Talking about Bookkeeping


Everyone knows intuitively, if not experientially, that good bookkeeping is good business. If you don’t keep track of your business’s money matters—what comes in and what goes out—you will be in the dark as to how well or poorly your business is doing, and hence how well or poorly you’re handling certain aspects of the business. After all numbers do not lie. If they indicate that all is well, you’ll be able to capitalize on your success by, if nothing else, continuing to do with confidence whatever you’re doing right. If the numbers reveal that all is not well, you will be able to take appropriate measures to solve problems which if left unchecked could land you in failure zone. Just as with certain physical diseases, early detection means early cure and increased chance of survival. Lastly, it goes without saying that slipshod recordkeeping can cost you time, anxiety and even money when tax time rolls around. In sum, while its understandable that people are inclined to avoid and neglect bookkeeping matters, its fundamentally inexcusable.

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 New Trend


Today, everything has changed. Globalization, the internationalization of markets and corporations, has changed the way modern corporations do business. To reach the economies of scale necessary to achieve the low costs, and thus the low prices, needed to be competitive, companies are now thinking of a global (worldwide) market instead of a national market. Instead of using one international division to manage everything outside the home country, large corporations are now using matrix structures in which product units are interwoven with country or regional units. International assignments are now considered key for anyone interested in reaching top management. As more industries become global, strategic management is becoming an increasingly important way to keep track of international developments and position the company for long term competitive advantage.

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.

Characteristics of Quality Function Deployment


  • Simply a technique that keeps the companies focused on what is important to the customer;
  • A standardized approach to document and keep track of customer’s needs;
  • A technique to help neutralize the voice of the executives;
  • A process that force conversation about customers’ needs that typically would not happen later in the product development process;
  • A systematic tool on technique that supports the old adage: An ounce of prevention is worth a pound of cure;
  • A planning methodology that organizes relevant information helps companies make better decisions;
  • A technique that helps companies do the things they know they should be doing;
  • A systematic process that helps ensure that the voice of the customer doesn’t get lost in the product development process;
  • A formalized way to keep track of all of the customers’ needs and to make sure that the most important needs get special attention.

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.

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.

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.

Communicating Responsibilities


How do we communicate responsibilities to a person so that he has a clear understanding of what is expected of him? And how do we keep those responsibilities in the forefront of his mind so that he is always on track, working on the correct activities?

Before a person is hired he should be shown a written description of the job. At the time he is hired, he should be given a copy of the description to keep. When you review the responsibilities section with the person ask him for feedback. You want to make sure that his understanding of the responsibilities matches your own understanding.

The responsibilities section of the job description should be the basis upon which the employee’s performance is evaluated. Therefore, it makes sense to review the responsibilities with the person at the beginning of each review period and at the time of the annual written review.

Whenever, you verbally review the person’s performance, which should be on a fairly frequent basis, the responsibilities should be reviewed at that time as well.

If you have difficulty with a person, if the person consistently works on activities that do not lead to the fulfillment of his or her responsibilities, you may have to review the responsibilities more frequently.

The objective is to make sure the person clearly understands what he is to do at all times. Understanding, of course, cannot take place without communication.

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.

 

Constitution of Service Sector


Service sector comprises following services:

Lodging Services

Hotels, rooming houses, and other lodging places

Sporting and recreation camps

Trailering parks and camp sites for transients

Personal Services

Laundries

Childcare

Linen supply

Shoe repair

Diaper service

Funeral homes

Carpet cleaning

Tax preparation

Photographic studios

Beauty shops

Health clubs

Business Services

Accounting

Exterminating

Agencies

Employment agencies

Collection agencies

Computer programming

Commercial photography

R&D labs

Commercial art

Secretarial services

Management services

Window cleaning

Public relations

Consulting

Detective agencies

Equipment rental

Interior design

Automotive Repair Services and Garages

Auto rental

Tire retreading

Truck rental

Exhaust system shops

Parking lots

Car washes

Paint shops

Transmission repair

Motion Picture Industry

Production

Theaters

Distribution

Drive-ins

Amusement and Recreation Services

Dance halls

Race tracks

Orchestras

Golf courses

Pool halls

Amusement parks

Carnivals

Fairs

Ice-skating rinks

Botanical gardens

Circuses

Swimming pools

Health Services

Physicians

Nursery care

Dentists

Medical labs

Chiropractors

Dental labs

Legal Services

Educational Services

Libraries

Correspondence schools

Schools

Data processing schools

Social Services

Child care

Family services

Job training

Non-commercial Museums, Art Galleries, and Botanical & Zoological Gardens

Selected Membership Organizations

Business associations

Civic associations

Financial Services

Banking

Investment firms

Insurance

Real estate agencies

Miscellaneous Repair Services

Radio and television

Welding

Watch

Sharpening

Reuphoistery

Septic tank cleaning

Architectural

Surveying

Engineering

Utilities

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.

Acute Corporate Stress


Acute corporate stress is the most easily diagnosed. Something is clearly wrong and this will be evident in its financial performance. In the worst cases, a type of organizational schizophrenia takes hold, with conflicting decision making criteria and behavior very much in evidence.

Many small organizations are run by two partners that hardly converse despite spitting distance of each other, both ordering the same people to do different things. There are also giant PLCs and governments where supposed colleagues direct whole divisions as if they were private armies in pursuit of incongruent goals.

The good news in these situations is that this type of crisis is hard to ignore, that there is little alternative to taking action and that there are several courses of action that are proven to help.

The bad news is that if action is not taken the organization is on a fast track of failure.

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 Right Thing for your Company


Make sure that the outcomes you define for your people are in line with your company’s current strategy. With the dizzying pace of change in today’s business world, it is sometimes hard for managers to keep track. The key distinction is between mission and strategy. A company’s mission should remain constant, providing meaning and focus for generations of employees. A company’s strategy is simply the most effective way to execute that mission. It should change according to the demands of the contemporary business climate.

Although the constant reassessment of strategy is vital to the health of the company, it does place managers in a rather difficult position. They are the intermediaries, charged with explaining the new strategy to the employees and then translating it into clearly defined performance outcomes.

Often this can be as simple as telling your salespeople that with the new company strategy focused on growing market share rather than profit, each salesperson will now be encouraged to focus on the outcome, ‘sales volume,’ rather than the outcome ‘profit margin per sale.’

However, sometimes the changes in strategy are more radical and the pressures on managers to refocus employees on different outcomes are more acute. For example, the most effective strategy for many high-tech companies used to be innovation. Hence the large R&D budgets, the hordes of dishelved but creative software designers, and the unpredictable, slightly unfocused work environments. For the major players who dominate the marketplace, critical mass—getting your product to be accepted as the standard—is now more important than innovation. Innovation can be brought from the smaller boutique houses. Thus these larger companies need to change the way they operate to ensure that virtually everyone’s efforts are focused on spreading the new language/platform/product into the marketplace. This means that managers in these companies will have to hustle to redefine the desired outcomes and find new definitions of success. Number of users, for example, may now be more important than revenue per user.

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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