101 business checklists

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101 Business Checklists Checklists and prompts for planning, managing, control and measuring performance for any business Rodney Overton Martin Books Success in Business

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Page 1: 101 Business Checklists

101 Business Checklists

Checklists and prompts for planning, managing, control and measuring performance for any business

Rodney Overton

Martin BooksSuccess in Business

Page 2: 101 Business Checklists

Published by Martin Books Pty LtdACN 112 719 05220 Blackwoods Road Boat Harbour NSW 2484Australia

Tel: (61 2) 6679 1051Fax: (61 2) 6679 1535Email: [email protected]: www.martinbooks.com.au

Copyright 1996-2007 Martin Books

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the publisher

National Library of AustraliaCataloguing- in-Publication entry:

Overton, Rodney

101 Business Checklists

ISBN 978-1-921360-52-7

■ First published September 1996■ Revised and enlarged February 2002■ Second reprint March 2004■ eBOOK version September 2007

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The writer - Rodney Overton is an international award winning writer (published in four languages) of more than twenty-five popular business skills ‘how-to’ books covering a wide range of business, human resources, management, planning and sales and marketing topics.

Publishers in a number of overseas countries produce and distribute localised versions of these books.

He works as business consultant and strategist and has wide experience in facilitating, writing and developing business training courses.

[email protected]

Martin Books have a combined range of more than 100 books, CD ROMs and Training Facilitators Manuals available, covering areas of business such as Administration, Planning, Finance, Human Resources, Management, Marketing, Sales and Small Business.

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Foreword

This book was originally prepared in response to many requests from both bookshops and people in commerce and industry for an easy to use book, “With lots of checklists that we can use constantly to measure performance as well use as prompts for planning and managing”.

In this book we have addressed a wide range of issues covering Planning, Human Resources, Marketing, Sales, New Business and Products and Management.

We feel sure that this book will also provide stimulation and learning across a wide range of business issues for people at any level of business.

This publication is one of a constantly expanding series, of what we trust are interesting, stimulating, and informative publications addressing a wide range of Business topics and issues.

We have written these publications from the perspective of, and with hindsight gained as an experienced, practising manager, working in the real, day to day business world.

Our objective has been to provide easy to read and understand information which can be assimilated into, and used in real life, day to day business situations, quickly, easily, and in many instances, with little expense.

We currently have a range of more than 100 books, CD ROMs and Training Facilitators Manuals available, covering areas of business such as Business Administration, Business Planning, Finance, Human Resources, Management, Marketing, Sales and Small Business.

We welcome your comments and suggestions.

Rodney OvertonSeptember 2007

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Table of contents1 Planning ..............................................................................Page 1

• Aims and objectives...........................................................................2• Evaluating personal strengths and weaknesses...................................3• A Mission Statement..........................................................................4• The strategic planning process...........................................................5• Business planning..........................................................................6-8• Family financial planning................................................................9-10• Writing a submission................................................................... 11-12• A budget and record keeping...........................................................13• Managing by objectives (M.B.O.)................................................. 14-16• Sample objectives and results.......................................................... 17• Some quick prompts for a Strategic Plan............................................18

2 Human resources....................................................................... 19• Organisational structure................................................................... 20• Writing a job description.............................................................. 21-24• Writing a job description - M.B.O....................................................... 25• Management - Staff..........................................................................26• Setting personal goals and objectives...............................................27• Assessing changes in effectiveness as a result of training.................. 28• Observing as an evaluative technique...............................................29• Occupational health and safety (O.H. & S.)................................... 30-33• A safety management checklist.........................................................34• Human resources............................................................................ 35• 20 work related needs......................................................................36• An employee handbook...................................................................37• Job interviews................................................................................. 38• An interview evaluation.................................................................... 39• Induction.........................................................................................40• Training needs analysis....................................................................41• A salary package..............................................................................42• Productivity and motivation...............................................................43• A performance review...................................................................... 44• A rating form for management...........................................................45• Workplace moral.............................................................................. 46• Communication and image............................................................... 47• What blocks business communication?............................................. 48• Are you an effective communicator?..................................................49• What motivates an employee?.......................................................... 50• Rating your manager........................................................................51

3 Marketing...................................................................................... 52• A Marketing Plan outline...................................................................53• Implementing the plan......................................................................54• A Marketing expenditure plan...........................................................55• Market research......................................................................... 56, 57• Marketing - basic questions.............................................................. 58• The marketing audit......................................................................... 59• Image..............................................................................................60• Advertising......................................................................................61• Delivering quality service..................................................................62• Monitoring service levels..................................................................63• Measuring customer satisfaction.......................................................64

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• Handling complaints.........................................................................65• An index to measure and monitor your organisation’s service levels.... 66• Are you a quality service professional?.............................................. 67• Service - moments of truth, Reviewing service...................................68

4 Sales.............................................................................................. 69• Seven steps in the sales process......................................................70• Telephone standards.......................................................................71• Are you an effective sales person?....................................................72• Win - win..........................................................................................73• Are you a professional sales person?................................................ 74• Some personal requirements........................................................... 75• A sales and marketing strategy..........................................................76• Relationship selling..........................................................................77• Measuring sales performance...........................................................78• A sales time record...........................................................................79• A sales checklist for after the interview...............................................80

5 New business and products....................................................81

• Why start a business of your own?.....................................................82• Launching a new product............................................................83-85• Innovation and your organisation...................................................... 86• Contributions to total cost.................................................................87• What makes a company successful?..................................................88• A product - idea rating device............................................................89• A checklist - new product development.............................................90

6 Management................................................................................91

• Leadership......................................................................................92• Managers and competencies............................................................93• An entrepreneur’s checklist..............................................................94• My job - my role................................................................................95• Motivation....................................................................................... 96• Time management checklist............................................................. 97• Stress.............................................................................................98• Transition under management by objectives .................................... 99• Eight elements in the planning of change........................................100• Managing change..........................................................................101• One approach to introducing change...................................... 102, 103• Can you handle change?................................................................104• Goal setting...................................................................................105• Key indicators................................................................................106• Are you a people person?.............................................................. 107• Is your business well run?...............................................................108• Financial danger signs....................................................................109• The negotiation conference...........................................................110• Tomorrows manager...................................................................... 111• Law of contract.............................................................................. 112• Some business acronyms.............................................................. 113• How do you rate as a manager?.......................................................114

Index..................................................................................................115

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1

Planning

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Aims and ObjectivesSome typical aims and objectives for a business could be:• To establish a business that is

profitable, easily managed, and that will provide a job for my children.

