Executive Recruitment


The value of understanding individual personality strengths and developmental areas through the assistance of personality assessment inventories has been especially important in choosing business leaders and senior executives. Executives search firms have long valued the importance of choosing not only the most intelligent candidate with a strategic business sense and proven experience, but one who also possessed the necessary personality traits and leadership competences to operate effectively within an organization’s culture. It was, and is, accepted knowledge that personality plays a critical role in the cultural fit of an incoming senior executive into a new organization. Consideration of personality traits takes on even greater importance when an executive is being chosen to change the direction or culture of 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.

Organization Development


Organization development is a planned, managed, and systematic process. Its objective is to change the system, the culture, and the behavior of an organization in order to improve the organization’s effectiveness.

Organization development deals with organizational aspects of the behavioral sciences and links with human resource development and organizational renewal. Many definitions of organization development mention such objectives as helping members of an organization to interact more effectively. It must always be organization-wide, directed towards more participatory management, must provide for integrating the individual’s goals with the organization’s and must be considered an ongoing process.

Much organizational inefficiency can be traced to individuals who are not interested in the organization they belong to. Conversely, a lot of personal unhappiness can be traced to feeling inadequately integrated into the organization one belongs to. The benefit of organization development lies in reconciling the interests of individuals and of the organization and successfully realizing both.

While organization development will not overcome such deficiencies as outdated technology, inadequate financing or hostile external forces, it will enable organizations to cope more effectively with these negative influences.

Organization development is based on the behavior of organizations, but that both can be modified with proper diagnosis and skilful intervention.

Most organization development agents or consultants tend to view their mission as helping client organizations become more participatory and consensus seeking.

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.

 

Factors Impacting Customer Loyalty


Many factors will affect the relationship between you and your customers. Following are some of the most common:

  • Adaptiveness: Taking measures to adapt your own personality style to that of your customers in order to communicate with and serve them effectively.
  • Communication: Getting and giving information, listening, writing and speaking effectively, and dealing with emotional situations.
  • Decisiveness: Being able and willing to make a decision and take necessary actions to fulfill customer needs.
  • Enthusiasm: Attaining and maintaining level of excitement about your customers, product, service, organization, and job that says, “I am happy to help you.”
  • Ethics: Establishing and maintaining high level, social, and moral standards in all interactions with customers.
  • Initiative; Acting on issues that relate to your job or customer service without having to receive instructions from others.
  • Knowledge: Taking time to learn about policies, procedures, resources, products, services, and other information that can help in providing total customer satisfaction.
  • Perceptiveness: Recognizing the need to play close attention to verbal and nonverbal clues, cultural factors, and the feelings or concerns of others.
  • Planning: Taking the time to logically think about customer needs and develop strategies for satisfying them before customer interactions occur.
  • Problem solving: Gathering and analyzing information in order to help resolve a variety of customer concerns or satisfy needs.

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.

Executive Summary


The executive summary, sometimes called the epitome, executive overview, management summary, or management overview,  is a brief consideration of the document addressed to managers, who rely on it to cope with the  tremendous amount of paperwork they must read everyday. Generally, managers need only a broad understanding of the projects the organization undertakes and how they fit together into a coherent whole.

An executive summary for a document under 20 pages is typically one page (double spaced). For a longer document the maximum length is often calculated as a percentage of the document, such as 5 percent.

The executive summary presents information to managers in two parts:

  1. Background: this section explains the background of the project: the specific problem or opportunity—what was not working effectively or efficiently, or what potential modification of a procedure or product had to be analyzed.
  2. Major findings and implications: the methods are covered in only one or two sentences. The conclusions and recommendations, however, receive a full paragraph.

An executive summary differs from an informative abstract. An abstract focuses on the technical subject (such as whether the new radio based system effectively monitors the energy usage); an executive summary concentrates on whether the system can improve operations at a particular company.

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.

The Provider Gaps


The provider gaps are the underlying causes behind the customer gap:

Gap 1:  Not knowing what customers expect.

Gap 2:  Not selecting the right service designs and standards.

Gap 3:  Not delivering to service standards.

Gap 4: Not matching performance to promises.

A primary cause in many firms for not meeting customers’ expectations is that the firm lacks accurate understanding of exactly what those expectations are. A gap exists (gap 1) between company perceptions of customer expectations and what customers actually expect. Explore why this gap occurs and develop strategies for closing it.

Even if a firm does clearly understand its customers’ expectations, there still may be problems if that understanding is not translated into customer-driven service designs and standards (gap 2). Focus on reasons for gap 2 and strategies for designing services and developing standards to meet customer expectations.

Once service designs and standards are in place, it would seem the firm is well on its way to delivering high-quality services. This is true, but still not enough. There must be systems, processes, and people in place to ensure that service delivery actually matches (or even better than) the designs and standards in place (gap 3). See how and why gap 3 can occur and specific process, people, and infrastructure strategies for closing this gap.

And finally, with everything in place to effectively meet or exceed customer expectations, the firm must ensure that what is promised to customers matches what is delivered (gap 4). Focus on strategies for communicating effectively with customers and for ensuring that promises, once made, can and will be kept.

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.

The Intangibility and Measurement of Learning


An important aspect of learning is its intangibility. Learning is non-observable; it takes place within people and can only be inferred from actual behavior. For this reason, it is called an intervening variable. Because it must be inferred from behavior, it is often difficult to measure: other factors influence behavior, and it is sometimes difficult to distinguish what part of the behavior is attributable to learning. Two men may be assigned a task and given instructions on how to accomplish it. One may achieve much better results than the other, but that does not necessarily mean he has learned more. He may have had more ability to begin with, or he may have had a greater motivation to succeed than the other.

Performance is the result of learning, ability, motivation, and a variety of external factors. One man may produce more even having learned less because his ability or motivation enables him to perform more effectively. A student who works hard in a course and learns a great amount may see another student work less hard, appear to learn less, but receive a high grade. Such situations are common both in school and in the business world. The factor sometimes overlooked is the initial degree of skill or knowledge brought to the task, and the resultant effect on performance. Often it is performance that is observed, judged, and rewarded.

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.

Sensible Approach to Strategic Planning


You can design strategies in many ways—usually involving a mixture of analysis, reasoning, experience and intuition. One approach looks at the organization’s strengths and weaknesses in relation to its competitors. If most of your competitors are making low quality products, a good strategy is to make the best products available. Supermarket chains are building very large, out of town stores—so small, convenient, local stores; many airlines compete with cheap, no-frills services.

There are many ways to approach strategic planning. The key to successful planning is to get the best fit between the chosen tools and techniques, the organization’s current culture, capabilities and business environment and the desired outcome. One useful approach has the following steps:

  1. Analyze your organization’s mission and other strategic plans, to find the context and overall aims of this strategy.
  2. Set goals to show the results that this strategy must achieve.
  3. Analyze your existing strategies, finding their aims, seeing how well these are being achieved and looking for improvements.
  4. Analyze the environment in which your organization works, giving the competitors, their performance, customers, products and etc.
  5. Find the factors that will lead to success in this environment, and the importance of each; emphasize the products needed to compete effectively.
  6. Describe the approach that will best achieve success; emphasize the process that can best deliver your products.
  7. Design the best organizational support, including structure, controls and related functions.
  8. Define measures to compare actual performance with planned, optimal and competitors’ performances.
  9. Implement the plans, setting the aims and conditions for other levels of decisions.
  10. Monitor actual performance and continuously look for improvements.

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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