Macro-Marketing System


A macro-marketing system delivers goods and services to consumers. It also allows mass production with its economies of scale. Also mass communication and mass transportation allow products to be shipped where they’re needed. In addition to making mass production possible, a marketing directed, macro-marketing system encourages innovation—the development and spread of new ideas and products. Competition for consumers’ money forces firms to think of new and better ways of satisfying consumer needs. Marketing activity is especially open to criticism because it is the part of business most visible to the public.

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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National Customer Satisfaction Indexes


Because of the importance of customer satisfaction to firms and overall quality of life, many countries have a national index that measures and tracks customer satisfaction at a macro level. Many public policy makers believe that measures could and should be used as a tools for evaluating the health of the nation’s economy, along with traditional measures of productivity and price. Customer satisfaction indexes begin to get at the quality of economic output, whereas more traditional economic indicators tend to focus only on quality.

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.

Micro-Macro Dilemma


Producers and consumers making free choices can cause conflicts and difficulties. This is called the micro-macro dilemma: what is good for some producers and consumers may not be good for society as a whole.

Each year thousands of people are killed with handguns. Yet there are producers who make and sell handguns at a profit. And there are many consumers who feel strongly about their right to own guns. But others argue that handguns are a threat to society. They want handgun sales banned sale of all weapons limited. Should gun producers be allowed to sell guns to consumers who want them?

Such decisions don’t have to involve a matter of life and death to be important. People want the convenience of disposable products and products in easy-to-use, small-serving packages. But these same “convenient” products and packages often lead to pollution of the environment and inefficient use of natural resources. Should future generations be left to pay the consequences of pollution that is the result of “free choice” by today’s consumers?

Questions like these are not easy to answer. The basic reason is  that many different people may “have a stake” in the outcomes—and social consequences—of the choices made by individual managers and consumers in a market-directed system.

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.

 

Training and Development


Mr. President, and Director Training:

Spring has arrived with flowers. The buds have reappeared on bare branches again. Indeed! The March winds are the morning yawn of the year.

All and every little thing tell us
That once again ’tis Spring

Please accept my best wishes for a bright and beautiful season.

 

This time spring has brought along the advent of cricket season. And the current cricket series with India has caused a sort of fever to cricket lovers. Today is a crucial day for all of us. An important and decisive match between traditional rival teams is about to start and we are here participating in a learning exercise. You are not alone missing the glimpses of the match. My heart also joins the curious thumping of your heartbeat.

 

I have the opportunity to talk to you, the learned managers under the new system of local government, and I will avail it with honor talking relevant or maybe some irrelevant things.

 

Overtly or covertly, the district government system is new and complex. Its managers face requirements that are different from their federal, provincial, or private sector counterparts. Because of the complexity and range of those requirements, it is important for DDOs to understand the requirements specific to the district.

 

Friends! We use management and professional development to refer to those processes directed towards equipping professional managers with the skills, knowledge and attitudes necessary to achieve administrative objectives both now and in the future.

 

Any human development must be aligned with the entity’s mission and strategic goals in order that, through enhancing the skills, knowledge, learning ability and enthusiasm of people at every level, there will be continuous organizational and individual growth.

 

The perspectives of management and professional development are interpreted here as including the terms education, learning, training, and development which are seen as an integral part of the wider professional development framework.

 

I have the reason to believe, my dear officers, that if the training and development of managers of any department is not accorded high priority, if training is not seen as a vital component in the realization of government policies, then it is hard to accept that we have committed ourselves to management and professional development.

 

Those departments where there is a chronic under-investment in management and professional development that is the prime reason for the poor performance of the financial management or economy at large. The critique that can be constructed is disturbingly pervasive. At the macro level the education and training infrastructure, particularly when subjected to international comparisons is the major basis for consistently failing to address the needs of economic development. Training initiatives failing to provide consistent direction; concentrating on the certainties of vocational relevance rather than longer-term knowledge demands relevant to an imperfect future, and, simply, a lack of overall investment.

 

At the micro level, despite the relevance placed on bureaucratic system by successive governments, the practice of individual departments is similarly disturbing. Under-investment in management and professional development, whether measured in terms of budgets or training days, is regularly reported. All too frequently management and professional development fails to be regarded as a managerial priority or something that should be fully integrated through a learning culture into everyday practice. The traditional practice of public service, dominance of accountancy traditions and short-term-ism that characterize our bureaucratic inheritance arguably provide infertile conditions for what is essentially a long-term commitment.

 

While acknowledging the pessimistic construction that I have made, I would argue that investment in management and professional development could play a key role in initiating and facilitating change. You can thus adapt to whatever comes along and to take advantage of it, turning threats into challenges, and rising to these challenges in ways that produce increased benefit to the government and employees.