• To establish market leadership in our field.

• To establish a strong, viable business that can be sold in the future, at a profit.

• To expand the business nationally.• To diversify by the lateral

development of industry associated products.

• To be seen and recognised as an ethical and reliable supplier of ...

• To continue the development of the business and consolidate its operations to ensure maximum efficiency is obtained from existing resources.

• To enhance the consolidation and growth of the business within the industry to the point where it is recognised as the leader in the field of viticultural maintenance.

• To develop the business in associated areas of our industry in order to create security by diversification.

• Can you come up with some aims and objectives for your business?

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What are your short term and long term ‘Aims and Objectives’?

Short term

1)

2)

3)

4)

5)

Long term

1)

2)

3)

4)

5)

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Evaluating personal strengths and weaknessesWhen you have established your goals and objectives, an analysis of your personal strengths and weaknesses is in order. The answers to the following questions can help that analysis:

What are my six strongest skills?What is my greatest accomplishment in life?Is it saleable?Why should an employer hire me instead of someone else?

Rate your self on each of the characteristics listed below.Give yourself a 5 for a major strength, a 4 for moderate strength, a 3 for a

characteristic that is neither a strength nor a weakness, a 2 for a moderate weakness, and a 1 for a major weakness.

Then go over these strengths and weaknesses with a friend and ask for their candid opinion.

• Academic achievement (grades) ________• Ingenuity and creativity ________• Administrative knowledge and ability ________• Cooperativeness ________• Ambition and self motivation ________• Conscientiousness ________• Educational credentials ________• Intelligence ________• Leadership ability ________• Maturity and poise ________• Oral communication skills ________• Written communication skills ________• Prior work experience ________• Sociability ________• Technical competence ________

(marketing, finance, operations, research, human resources, etc.)

When you have developed a list of your basic skills, try to discover ways in which your skills can be used. You will be surprised at how many different types of careers can be built from a given set of skills and interests.

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A Mission StatementWhat are the basic requirements of a meaningful mission statement?The components to help make a mission / vision useful and valid could include:• A focused concept - something beyond platitudes. A value creation

premise that people can actually picture as existing.

• A sense of worthwhile purpose - something that is really worth doing, something that can create value, make a contribution, make the world a better place in some way and win people’s commitment.

• A plausible chance of success - something people can realistically believe to be possible and, if not perfectly attainable, at least plausible to strive for.

• A very good real life example from the then Department of Administrative Services [DAS]:

• To be recognised by our customers and the government as Australia’s best provider of services and a leader in public sector reform.

Another excellent, real life example which we noticed in the employment columns of a newspaper for the South Australian Film Corporation:

• We will stimulate and assist the film and video industry and community to achieve sustained economic and cultural benefits that are valued by the people of South Australia.

Further the mission statement should define:• The Customer - defined not in terms of some market segment or

statistical category, but in terms of a basic defining need premise that leads that person [or entity] to consider doing business with your enterprise.

• The value premise - defined not in terms of what your organisation does, makes, sells, or delivers, but in terms of the fundamental value it represents in matching the customers need premise.

• What makes you special - your special means for creating value, in order to win and keep the customer’ s business.

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The Strategic Management Process

ANALYSE IDENT I FYTHE OPPORTUNIT IESENVIRONMENT AND THREATS

IDENT I FY RE -ASSESSOUR CURRENT OURM ISS ION MISSION andand OBJECTIVESOBJECTIVES

ANALYSE IDENT I FYOUR STRENGTHSRESOURCES and

WEAKNESSES

EVALUATE I M P L E M E N T FORMULATERESULTS STRATEGIES STRATEGIES

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A Business Plan outline• Cover sheet• Table of contents• Statement of purpose

INTRODUCTIONDESCRIPTION OF THE BUSINESS• Company• Product / Service• Industry

MARKET / COMPETITION ANALYSIS• SWOT analysis• Customers• Market size and trends• Competition• Projected Market share• Market development analysis

PRODUCT DEVELOPMENT• Product status• Product design and development• Product changes• New product planning• Difficulties and risks

MANUFACTURING / OPERATIONS• Processes• Equipment / Subcontracting• Facilities• Location• Costs - Components, Plant, Equipment, Labour• Inventories

MARKETING / DISTRIBUTION• Comprehensive marketing strategy• Pricing• Sales / distribution channels• Customer service• Advertising and promotion

MANAGEMENT / PERSONNEL• Organisation chart• Key management personnel• Duties and functions, backgrounds• Management compensation / ownership• Board of Directors• Consultants / Advisors• Operating personnel

DEVELOPMENT SCHEDULE• Programme, evaluation and review technique (PERT)• Critical path method (CPM)

USE OF FUNDSCRITICAL RISKS and PROBLEMSSUMMARY

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A Business Plan formatcompliments of Sydney Business Centre

The PURPOSE of This PLAN • Tell the person reading your plan why you are writing

it - to obtain finance, to expand, to address growth, to explain to potential shareholders what your business plans to do.

EXECUTIVE SUMMARY • A summary of your Business Plan written after you

have completed the plan. • This should briefly explain and summarise in 1 or 2

pages, to the person reading your plan, what your business is all about.

BUSINESS EVALUATION • Structure• Profile• Aims and objectives• Resource evaluation• Financial status• Service providers• S.W.O.T. analysis

PRODUCT EVALUATION• Market sectors• Pricing structures• Packaging

THE MARKET • Market profile• Competitor analysis• Customer profile• Product / market fit• Selling function / distribution• Pricing• Advertising and promotion• Expansion strategies

OPERATIONS PLAN• Current production capability and structure• Terms on purchasing• Supplier evaluation• Production process• Expansion plan

continued on next page ...

