Affordable, Portable Presentations


From a hardware standpoint, multimedia requires that a computer have adequate capabilities in three areas:

  • Sound Capability: The hardware should be able to play sound through an internal speaker or to route stereo sound through a pair of external speakers connected to the computer.
  • Appropriate video capability. Most of the computers sold today have video capabilities that can accommodate multimedia.
  • Adequate storage. Because audio and video require large amounts of storage, extensive multimedia requires a storage device that plays disks that are substantially identical to that CDs that you buy in a music store.

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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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.

Entrepreneur


Most businesses start as a dream in somebody’s mind. An entrepreneur is a person with an idea. He or she also is someone with the energy and drive to turn that idea into a business. An entrepreneur needs these characteristics because in a young firm he or she must often do everything at once—manufacture the product, sell it, find enough money to keep going, and manage few employees.

The entrepreneur must be willing to take great risks, too, for most new businesses fail within a year. The odds against success are stiff, partly because many business ideas simply are not very good. After all, whoever wanted to buy paper dresses or quadraphonic sound. Factors that create special risks for new businesses are those over which entrepreneurs have little control. Also, technology has become highly complex and many new products—a filter to remove the salt from sea water, for example, require many years and teams of scientists and engineers to develop. Then, too, a vast array of government regulations creates additional burdens of time, energy, and expenses for owners of new businesses.

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.

“Is” and “Is Not”


Once we have identified “could be”  but “is not” data, we will also be able to identify the peculiar factors that isolate our problem: exactly what it is, where it is observed, when it is observed, and its extent or magnitude. These peculiar factors will lead us closer to the problem’s cause.

Suppose for a moment that you have two identical potted plants growing in your office. One thrives but the other does not. If you take the wilting plant out of the office and ask someone about the probable cause for its sorry appearance, you will get any number of educated guesses. But if the same person observes that two identical plants in your office have not been receiving identical treatment (the thriving plant is on a sunny window sill and the wilting one is in a dim corner), the speculations as to cause will be immediate and more accurate than they could have been without a basis of comparison. Regardless of the content of a problem, nothing is more conducive to sound analysis than some relevant basis of comparison.

The decision as to what is close and what is logical must rest with the judgment of the problem solver. In many cases it is extremely important to identify the malfunction that “could be” but “is not” in order to narrow the scope of the search for cause. Each problem analysis is unique to the content of each problem.

Once we have identified bases of comparison in all four dimensions, we are able to isolate key distinguishing features of the problem. It is as if we had been describing the outlines of a shadow. With the completion of the “is not” data in our specification, the outlines begin to suggest the components capable of having cast the shadow.

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.

Carryover


Carryover refers to a situation where the effects obtained in one phase appear to carry over into the next phase. The term carryover is generally used in the context of  removal designs. Thus, if you attempted to remove a successful intervention to recreate a sound baseline to determine whether your intervention was actually affecting the problem, and the problem remained unchanged despite the removal, carryover effects would pertain. Carryover effects might also be produced by totally extraneous outside influences having some impact on the target 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 Intelligence


Developing useful plans offer requires knowing as much as possible about what competitors are doing or are planning to do. Competitive intelligence is a systematic way to obtain  and analyze public information about competitors. Although this sounds a lot like legalized spying, it’s become much more popular over the past few years.

There are a variety of techniques to find out what competitors are doing. They include keeping track of competitors by having specialists visit their facilities, and hiring their workers and questioning their suppliers and customers.

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.

Bid Decision-Making


Following tools and techniques are used:

  1. Risk Assessment: Sellers must identify, analyze, and prioritize the risks associated with a potential project. Many world-class companies have developed practical risk assessment tools—surveys, checklists, models, and reports-containing both qualitative and quantitative information. Software programs are increasingly being developed to help managers assess risks.
  2. Opportunity Assessment: Sellers must identify and analyze the opportunities that are potentially viable. Many successful companies have developed standard forms, surveys, checklists, or models to help managers assess opportunity.
  3. Risk Management Team Process: Sound business management requires a solid understanding of risks and the methods to identify, analyze, and mitigate them. Successful companies follow a designated risk management team process, not just a best guess individual assessment.

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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