 

If I were to prescribe one process in the training of men, which is fundamental to success in any direction, it would be thoroughgoing training in the habit of accurate observation. It is a habit which every one of us should be seeking ever more to perfect.

 

All organizations, entities, and departments require some form of organizational structure to implement their strategies. Principally, structures are changed when they no longer provide the coordination, control, and direction managers, and entities require implementing strategies successfully. The ineffectiveness of structure typically results from increases in department’s revenues and levels of diversification. In particular, the formulation of strategies involving greater levels of diversification demands structural change to match each strategy. Some strategies require elaborate structures and strategic control, while others focus on financial control.

 

Allow me to briefly converse about strategic leadership. If you are a strategic leader, you have the ability to anticipate, maintain flexibility, and empower others to create strategic change as necessary. Multifunctional in nature, strategic leadership involves managing through others, managing an organization rather than a functional subunit, and coping with change that seems to be increasing exponentially in the current administrative landscape. Because of the complexity and global nature of this landscape, as a strategic leader, you must learn how to influence human behavior effectively in an uncertain environment. By word or by personal example, and through your ability to envision the future, as effective strategic leader you can meaningfully influence the behaviors, thoughts, and feelings of those with whom you work. The ability to manage human capital may be the most critical of your leadership skills.

 

From now on, in the 21st century, many managers working in government across country will be challenged to alter their mind-sets to cope with the rapid and complex changes occurring in the global economy.

 

A managerial mind-set is the set of assumptions, premises, and accepted wisdom that bounds—or frames—a manager’s understanding of the department and the core competencies it uses in the pursuit of strategic role. Your continuous success depends on your willingness to challenge continually your managerial frames.

 

Today competition means not product versus product, company versus company, or department versus department. It is a case of mindset versus mindset, managerial frame versus managerial frame. Competing on the basis of mindsets demands that strategic leaders learn how to deal with diverse and cognitively complex situations. One of the most challenging changes is overcoming your own successful mindset.

 

As effective leaders you should always be willing to make candid and courageous, yet pragmatic decisions—decisions that may be difficult, but necessary in light of internal and external conditions. You should solicit corrective feedback from peers, superiors, and employees about the value of your difficult decisions. Unwillingness to accept feedback may be key reason talented executives fail. This highlights the need for you to solicit feedback consistently from those affected by your decisions.

 

Because strategic leadership is a requirement of strategic success, and because departments may be poorly led and over-managed, working in the 21st century competitive landscape you are challenged to develop effective strategic leaders.

 

At district level you are the top administrative managers. And top-level mangers are an important resource for departments seeking to formulate and implement strategies effectively. A key reason for this is that the strategic decisions made by top managers influence how the department is designed and whether goals will be achieved. Thus, a critical element of your organizational success is having a team with superior managerial skills.

 

You often use your discretion (or latitude for action) when making strategic decisions, including those concerned with the effective implementation of strategies. You must therefore be action oriented: thus, the decisions that you make should spur the department to action.

 

Since you are top executives, you have a major effect on your department’s culture. Your values are critical in shaping your department’s cultural values. Accordingly, you have an important effect on organizational activities and performance. The significance of this effect should not be underestimated. Permit me to remind you that acquiring of culture is the development of an avid hunger for knowledge and beauty.

 

 

Add innovation and creativity in all your endeavors. It will certainly pay off. Effective leaders focus their work on the key issues that ultimately shape department’s ability to perform effectively.

 

And in the words of Charles de Gaulle, “Every man of action has a strong dose of egotism, pride, hardness, and cunning. But all those things will be forgiving him, indeed, they will be regarded as high qualities, if he can make them the means to achieve great ends.” To get others to come into your ways of thinking, you must go over to theirs; and it is necessary to follow, in order to lead.

 

While concluding, let me ask: do you know how do geniuses come up with ideas? What is common to the thinking style that produced “Mona Lisa,” as well as the one that spawned the theory of relativity? What characterizes the thinking strategies of the Einsteins, Edisons, da Vincis, Darwins, Picassos, Michelangelos, Galileos, Freuds, and Mozarts of history? What can we learn from them?

 

“Much learning does not teach man to have intelligence.”

This is the quotation from the philosopher Heraclitus, who spanned the fifth and fourth centuries BC. Twenty-five hundred years later, he’s still right. You might spend most of your life going to school, reading, looking up facts, acquiring information, and memorizing it. But, although you’ll become more informed, in the end it won’t make you any smarter. Is a reference library smart? Is a computer with a vast storehouse of voluminous data smart? Is the simple act of digesting and then disgorging information either smart or impressive? My answer is simple: “No.”

 

Anyway, I hereby formally inaugurate this training course.

Thank you for your time and patience.