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A Business Plan formatcompliments of Sydney Business Centre

Continued:

LEGAL• Registration of intellectual property• Corporate structure - future• Financial liabilities etc.

PERSONNEL / MANAGEMENT• Names, responsibilities, position. • Provide an organisational chart.• Conclusions

FINANCIAL PLANNING• Sales forecast• Budget• Projected financial requirements• Capital requirements• Summary

ACTION PLAN• Prepare a critical path analysis to tell the person

reading the Plan: WHAT will happen HOW it will happenWHERE it will happenWHEN it will happenWHO will make it happen

KEY INDICATORS• Measurements for the performance of the business

APPENDICES• Supporting information

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Family Financial PlanningLong term as well as short term financial planning is equally if not more important for the family enterprise as for public enterprises. Long term financial security and management succession may be influenced by family financial planning.

It is generally accepted that the starting point in any planning procedure is to establish the objectives of the enterprise. Few family enterprises set out a formal list of financial and non-financial objectives.

Such an exercise is not only important for financial planning but also for family communication and co-operation.

An example of a list of possible family objectives could be:

1. Making the family, as a unit, financially independent.

2. Earning an adequate reward for the family for future retirement, and prosperity for children and relations.

3. Accepting an opportunity to contribute to a community or a region through the business.

4. Successful growth of the business, with separate outlets in various suburbs, country towns or cities.

5. Managing a business which is more than ‘small’ and a force to be reckoned with in the community.

6. Providing children with a career.

7. Training and employment of quality staff in special skills handed down from one generation to the next.

8. Accepting an opportunity to market an invention - at home and abroad.

9. Developing a business renowned for its effective and efficient operation.

10. Operating a business which yields high profits and has a rapid growth rate.

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A 12 Step Programme for Family Business Planning

1. Analyse past performance.

2. Use an Industry profile.

3. Identify critical factors for success.

4. Decide on family profit targets.

5. Set efficiency standards.

6. Plan several years ahead in summary

7. Detail next years plan by month by month.

8. Check sales projections.

9. Check expense expectations.

10. Project financial resources.

11. Prepare a weekly cash flow.

12. Use reports and graphs to control progress.

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Writing a SubmissionAn outline

FROMTOAIM OF THE PROJECTTOTAL BUDGET SOUGHTDATE OF SUBMISSIONCONTACT PERSON

INDEX1. Introduction2. Nature and scope of the work3. Current situation4. Our aims5. Budget and supporting documents6. Evaluation and review procedures7. Project management details8. Further action9. Attachments

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Writing a SubmissionAn outline (cont.)

1. IntroductionOur organisationRelationship of our organisation to the problem, need, idea, theme.Process of preparation of this submission.

2. Nature and scope of the work / problem

3. Current situationWhat is currently being done and by whom.What is not being done about it.

4. Our aimsWhat we want to do about it.AimKey objectives - with supporting documents, statements, data, statistics.Specific objectives - with supporting documents, statements, data, statistics.Time frame

5. Budget and supporting documents

6. Evaluation and review proceduresAnticipated benefits, effects, outcomes.Strategies and procedures.

7. Project management details

8. Further action or direction at close of sponsoring period

9. Attachments

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A BUDGET and BASIC RECORD KEEPINGMonthly (or daily, weekly, annual) budget and deviation

Budget for Actual Deviationmonth for month for month

• Sales• Less - Cost of goods• Gross profit on sales• Less-Operating expenses• Sales commissions• Advertising• Wages• Power• P.A.Y.E. tax• Sales tax• Super-annuation• Workcover• Office supplies• Insurance• Maintenance• Legal and Accounting• Deliveries• Licenses• Telephone• Others• Depreciation• Interest• Others

Total expenses

Net profit / loss

Income Tax

Net profit after Tax

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Managing by Objectives (M.B.O.) A 5 Year Plan

A. Ground rules1. Only ordinary income from operations will be included in calculating

the profit contribution. Extraordinary income will be excluded.2. Actions taken in any year must be consistent with the company’s long

term best interests.3. The organisational unit covered by this profit plan is the total of the

company’s operations on a consolidated basis.4. Capital employed is defined as all assets at book value at the

beginning of each year.5. A reserve will be set aside for contingencies.

B. Marketing Plan1. Alternatives for increasing profitability

a. Introducing new productsb. Discontinuing or changing present productsc. Reorganising sales areasd. Adjusting size or shape of sales forcee. Revising distribution and selling methodsf. Revising advertising and promotiong. Redesigning packagingh. Changing pricing policy

2. Marketing strategy3. Market forecast4. Objectives5. Plans for obtaining the objectives

C. Production Plan1. Alternatives for increasing profitability

a. Maintaining optimal inventory levelsb. Increasing the adequacy of manufacturing facilities (plant and equipment)c. Maximising availability and utilisation of raw materials and labourd. Varying the length of production runs or seasone. Varying the annual production requiredf. Selecting a better location for manufacturing

2. Raw material forecast3. Production forecast and schedule4. Plans for obtaining objectives

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Managing by Objectives (M.B.O.) A 5 Year Plan

D. Purchasing Plan1. Alternatives for increasing productivity

a. Choosing new sources of supplyb. Changing timing of purchasesc. Paying a higher or lower priced. Obtaining materials of a different qualitye. Having different services provided

2. Purchasing forecast and schedule3. Objectives4. Plans for obtaining objectives

E. Engineering Plan1. Review of plans of operating departments to determine what services

or support they will require2. Review of departmental profit improvement opportunities3. Objectives4. Plans for obtaining objectives

F. Human Resources Plan1. Review of plans of operating departments to determine what services

or support they will require2. Review of departmental profit improvement opportunities3. Objectives4. Plans for obtaining objectives

G. Research Department Plan1. Review of plans of operating departments to determine what services

or support they will require2. Review of departmental profit improvement opportunities3. Objectives4. Plans for obtaining objectives

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Managing by Objectives (M.B.O.) A 5 Year Plan

H. Finance Department Plan1. Review of plans of operating departments to determine what services

or support they will require2. Review of departmental profit improvement opportunities3. Objectives4. Plans for obtaining objectives

