to do—must analyze the problem, break it down into its component parts, and outline the steps needed to arrive at the solution. An effective way to determine these steps is to make a flowchart—a pictorial description of the logical steps to be taken in solving a problem.

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.

Competitive Marketing Theories


Competitive market theories are derived from the neo-classical economic concepts of rational choice and maximization of utility. The assumption is that individuals choose jobs which offer them maximum benefits. The utility or value of these benefits – money, vacation time, pension entitlement and so on – vary for different individuals according to their personal preferences. People move from one organization to another if improved benefits are available. At the same time, employer organizations attempt to get the most from their employees for the lowest possible cost.

The outcome of this process is a dynamic and shifting equilibrium in which both employees and organizations compete to maximize benefits for themselves. Within a specific region or industry there is a balance between supply and demand for human resources. Pay and conditions for employees are determined by the relative scarcity or abundance of skills and abilities in the employment market. Competitive forces push wages up when demand for products – and hence employees – increases, and downwards when the economy is in recession. In the latter case a market clearing wage is eventually arrived at which is sufficiently low to encourage employers to increase recruitment and eliminate unemployment. This discourse reinforces the view that employees are objects to be traded like any other commodities in the market – human resources in the hardest possible sense. Supposedly, they offer themselves – their skills and human qualities – for sale to the highest bidders. Within this mindset they could just as well be vegetables on a market stall.

Competition theories assume that job-seekers have perfect knowledge of available jobs and benefits. Job-searching is an expensive and time consuming business. The unemployed do not have money and those in work do not have time. The result is that few people conduct the extensive searches required to find jobs which meet their preferences perfectly. In practice, most individuals settle for employment which is quickly obtained and which exceeds the reserve minimum wage they have in mind. There is a considerable element of luck involved. Moreover, the job-seeker does not make the choice: in most cases the decision is in the hands of employer.

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.

Creative Management Operations


Operations management was a major area of organizational creativity in the era of scientific management during the late 19th and early 20th centuries. It got a recharge in the 1950s and 1960s when mathematics and computer science were utilized through operations research models to schedule production, arrive at optimal inventory levels, and so forth. The superior productivity and quality of Japanese manufacturing induced a further revolution in operations management in the 1970s and 1980s, and management vocabulary was enriched by Just-in-time (JIT), Kanban, Total Quality Management (TQM), quality circles, continuous improvement, and so forth. And yet there is much scope for operations-related creativity.

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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