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Suggest You - The Development Of Organisations - Part 2
Continuing now. . . My ancestors died to protect this land and her people and you guys sit in rooms posturing, with not a clue as to how life on Earth or the free economic system works at all. Not even a little bit. I have only met a handful of congressmen that I did not get bored talking to in five minutes due to their lack of intellect and contrived rhetoric. Now we see the extent of those carefully worded politically correct academy awards winning speeches written by pollsters and practiced in mirrors are doing. They are not accomplishing the task at hand. We need results not blame; we need leaders not words. We need action not promises. If you cannot do the job dismantle the system, simplify it and start over. You are not needed. This is so obvious to those on the street, to our team, to our customer to the millions of small businesses that have put blood sweat and tears into this great nation. If you turn your backs on us whom can we trust?The Xers already don’t trust you, and now you are about to lose the whole generation of boomers and alas the matures who built this place are dying off and watching all they built die slowly like their health, which we were suppose to fix with technology, science and pharmaceuticals. We have alienated all the generations for the sake of none. We have turned our backs on the warnings of our grandparents mostly all dead now who grew up in the depression. They would roll over in their graves like Ray Kroc founder of McDonalds if they could see the way we
Specialisation:
In Phase 1, jobs were not formally defined - most managers would, in a fairly casual manner, cover a variety of activities, in many areas overlapping each other. This led eventually to problems of duplication of effort and ‘buck-passing’. In contrast, people and functions within the organisation are now expected to concentrate on a more limited and clearly defined ran
The way we do business has changed dramatically over the past 10 years. More products and services are now being offered outside traditional premises. You no longer have to go to a bank to complete your transactions or home loan applications. Insurance brokers visit your home or office; retailers deliver products directly to your home. This change in distribution methodology has meant many of us now run a car-office.While researching this change in business strategy, we interviewed several successful managers, executives and sales people who operate their business from their car-office. Karen Lasorda, Vice President for Corporate Business Development of Harleysville National Bank was a valuable source of information as she shared some of her winning strategies to ensure she is highly productive and able to meet her targets each month.While there are many advantages of working from you car-office including flexibility, being truly accessible to your clients and being able to conduct multiple appointments in one day, a number of challenges were highlighted. These included:Having the correct information with you at the right time. A major challenge of people interviewed was being prepared for all situations - for all clients.Being able to locate valuable information or resources – it is easy to lose things in a car-office.Being unorganised. Many people have good intentions of getting organised however in a car-office environment, organisation is imperative.If you find your
Introduction:
At the end of the first phase of its development, the ‘pioneering phase’, an organisation encounters a variety of challenges. These are mainly due to the increasing failure of the informal, unsystematic procedures it has developed to cope with the increasing complexity and size of the business.
To overcome these problems, new systems and procedures are introduced, and the company moves into the second phase of development, known as the ‘scientific management’ phase. The principles of scientific management fall into four categories:-
o Mechanisation
o Standardisation
o Specialisation
o Co-ordination
Mechanisation:
The activities involved in mechanisation are self-evident. The small-batch, hand-worked process gives way to mechanised mass production. This is necessitated by much higher production requirements, needs to minimise production costs and the requirements for a standard product (as opposed to the tailor-made product of Phase 1).
Within the organisation, this move highlights the importance of engineering and maintenance skills, coupled with mechanical fault finding, while reducing the emphasis on original trade skills (of small and large companies) - this shift is not always fully appreciated by management and training in hand skills may continue regardless for some time.
Standardisation:
In Phase 2 of development, there is a strong move to ensure that the informal variety of previous planning and activity is replaced by carefully controlled consistency. Quality standards are laid down and individuals appointed to carry out inspection functions. Job methods and procedures are standardised, to ensure that any job is always performed in the same (best) way, regardless of the individual doing it.
To achieve this standardisation, as well as co-ordination, more rigid control systems are needed, which gives rise to much greater emphasis on planning in all areas.