I. Legal Department Plan1. Review of plans of operating departments to determine what services

or support they will require2. Review of departmental profit improvement opportunities3. Objectives4. Plans for obtaining objectives

J. Financial Plan1. Summary of profit contributions resulting from all operating plans2. Capital additions3. Cash flow4. Plan for capital management5. Projected after-tax profit

K. Performance Measures1. Type of measurement to be used2. Type and content of report or data3. Frequency4. To who addressed

L. Review of procedures and schedules1. Time and place of review2. Content of review

a. Track record to dateb. Review of remainder of planc. Latest estimated. Revisions made in plan

M. Procedure for effecting changes in plan1. Persons who will authorise changes2. Method of amending or recording changes

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Sample Objectives and Results

200x GoalsAchieve a 9% increase in total packaged beer sales in district and 4% increase in total draught beer salesCompletion date 31 December Secure or retain 100% distribution in each market in districtCompletion date 31 December Convince wholesalers, D, E and G to construct adequate P.O.S. storage facilitiesCompletion date 31 August Convince wholesalers, A, C and G to adopt the key account programCompletion date 30 May Replace 3 delivery vans at wholesaler C to add 1 driver-salesman and one draught beer specialist to his personnelCompletion date 30 June Convince each wholesaler in district to establish and maintain regular weekly sales meetings to introduce new merchandising and P.O.S. programs, sales promotions, etc.Completion date 30 MayHave every wholesaler truck in district painted to company specificationsCompletion date 30 MarchDuring 2001, work at least one full day with each wholesaler field representative in the districtCompletion date 30 December

Accomplishments6.2 % increase in packaged beer sales. 3.8% increase in draught beerReached predetermined goals in 4 of 7 marketsWholesaler change accounts for slight decrease in sales in Market CRetained 100% distribution in markets D, F and GMarket E increased form 97% to 100%; market B increased from 95% to 98%; market A increased from 72% to 91%, and market c from 80% to 84%P.O.S. storage room constructed by all three wholesalers. Completed by June 1Key account program adopted in market A in March and in market E in June. New wholesaler in market C has agreed to adopt plan early in ....Wholesaler E replaced two delivery vans, with third to be delivered by February 1997. Wholesaler A replaced one van, but no replacement at wholesaler C due to changeGoal deleted due to change in wholesaler in market C. Will reinstate goal for ....Regular weekly sales meetings were established by each wholesaler by end of March. Meetings were maintained throughout the year, except in market C, where wholesaler has changed.Succeeded in having eight more trucks painted to company specifications, leaving three that are not yet properly identified.

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Some quick prompts for a Strategic Plan

Our MissionTo achieve

.................................................................................................................................

OUR VISION OUR OBJECTIVES KEY SUCCESS is to: are to: FACTORS to:❐ Be ❐ Contribute ❐ Create❐ Provide ❐ Support ❐ Maximise❐ Minimise ❐ Facilitate ❐ Protect❐ Facilitate ❐ Develop ❐ ❐ Promote ❐ ❐ ❐ ❐ ❐

OUR PROGRAM and AIMSPERFORMANCE FINANCIAL MARKET ING SALES OTHERS❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐

OUR ACTIONS and TARGETSREPORT REVIEW SET RESTRUCTURE DEVELOP IDENTIFY PRIORITISE KEY ISSUES ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐

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2

Human Resources

2-Human Resources

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Organisational StructureOld and new paradigms

OLD NEWSTRUCTURE Tall Flat

SPAN OF CONTROL Narrow Wide

COMMUNICATION Downward Multi directional

DECISION MAKING Autocratic Democratic, participatory

WORK RELATIONSHIPS Competitive Collaborative

WORK STRUCTURING Departments, Groups, teams assembly lines

SKILL BASE Specialisation, Multi skilling divisions

INNOVATION PROCESS Sequential Simultaneous

POWER BASE Official position Expertise, skillsin hierarchy

DIFFERENTIAL STATUS High Low

CONTROL External, upon Internal, within individuals groups

COMPENSATION FOCUS Seniority Merit, group

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Writing a Job DescriptionThe Job Description should be based on a detailed job analysis and be as factual and brief as possible.Some commonly used headings are:

JOB TITLEThe existing or proposed job title indicates as clearly as possible the function in which the job is carried out and the level of the job within that function.

REPORTING TOThe title of the manager or superior to whom the job holder is directly responsible is given under this heading.The job titles of all the posts reporting directly to the job holder are given under this heading.

OVERALL RESPONSIBILITIESThis section describes as concisely as possible the overall purpose of the job. The aim being to convey in a few sentences a broad picture of the job which will clearly identify it from other jobs and establish the role of the job holder.

MAIN TASKSSome suggestions for identifying the main tasks:

• Identify and list the tasks that have to be carried out. No attempt is made to describe in detail how they are carried out, but some indication is given of the purpose or objectives of each task.

• Analyse the initial list of tasks and, so far as possible, simplify the list by grouping related tasks together so that not more than, say, 7 or 8 main activity areas remain.

• Decide on the order in which tasks should be described, such as:-• Frequency (hourly, daily, weekly, continually, etc.). Chronological order,

order of importance, and the processes of management that are carried out, setting objectives, planning, organising, co-ordinating, operating, directing and motivating staff and controlling.

• Describe each main task briefly in separately and in short numbered paragraphs. Many people start paragraphs with an active verb; e.g. supervises, ensures that, prepares, completes, recommends, liaises with.

• State what is done as succinctly as possible.• State why it is done, thus indicating the purpose of the job and giving a

lead for setting targets and performance standards.

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Writing a Job DescriptionAn alternate outline (POSITION DESCRIPTION)

JOB TITLENUMBER OF JOB HOLDERSDEPARTMENTTITLE OF MANAGER/SUPERVISORFORM COMPLETED BY

BASIC JOB PURPOSEState briefly the principal function of this position

MAJOR TASKS

JOB KNOWLEDGEMinimum schooling necessary to permit learning of this job and other training needed. How long would a person need to be in the job to reach competent performance.

JOB DIMENSIONSThe $ value of production, accounting, sales this job influences and the nature of the influence on that value. How much checking is there.

