Repositioning


Repositioning is necessary when the initial positioning of a product, service, brand, or organization is no longer competitively sustainable or profitable or when better positioning opportunities arise. However, given the time and cost to establish a new position, repositioning is not advisable without careful study.

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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Flow of Communication Messages


  • Despite computer manufacturers’ promises of the paperless office,  shipments of office paper have risen 51 percent.
  • In less than 10 years, people in the US added almost 135 million information receivers—email addresses, cellular phones, fax machines, voice mailboxes, answering machines—up 265 percent.
  • In one year, 11.9 billion messages were left on voice mailboxes.
  • Even though people are clamoring  to get on the Internet, they are sending even more messages through the postal services, and they are talking on their telephones more than ever.

All companies can hold down costs and maximize the benefits of their communication activities if they just follow three simple guidelines:

  1. Reduce the number of messages;
  2. Speed up the preparation of messages;
  3. Train the writers and speakers.

Even though you may ultimately receive training on the job, you can start mastering business communication skills right now. Begin with an honest assessment of where you stand. In the next few days, watch how you handle the communication situations that arise. Then in the months ahead, try to focus on building your competence in areas where you need the most work.

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 Goals


Business goals or objectives convert the organization’s mission into tangible actions and results that are to be achieved, often within a specific time frame. Goals or objectives divide into three major categories: production, financial, and marketing. Production goals or objectives apply to the use of manufacturing and service capacity and to product and service quality. Financial goals or objectives focus on return on investment, return on sales, profit, cash flow, and shareholder wealth. Marketing goals or objectives emphasize marketing share, marketing productivity, sales volume, profit, customer satisfaction, and customer value creation. When production, financial, and marketing goals or objectives are combined, they represent a  composite picture of organizational purpose within a specific time frame, accordingly, they must complement one another.

Goal and objective setting should be problem-centered and future-oriented. Because goals or objectives represent statements of what the organizations wishes to achieve in a specific time frame, they implicitly rise from an understanding of the current situation. Therefore, managers need an appraisal of operations or a situation analysis to determine reasons for the gap between what was or is expected and what has happened or will happen. If performance has met expectations, the question arises as to future directions. If performance has not met expectations, managers must diagnose the reasons for this difference and enact a remedial program.

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.

Positive Discipline


Positive discipline attempts to integrate the disciplinary process with the performance management system. When problems arise, rather than promptly responding with a written verbal warning (punitive), positive discipline attempts to get the employee back on track by helping to convince the individual to abide by company performance standards. That is, in using positive discipline, attempts are made to reinforce the good work behaviors of the employee, while simultaneously emphasizing to the employee the problems created by the undesirable performance.

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.

Tacit Knowledge, Explicit Knowledge


One way to describe tacit knowledge is in terms of intuition. Tacit knowledge is personal, intuitive knowledge, whereas explicit knowledge is the kind of knowledge that can be learned from a book. There is a vast difference between book learning—explicit knowledge—and experience-based learning—tacit knowledge.

Intuition is defined in Webster’s New World Dictionary as “the immediate knowing of something without the conscious use of reasoning.” There are times when we know something to be true but we do not know why or how we arrived at the understanding. One form of intuition arises because we know something so well and so thoroughly that we do not have to reason things out again but we immediately know it. This is tacit knowledge, as opposed to explicit knowledge, which is “formal and systematic.” Tacit knowledge is “deeply rooted in an individual’s action and experience.” It is intuitive and subjective whereas explicit knowledge is scientific and objective.

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.

 

Avoiding Uncertainty


How do people deal with conflict, particularly aggression and the expression of feelings? High uncertainty avoidance favors precise rules, teachers who are always right and superiors who should be obeyed without question. Low uncertainty avoidance leads to flexibility, and a situation in which arguing with superiors is acceptable and students are happy with teachers who do not claim to know everything.

In weak uncertainty avoidance cultures, managers and non-managers alike feel definitely uncomfortable with systems of rigid rules, especially if it is evident that many of these were never followed. In strong uncertainty avoidance cultures people feel equally uncomfortable without the structure of a system of rules, even if many of these are impractical and impracticable.

The choice of structure is strongly influenced by the prevalent culture. A culture with high power distance and strong uncertainty avoidance prefers a functional ‘pyramid of people’ hierarchy. Lower power distance but high uncertainty avoidance encourages a ‘well-oiled machine’: an organization with a clear structure, rules and procedures.

The control process also helps managers deal with problems arising outside the firm. If the firm is the subject of negative publicity, for example, management should use the control process to determine why and to guide the firm’s response.

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.

 

Controlling


Controlling is the process of evaluating and correcting activities to keep the organization on course. Control involves five activities:1) measuring performance, 2) comparing present performance with standards or objectives, 3) identifying deviations from the standards, 4) investigating the cause of deviations, and 5) taking corrective action when necessary.

Controlling and planning are closely linked. Planning establishes goals and standards for performance. By monitoring performance and comparing it with standards, managers can determine whether performance is on target. When performance is substandard, management must determine why and take appropriate actions to get the firm back on course. The control function helps managers assess the success of their plans. When plans have not been successful, the control process facilitates revision of the plans.

The control process also helps managers deal with problems arising outside the firm. If the firm is the subject of negative publicity, for example, management should use the control process to determine why and to guide the firm’s response.

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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