Specialisation:
In Phase 1, jobs were not formally defined - most managers would, in a fairly casual manner, cover a variety of activities, in many areas overlapping each other. This led eventually to problems of duplication of effort and ‘buck-passing’. In contrast, people and functions within the organisation are now expected to concentrate on a more limited and clearly defined rang
Do you have the architecture in place to make sure each and every brand contact sends the right message?Thinking in terms of architecture, a building that looks great and catches your attention is probably designed so that each component looks perfect and enhances the overall effect of the building.In the audiobook, “Sound Advice on Brand Marketing,” author Tom Miller says, “Great architecture works because of attention to detail, and great brands depend on the same level of attention.” Each component of a brand that touches the customer must support and enhance the overall message.A brand architecture also builds a connection between corporate brands, master brands, product brands, and branded features, which, according to Miller, “makes decisions easier when it comes to messaging and graphic design.”Miller suggests everyone take a fresh look at their own brand architecture, beginning with a review of all current marketing materials. “Is the message consistent? Does the look and feel convey the value of the brand? Is there room for improvement?” Once a brand is viewed as architecture, it may never look the same. Says Miller, “It may be the beginning of building your own best brand.”Tom Miller offers branding advice each week in the free audio newsletter from What’s Working in Biz, http://www.whatsworking.biz/full_story.asp?ArtID=92
o Mechanisation
o Standardisation
o Specialisation
o Co-ordination
Mechanisation:
The activities involved in mechanisation are self-evident. The small-batch, hand-worked process gives way to mechanised mass production. This is necessitated by much higher production requirements, needs to minimise production costs and the requirements for a standard product (as opposed to the tailor-made product of Phase 1).
Within the organisation, this move highlights the importance of engineering and maintenance skills, coupled with mechanical fault finding, while reducing the emphasis on original trade skills (of small and large companies) - this shift is not always fully appreciated by management and training in hand skills may continue regardless for some time.
Standardisation:
In Phase 2 of development, there is a strong move to ensure that the informal variety of previous planning and activity is replaced by carefully controlled consistency. Quality standards are laid down and individuals appointed to carry out inspection functions. Job methods and procedures are standardised, to ensure that any job is always performed in the same (best) way, regardless of the individual doing it.
To achieve this standardisation, as well as co-ordination, more rigid control systems are needed, which gives rise to much greater emphasis on planning in all areas.
Specialisation:
In Phase 1, jobs were not formally defined - most managers would, in a fairly casual manner, cover a variety of activities, in many areas overlapping each other. This led eventually to problems of duplication of effort and ‘buck-passing’. In contrast, people and functions within the organisation are now expected to concentrate on a more limited and clearly defined ran
One of the greatest ways to advertise if your company has company vehicles on the road is to shrink wrap the entire vehicle with an advertisement or a picture. There are of course challenges to shrink wrapping an entire vehicle and there are some pretty big costs compared to conventional vehicle advertising.To shrink-wrap a van can cost as much as $5,000 and that is a significant amount of money considering that a couple of magnetic signs for the doors would only cost you about $35 per each. To put vinyl letting on a vehicle may only cost you $3-$400 and if you want special custom glow-in-the-dark decals with your company's logo you can still add about another $200 and have a pretty nicely done vehicle with great advertising.Of course there can be no doubt that shrink wrapping an entire vehicle with a picture turns a lot of heads and will certainly help your company's business grow. It makes sense to use shrink wrapping on company vehicles as they drive around all day and people see them. The more exotic you get the more it makes people look and the more they will remember seeing your advertising.Right now not all advertising and lettering companies have shrink-wrap available and so this can be another challenge trying to get your vehicle scheduled to get shrink wrapped with advertising. But in the future shrink-wrap advertising prices will come down and make it more affordable for the average small business person. Please consider this in 2006.
Within the organisation, this move highlights the importance of engineering and maintenance skills, coupled with mechanical fault finding, while reducing the emphasis on original trade skills (of small and large companies) - this shift is not always fully appreciated by management and training in hand skills may continue regardless for some time.
Standardisation:
In Phase 2 of development, there is a strong move to ensure that the informal variety of previous planning and activity is replaced by carefully controlled consistency. Quality standards are laid down and individuals appointed to carry out inspection functions. Job methods and procedures are standardised, to ensure that any job is always performed in the same (best) way, regardless of the individual doing it.
To achieve this standardisation, as well as co-ordination, more rigid control systems are needed, which gives rise to much greater emphasis on planning in all areas.