PROBLEM SOLVING REQUIREMENTSThe need for the job holder to exercise leadership, co-ordination and planning for others.

FREEDOM TO MAKE DECISIONSWhat decisions are made by the job holder and what do they refer to their supervisor. How much responsibility for correct performance rests on the job holder.

PHYSICAL EFFORT REQUIREMENTRange of weights lifted; standing or sitting; awkward positions.

WORKING ENVIRONMENT / SAFETY HAZARDSDirt, dust, noise; requirements for protection or special clothing; likelihood of injury to self or other.

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Writing a Job DescriptionAn alternate outline (POSITION DESCRIPTION)

POSITION

POSITION STATUS

FUNCTIONAL AREA

RESPONSIBLE TO:

SALARY and CONDITIONS

PRIMARY RESPONSIBILITIES

DUTIES

ESSENTIAL SKILLS KNOWLEDGE and EXPERIENCE

DESIRABLE SKILLS KNOWLEDGE and EXPERIENCE

FORMAL QUALIFICATIONS REQUIRED

PERFORMANCE INDICATORS

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Writing a Job DescriptionAn alternate outline (POSITION DESCRIPTION)

POSITION TITLEDIVISIONIMMEDIATE SUPERVISOREMPLOYMENT STREAM (Professional, Technical, Administration, Physical)

PRIMARY OBJECTIVESA succinct statement of the overall purpose of the job.e.g. Plan, develop and oversee the implementation of financial policy to ensure expenditure does not exceed budget.

SPECIFIC ACCOUNTABILITIESA summary of the position duties described in terms of what is done, who it is done for, when it is done, and why it is done.e.g. Analyse samples for Technical Officers to provide the department with monthly reporting statistics.

AUTHORITIES / LIMITATIONSThe extent of authority to undertake tasks, exercise delegations, or authorise expenditure without referral.

SELECTION CRITERIAQUALIFICATIONS• Essential• Desirable

EXPERIENCE• Essential• Desirable

PERSONAL and INTERPERSONAL ATTRIBUTES• Essential• Desirable

KNOWLEDGE• Essential • Desirable

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Writing a Job DescriptionA Manager - Managing by Objectives (M.B.O.)

JOB TITLE

PURPOSEManagement of Division X to achieve growth and profits according to approved plans

RESPONSIBILITIESPlanning to achieve long and short term objectivesMonitoring the efficient execution of approved plansDevelopment and administration of division policy and procedures and of standards of performance

Implementation of corporate policies and proceduresMarketing for Division X servicesOperationsMaintenanceEfficiencyJob qualitySafetyEquipment design and construction supervisionPersonnel and financial services not provided by corporate office

ACCOUNTABILITYAchieve pre tax profit of 11% on capital employedAchieve minimum sales of $27 millionAchieve pre tax profit of $3 millionIncrease profit contribution at division level by 4% over 200xDevelop at least one new product with potential sales volume of $100,000 annually

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Management - StaffLET’S TALK ABOUT IT!

Importance How wellACTIVITY in the job implemented

Planning1] Setting realistic work targets2] Developing plans for jobs and projects3] Anticipating problems4] Managing work to achieve results within budget

Working with others5] Seeking feed back for self improvement6] Listening to and understanding other’s viewpoints7] Dealing with problem people and people problems

Working with my boss8] Being responsive to requests, suggestions of my supervisor9] Proposing new ideas to my supervisor

Managing people10] Managing problem people11] Giving clear directions12] Establishing performance standards13] Providing people with all the information they need to do the job

Specific Job skills14] Keeping up to date [knowledge]15]16]17]18]19]

This is a simple structure designed to help produce development plans for individuals. The questions and format are designed to explore two things:1] What jobs and tasks are important, and how important - column 12] How well the important tasks are being done - column 2Individuals could rate their importance of each item on a 1-5 scale, and their supervisor could do the same on a separate sheet. A discussion of similarities and gaps thus providing a development plan for the individual.

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Setting personal goals and objectivesIn setting personal goals and objectives, you should ask yourself the following questions:

What kinds of tasks or activities have I enjoyed the most?What kinds of tasks or activities have I enjoyed the least?If I could have any job I wanted, what job would it be?

The best way to determine what you really want out of life is to answer such questions honestly.

Some of the factors that must be considered when answering these questions are desired income, geographical location, amount of travel, job security, independence, autonomy and company size.

What price are you prepared to pay to get ahead?

Are you willing to move whenever and wherever you firm dictates?

When you answer these questions, you will have clearer understanding of your goals, values and priorities.

Goal analysis takes time, but without some idea of where you want to go, it is difficult to plan how to get there.

What are your priorities? The list of factors in the next

column, which relate to work environments and advancement potential, can help you find out.

Rate them by first dividing the items into four groups, putting the four most important to you in the top group and the four least important to you in the bottom group.

Assign the other eight to the two middle groups in a similar manner.

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Place the numerals 1, 2, 3, or 4 in the spaces following each item to show the group to which the item has been assigned.

For the top group, you should go a step further and rank the four items from most important to second most important, and so forth.

1. Salary2. Job title3. Job security4. Fringe benefits5. Promotion policies6. Work associates7. Immediate superior8. Travel requirements9. Reputation of company

10. Clear job responsibilities11. Supervisory responsibilities12. Career development activities13. Participation in decision making14. Freedom in working environment15. Company policies and procedural

manual16. In-service educational

opportunities

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Assessing Changes in Effectiveness as a Result of Training

ACHIEVING GOALS• Increased product / service quality

• Increased output

• Increased productivity

INCREASING RESOURCEFULNESS• Increased market share

• Increased employee versatility

• Moving into new markets

SATISFYING CUSTOMERS• Improved company and / or functional

image

• Reduced complaints and goods returned

• Increased proportion of on time deliveries

IMPROVING INTERNAL PROCESSES• Increased group cohesiveness

• Increased quality of supervision

• Help resolve departmental boundary problems

• Increasing managers’ ability to set realistic and tangible objectives for their departments

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Observing as an Evaluative TechniqueCategories for observing individual interactions