Thank you for listening.

God bless you!

 

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, Line of Sight

Compelling Business Principles


The development of the business principles is a first stage for developing and raising the standards of practice in countering bribery. The fair business principles provide a practical tool to which companies can look for a comprehensive reference to good practice to counter bribery. Business principles are becoming an essential tool in the future for businesses and the companies of today should encourage using them as a starting point for developing their own anti-bribery systems or as a benchmark.

I had heard and even observed how corrupt practices are carried out in businesses that add the extras to win export orders. For toting up luster to the evenings of the visiting business partners particularly from Gulf States, they fix up their visits to discotheques and nightspots. They also maintain luxury flats outfitted with floozy beauties for making the stay of the business guests a unique affair.

Unfortunately, such unethical practices have sneaked into the system via some (not all) businesses in different countries. That’s what I personally experienced when once as member of a foreign business team visiting an Asian country and staying at a luxury hotel, a businessman tried unethical tricks to win business contracts. He called from the lobby and told about the undeserved and undesired gift he brought for me.

Years ago in a domestic flight to the capital in a country in Asia a passenger seated next to me told that he was visiting the capital about a government tender. He was confident that he would win the contract. When I asked about the source of his confidence he pointed to two girls seated in the rear and said, “Those butterflies (exquisite women) will make it happen.”

Most of companies contribute to election campaigns of this candidate or that. Interestingly sometimes some companies sponsor candidates of two opposing political parties. The idea is to get unjustifiable favors after the horse wins.

There can be endless list of such companies, which are ready to do anything to get business favors.

It is no mystery that a lapse in business ethics or even the appearance of one can significantly harm the reputation and business of a company. Once a company is suspected, accused, or found guilty of corporate wrongdoing, it often becomes subject to the scrutiny of governmental agencies, the corporate community and the general public.

Private sector organizations must now take account of increasingly stringent domestic and international regulatory frameworks. There is growing corporate awareness of the risks posed by bribery, particularly in the light of scandals, and the public is expecting greater accountability and probity from the corporate sector.

Emphasis needs to be laid on business principles for enterprises to prohibit bribery in any form whether direct or indirect. They should also commit to implementation of programs for countering bribery. These principles are based on a commitment to fundamental values of integrity, transparency and accountability. Firms should aim to create and maintain a trust-based and inclusive internal culture in which bribery is not tolerated.

Thus an enterprise’s anti-bribery efforts including values, policies, processes, training and guidance will become tools of future corporate governance and risk management strategies for countering bribery and unethical practices.

As part of civil society, at macro level, Federation of the Chambers of Commerce and Industry should work out a framework reflecting size of the companies, business sectors, potential risks and locations of operations. This should, clearly and in reasonable detail, articulate values, policies and procedures for preventing bribery from occurring in all activities under their effective control.

Such programs should be consistent with all laws relevant to countering bribery in all the jurisdictions in which an enterprise operates, particularly laws that are directly relevant to specific business practices.

At micro level each enterprise should develop programs in consultation with its employees, trade unions or other employee representative bodies. It should ensure that it is informed of all matters material to the effective development of the program by communicating with relevant interested parties.

While developing its program for countering bribery, the companies should analyze which specific areas pose the greatest risks from bribery. The programs should address the most prevalent forms of bribery relevant to each firm but at a minimum should cover areas such as bribes, political contributions, facilitation payments, gifts, hospitality and expenses.

A company should prohibit the offer, gift, or acceptance of a bribe in any form, including kickbacks, on any portion of a contract payment, or the use of other routes or channels to provide improper benefits to customers, agents, contractors, suppliers or employees of any such party or government officials.

It should also prohibit an employee from arranging or accepting a bribe or kickback from customers, agents, contractors, suppliers, or employees of any such party or from government officials, for the employee’s benefit or that of the employee’s family, friends, associates or acquaintances.

The enterprise, its employees or agents should not make direct or indirect contributions to political parties, organizations or individuals engaged in politics, as a way of obtaining advantage in business transactions.

Each company should publicly disclose all its political contributions, charitable contributions and sponsorships. It should ensure that charitable contributions and sponsorships are not being used as a subterfuge for bribery.

The enterprise should prohibit the offer or receipt of gifts, hospitality or expenses whenever such arrangements could affect the outcome of business transactions and are not reasonable and bona fide expenditures.

The board of directors, CEOs and senior management should demonstrate visible and active commitment to the implementation of the business principles.

The business organizations should assert elimination of bribery; demonstrate their commitment to countering bribery; and make a positive contribution to improving business standards of integrity, transparency and accountability wherever they operate. Business principles are going to evolve reflection of changes in anti-bribery practice as well as the lessons learned from their use and application by 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 contact www.asifjmir.com, Line of Sight