Specialisation:
In Phase 1, jobs were not formally defined - most managers would, in a fairly casual manner, cover a variety of activities, in many areas overlapping each other. This led eventually to problems of duplication of effort and ‘buck-passing’. In contrast, people and functions within the organisation are now expected to concentrate on a more limited and clearly defined ran
Product naming is a key aspect of branding. The name you ultimately choose will reflect who you are, your company’s personality and vision. But more importantly, it must unforgettably embody the promise of your product’s main benefit to your potential customers. It can dovetail generically with your competition, but ideally, it should stand out from the crowd. Where to begin? Here are some basic guidelines.If the field’s too crowded, be uniqueMSN Search, Netscape Search, AOL Search, they all stayed in the same category, so you could play it safe and go with Stupendous Search or Super-Duper Search. This works for a time, but as soon as the field gets too crowded, you’ll be lost in the mush of sameness with ever diminishing name recognition. If you’re in it for the long haul, better to break away from the crowd with a name like Google, Yahoo, or even Dogpile (though I’m not a fan of going into the scat category just to be unique). Even Kinkos—the founder's nickname (he had kinky red hair in school)—is different enough to be memorable.Avoid tongue twistersThere’s a little part in all of us that hates to be embarrassed. When we ask for a product or talk about it with friends, we want to sound literate and not fumble over pronunciations. So be kind to your potential customers and avoid tongue twisters, or any name that’s unusually long or foreign sounding. If you can’t find a single- word name, don’t go over two or three syllables.Alliterati
To achieve this standardisation, as well as co-ordination, more rigid control systems are needed, which gives rise to much greater emphasis on planning in all areas.
Specialisation:
In Phase 1, jobs were not formally defined - most managers would, in a fairly casual manner, cover a variety of activities, in many areas overlapping each other. This led eventually to problems of duplication of effort and ‘buck-passing’. In contrast, people and functions within the organisation are now expected to concentrate on a more limited and clearly defined ran
The competition is fierce and ad budgets are tighter than ever. If you’re looking to boost profits and gain market share, there are some things you can do to gain a bigger piece of the pie.Give your product a distinct personalityOfficeMax’s Rubber-Band Guy is an instantly identifiable, highly memorable character that has boosted sales and brand recognition. It personifies the brand while selling the message that whatever customers need they can get at OfficeMax.Offer them an interesting history lessonSome of the most common products we use today have the most interesting development histories. Hippocrates, the father of modern medicine, left historical records of a powder made from the bark and leaves of the willow tree to help heal headaches, pains and fevers. By 1829, scientists discovered that the salicin in willow plants was the key ingredient in aspirin, which was later repackaged and marketed by Bayer.Sing your product’s praisesCreate a memorable catchy song, poem or jingle that that hooks in people’s minds. Gillette sold millions of razor blades using “The Best a Man Can Get,” which continues to stick in consumers’ heads, leaving a positive impression about the product’s unbeatable performance.Re-package your product for the customerCreate new convenience packaging that makes your product easier to buy, use or refill. Motor oil used to be sold in cans that
Specialisation:
In Phase 1, jobs were not formally defined - most managers would, in a fairly casual manner, cover a variety of activities, in many areas overlapping each other. This led eventually to problems of duplication of effort and ‘buck-passing’. In contrast, people and functions within the organisation are now expected to concentrate on a more limited and clearly defined range of activities. Specialisation is introduced in a variety of ways:-
‘Vertical’ Specialisation;
Different levels of management are introduced. Top management defines policy, middle management plans how the policy is to be achieved and first line management/supervision carries out the plans.
‘Function’ Specialisation:
Different individuals specialise in specific functions (i.e. production, sales, accounting, engineering etc.). Within some functions, for example production and sales, further departmental divisions are made.
‘Work Flow’ Specialisation:
A distinction is also made between planning, carrying out and controlling the work. Separate departments now concern themselves with planning (production planning, design office etc.) and with control (quality control, costing department etc.), leaving only the actual carrying out of the work to the line management.
‘Technical’ Specialisation:
A variety of professional techniques are introduced into all aspects of the company and individuals or departments are introduced to specialise in these (e.g. work study, computer services, personnel and training etc.).
Co-ordination:
The advent of specialisation clearly has the effect of breaking up the easy communications and teamwork of Phase 1. As a result, the organisation’s structure now has to be made more carefully defined to ensure that co-ordination of effort is maintained. The following ‘rules’ are normally applied:-
Span Of Control:
Each manager has a defined area of operation and a limited number of subordinates under their direct control.
‘One Boss’ Principle:
Each individual is clearly responsible to one manager in the hierarchy. An organisation tree can be drawn, as a result, showing lines of responsibility.
Staff/Line Relationships:
The various specialists are said to have an advisory role to li
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