Behaviour Frequency Specific incidents

Proposing

Building

Supporting

Disagreeing

Defending / attacking

Blocking / difficulty stating

Open behaviour

Testing understanding

Summarising

Seeking information

Shutting out

Bringing in

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Occupational Health and Safety (O.H.&S.) Preventing Injuries

Injuries to workers can be reduced by following five steps:STEP 1 : Review the jobSTEP 2 : Reduce the riskSTEP 3 : Use the right personSTEP 4 : Inform, instruct and trainSTEP 5 : Supervise

STEP 1: Use the best person for the jobComply with the Equal Opportunity ActReduce the risk of injury

Undertake a job review to help you to:Obtain a clear understanding of the dutiesIdentify any problems with the job which may affect employee safety and efficiency.Clarify the skills and abilities requiredFind out what sort of information and training should be given to the worker

By the end of the review you should have a list of all the tasks the worker will be required to do:

DailyWeekly / monthlyOn a seasonal or ad hoc basis

STEP 2:

The best way to prevent injuries is to make the job as safe as you reasonably can.By making the job safer for everyoneBy complying with health and safety lawsBy identifying the hazardsLooking at the jobListening to experienced workersLooking at past injury records

HAZARDS include chemicals, electricity, noise, heat, dust obstacles, handling tasks, machinery or equipment.

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Occupational Health and Safety (O.H.&S.) Preventing Injuries (cont.)

The most effective ways of reducing the risks are (in order of preference)1. Eliminate the hazard or risk2. Substitute the hazard or risk3. Engineer out the problem4. Introduce administrative controls5. Provide training6. Provide personal protective equipment

STEP 3 : The criteria for selecting employees should have a direct and logical relationship to the duties of the job.The questions you ask job applicants must be a direct test of whether the applicant is able to meet those requirements.Never make assumptions about a person’s ability to do a job based on their physical appearance.It is quite acceptable to ask job applicants, ‘Do you have a pre-existing injury or medical condition that would affect your ability to do this work?’

STEP 4 : Under the OHS&W Act, employers must provide employees with:Such information, instruction, training and supervision as are necessary to ensure that each employee is safe from injury and risks to health.In practical terms, this means that employers must be certain to cover the following three key points when a worker starts a job that is new to them.

1. POLICYExplain the company policy on health and safety, and either give the new worker a copy, or show them a copy and where it is kept in your workplace.

2. INFORMATION, INSTRUCTION and TRAININGProvide workers with information, instruction and training on:

The hazards and risks associated with their jobHow to do their job safelyWhat to do if they are injuredThis information may be given verbally or in writing:As safe work procedures or policies, in off-the-job training sessions, as part of on-the-job training and supervision, or in a combination of these ways

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Occupational Health and Safety (O.H.&S.)Preventing Injuries (cont.)

3. SUPERVISIONMake sure they are supervised by someone who can answer questions about doing the job safely.With each health risk associated with the job, you must ensure the worker:

Is aware of the hazard or riskKnows what the short and long term effects on their health could be if safe work procedures are not followed.Knows what to do in case of an injury or illness

STEP 5: SUPERVISEThe supervision of new workers is very important to ensure they develop and maintain the skills and abilities needed to perform tasks competently and with a minimum risk of injury.Supervision is also crucial in monitoring the workplace and work systems to ensure they are safe.

The OHS&W Act requires employers to:Ensure that any manager or supervisor is provided with such information, instruction and training as are necessary to ensure that each employee under his or her management or supervision is, while at work, so far as is reasonably practicable, safe from injury and risk to health.

Performance IndicatorsIn measuring productivity gains arising from improved health and safety, performance indicators should include measures which demonstrate what is being done to prevent injury. Focusing only on outcomes measured by lost time injury rates is not the best way of measuring performance.Performance indicators which focus on the quality of inputs designed to prevent injury and disease and decrease associated costs may include measures such as:

Frequency of OHS meetingsOHS assessments included in performance appraisalsThe number of OHS training courses conductedThe number of OHS hazard audits conductedThe number of audited problems rectifiedReductions in exposure to hazardsOutcomes of compliance audits

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Occupational Health and Safety (O.H.&S.)Preventing Injuries (cont.)

Reductions in lost time injuries is a common performance indicator in many existing agreements.

Monitoring trends in injury rates is only one aspect of managing workplace health and safety.

Agreements which establish targets for reductions in lost time injury rates, especially when linked to performance pay or other incentive schemes such as prizes for accident free periods, run the risk of promoting or rewarding under-reporting of workplace accidents and injuries. Increases in absenteeism and sick leave may also be inadvertent consequences.

IN AN EMERGENCYIn case of an emergency what would you do?

Do have phone numbers handy for?AMBULANCEFIREPOLICEWATERPOWERCOUNCIL

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A Safety Management Checklist

KNOWLEDGE, Typical CONTROLS SKILLS, ABILITY, INFORMATIONTASK HAZARDS and RISKS QUALIFICATIONS and TRAINING

e.g.Loading and Collision Maintenance Safe loading Instructionunloading practicestrucks Drop load Proper Training

loading dock Lifting techniquesInjury

Signage

Stockdamage Lifting devices

Fumes Supervision

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Human Resources Is the correct priority being given to the interests of employees, customers, shareholders and the community?

Are you familiar with the mainstreams of technical change as they affect your organisation?

Do you know how to obtain information and advice?

Do you intend to initiate change?

Is your organisation keeping pace with the technology in your industry?

Are new technologies likely to undermine your own competitive position?

Are you investing sufficiently in R&D and product development to provide product and market leadership opportunities?

Is there resistance to change in the organisation?

Is management receptive to change and practised in its implementation?

Are all employees informed about, and participate in, decisions affecting them directly? Is the participation genuine or contrived?

When introducing technological changes do you think them out in terms of the needs of people, or mechanistically?

Do you consult your work force about likely changes and invite their co-operation?

Does your organisation aim to develop fully the potential of individuals throughout their careers?

How do you assess employees for retraining?

Are your contacts with schools, and the community sufficiently close?

Is there scope for a relaxation of some of the traditional habits of employment? (Flexible hours, part time work, job sharing, phased retirement.)

Is the perpetuation of privileges and distinctions at different levels of the organisation generally acceptable?

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20 Work related needs -a workers needs and requests

1. Ability utilisation: the chance to do something with my abilities.

2. Achievement: the feeling of accomplishing something at work.

3. Activity: the chance to be busy all the time.

4. Advancement: the chance for advancement.

5. Authority: the chance to tell other people what to do.

6. Community service: the chance to do things for other people.

7. Company policies and practices: the way company policies are put into place.

8. Compensation: the pay for the amount of work done.

9. Co-workers: the way co-workers get along with each other.

10. Creativity: the chance to try doing things my way.

11. Ethical values: the chance to do things that do not go against my conscience or ethics.

12. Independence: the chance to work without supervision.

13. Recognition: the praise for doing a good job.

14. Responsibility: the freedom to use my personal judgement.

15. Security: the provision of steady employment in my job.

16. Social status: the chance to be recognised in the community.

17. Supervision - human relations: the way the boss handles subordinates.

18. Supervision - technical: the competence of my supervisor in making decisions.

19. Variety: the chance to do different things from time to time.

20. Working conditions: the amount of comfort and safety on the job.

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An employee handbook - a suggested outline

As a component of their Human Resources policy an organisation should have an employee handbook, which is given to all employees when they commence working for the company.This handbook could contain information on the following:

1] Welcome message

2] History of the organisation

3] This is our business

4] You and your future

5] What you will need to knowWorking hoursReporting to work‘Time clock’Rest periodsAbsence from workReporting absencesEmployment recordPay periodShift premiumsO. H. & S.Use of telephonesHow to air complaints

6] These are your benefitsHolidaysRostered days offWork insuranceHospital and medical benefitsFree parkingTraining program

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6] These are your benefits (cont.)Christmas bonusSavings planProfit - sharing planSuggestion awardsService awards

7] These special services are for you

Credit unionEducation plansMedical dispensaryEmployee purchasesCafeteriaMonthly magazineSocial clubAnnual outing, etc.Sporting activities

8] Index / table of contents

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Job Interviews - What will I ask?Before the interview know what you are looking for and prepare a list of features you are looking for. The interview begins the moment the other person walks in the door. Pay attention to your first impression.

Ask yourself how you feel in the other person’s presence.Ask yourself why you feel this way.Look at the other person’s appearance. Consider their sense of style.Do they feel comfortable with their style or is it for impression?Is this person reaching or are they understated?If you are hiring someone to project the company image, every aspect of their appearance is important, including taste in clothes, firmness and dryness of handshake, confidence projected and tone of voice.Allow the other person to talk. Avoid dominating the interview, or setting rigid goals. Let it be the other person’s interview.Be patient and take your time to discover the other person.Try to get an idea of the other person’s thinking.The best way to make people feel comfortable is to respond positively every time they do well. Remember you are trying to see how the other person functions at their best. Some people don’t function well under stress and any interview situation unnerves them. With such people, it is useful to bring up strengths in their resume.Look for something about the other person you like and mention it. Smile!Make positive comments like, ‘Yes, good, exactly, of course, I see and I agree’, and act positively. Nod agreement. Be appreciative, sincere, and listen. Once the other person starts to talk, let them.Although it is natural to avoid conflict, should conflict occur, use it to discover something about the other person. Ask, ‘What happened here?’, and observe how the interviewee responds.Consider how this person makes you feel. Do you like being with them?What contribution do you think this person would make to the mood of the people around them?Ask yourself what it would be like to work with this person on a daily basis.Would it be depressing, inspiring, boring, a drain, or a privilege?What is the feeling the other person projects, optimism or defeat?Is this person really interested in their work? Do they have a strong sense of industry?Will they enhance the productivity of the workplace.Would you feel comfortable going to lunch with this person? Are they socially aware, poised, and confident? Do you feel any embarrassment for them or being with them.

The interview must be a valid reflection of the company behind it. It must have integrity, sincerity and honesty.

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An Interview Evaluation

After an interview, the following summary could be a useful assessment:

Ranking 1, 2, 3, 4, 5, 6, 7, 8, 9, 10

• APPEARANCE

• PERSONALITY

• MATURITY

• APTITUDE

• OBJECTIVES

• EXPERIENCE

• EDUCATION

• OVERALL ASSESSMENT

• OTHERS

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InductionThe induction process should allow the supervisor to gain information about the new recruit and introduce them to the company and the rest of the team. The recruit should be made comfortable working with the rest of the team and be ready to contribute results as soon as possible.

Training, based on the Job Description, should be an important part of the Induction period. Further Training in learning about the company’s products and systems is part of the Induction process.

New staff should be made to feel welcome to the business right from the outset, and special consideration should be given to their questions and needs until they become familiar with day to day procedures.

New staff should be given and/or made familiar with:A LETTER of ENGAGEMENT detailing pertinent and relevant terms and conditions of employment, such as:Wages are paid weekly / fort nightly etc., Wages are paid in cash / to a bank account.You are employed on a daily / weekly / casual / permanent basis.You are on employed on a trial / probationary period or basis.A list of staff names, positions and responsibilities of other staff in the firm.Keys or passes for access to buildings.Details of office or business hours.Payroll procedures.Holiday PolicySick leave policy.Travel or meal reimbursement policies.Staff procedures.Staff evaluation policy.Time reporting policy.Use of telephoneMail and filing room proceduresUse of office equipment in general.Details of publications available to the staff member.Ensure a meeting on the first day.Have a work area and materials prepared.Visits to various sections for orientation.Meetings with various key people.Product training.Visit sales territory with sales manager or mentor.Regular communication for first weeks.

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Training Needs AnalysisTo analyse the training requirements of a work team involves preparing a summary of the various steps involved.

Many organisations carry out TRAINING NEEDS ANALYSIS on an annual basis.

TRAINING NEEDS ANALYSIS should involve:

Previewing the Job Description, specification and Job needs - the standard for the job.Is the Job Description and specification up to date?Reviewing the performance of each personEvaluating the abilities and background of each person.Pinpointing problem areasMatching these with the requirements of the Job DescriptionConducting a Training Needs AnalysisDeveloping the methods to deliver this training

• Methods for individual development, (e.g. external courses)

• Methods for group developmentDelivering the programThe results of any changes in performance should be noted and communicated to the people concerned.Evaluation and redesign to meet current needs

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What training does the organisation have in order to meet objectives, goals and targets which have been set?What training does the organisation have in order to meet National Standards.A SURVEY TO ASCERTAIN THESE NEEDS WILL:

Ask staff to demonstrate their competence.Have prior learning assessed.Look at what resources are available.Look at what resources are required.Identify the skills required to do the job.Talk to to the people involved.Talk to to the supervisors involved.Determine objectives and policies.Establish areas of major importance.Examine - customers, markets, products and other areas.Examine areas of major importance - competitors, trends, advertising, promotion, pricing, reporting and control.Examine relationships with management, administration, distribution, service, etc.Appraise objectives, plans, organisation, Human Resources manual, Induction Manual, etc.Recommend - objectives, plans, implementation, others.Review - objectives and policies and establish additional ones if necessary.

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A PackageWhat is a salary package?

Many people are confused when they read job advertisements offering ‘packages’, and some assume that the dollar value mentioned equates to the take home salary or wage, which is not the case.

The total value of an employment package can comprise provision of some of the following perquisites and / or other items.

The total cost to the employer when added will give a ‘package value’.

BASE WAGE / SALARY

BONUS

COMMISSION

SUPER-ANNUATION

USE OF A VEHICLE

TELEPHONE - PRIVATE

HOUSING

PERSONAL and FAMILY TRAVEL

INSURANCE

SCHOOL FEES

TAX ADVICE

CAR PARKING

EMPLOYEE DISCOUNTS

HOLIDAYS

EXPENSE ACCOUNT

CLOTHING ALLOWANCE

OTHERS

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Productivity and MotivationMost businesses suffer a common problem in motivating their people to greater productivity. In simplistic terms the answer is to identify their needs and employ their strongest talents, though very few people would agree to the premise that they are doing (being allowed) what they want to do and being used to their full potential.

TASK FEELINGS EVOKED/RESULTS• Manipulating to perform Disheartenment• Money for unpleasant jobs Working for a price

Question own values• Threaten and manage by fear Eventually become

accustomed to threatIgnore threats and find own comfort level

• Increase productivity attempts Short lived gains• External rewards Erosion of effectiveness

When expected, has no motivating effectRequires ever increasing rewards

• Offers appealing to greed Short lived. Quick adjustmentCompany cannot afford these offers

• Minor wage increases Cynical acceptanceIneffective due to inflation and taxesDoes not permit a change in life styleNo real incentive to produceUsually viewed as merited and expectedShort lived gratitude

• Threat of losing job Powerful and often lasting motivatorLack of self esteemStart looking for alternative jobMany almost bankrupt companies have been saved by increased worker participationMust be a genuine threat

• Provide stimulus Self motivation• Identify and tap into people’s Best way of increased

inner drives productivity

See that people are matched with their capabilities and preferences

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A Performance ReviewJOB PERFORMANCE Quantity, quality, economy of operation, other.

-3 -2 -1 0 +1 +2 +3

JOB KNOWLEDGE Procedures, regulations, authority and responsibility limits, others.

-3 -2 -1 0 +1 +2 +3

SELF ORGANISATION Work planning, neatness, time control, other.

-3 -2 -1 0 +1 +2 +3

SELF MOTIVATION Initiative, personal goals, ambition, other

-3 -2 -1 0 +1 +2 +3

CO-OPERATION Work relationships, compliance, conformity, other.

-3 -2 -1 0 +1 +2 +3

PRESENCE Personality, appearance, other.

-3 -2 -1 0 +1 +2 +3

COMMUNICATION Expression, fluency, persuasiveness, other.

-3 -2 -1 0 +1 +2 +3

ATTITUDE Towards management, company, job, other.

-3 -2 -1 0 +1 +2 +3

Name ................................................................................................Position.............................................................................................Date....................................................................................................TOTAL RATING..................................................................... Since last review • Improvement? • Deterioration? • No change

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A Rating Form for Management

How well does Not the person? Poorly Adequately Excellently observed

Plan a broad programme for their division or store?

Carry out the current programme?

Make wise and promptdecisions?

Delegate authority tosubordinates?

Personally supervisesubordinates?

Review and evaluatework of subordinates?

Make contacts with outside organisations?

Manage sales growth?

Handle stock and expense control?

In your estimation, which of the following best describes the person’s attitude towards their organisation?

Dedicated to helping it reach its objectives, with personal ambitions subordinated to this goal.

Wants to establish a secure position for them self with the organisation.

Wants to use their position as a stepping stone to a major position elsewhere.

Do you feel that the person has the capacity to grow in case the business expands in size and activity?

...............Yes...............No...............Doubtful

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Does your workplace suffer from morale problems?Some common and often overlooked signs of morale problems:• Poor and uncooperative attitudes• Lack of enthusiasm• Lack of commitment• ‘Them and us’ mentality • Nit picking and fault finding• High, and growing levels of complaints• Absenteeism• Negativity• General tardiness• Poor appearance of the work place• Lack of discipline• Long, sour faces• Staff openly discussing their discontent and grievances

WHAT CAUSES LOW MORALE? THE HIGH MORALE ENVIRONMENTSome common (and often easily rectified) causes:

Inaccessible management • Interesting work

Poor communication • Innovation welcomed

Unrealistic goals • A sense of accomplishment

Hard to understand goals • Recognition of effort

Aloof management • Fair treatment of people

Poor leadership by management • Responsibility

Lack of coaching by management • Appropriate compensation

Bloated hierarchy (or workers think so) • Attractive work conditions

Poor job placement • Opportunities for personal growth

Poor work environment • Feeling important

No room for promotion or advancement • A sense of belonging

Lack of understanding of job • Opportunities for advancement responsibilities

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Communication and Image

SELF IMAGE PROJECTED IMAGE EXTERNAL IMAGEI think I really am I want others to see Others actually see

• A person who A really important A bossy secretary with an exerts major control link in the company inflated view of their own and influence importance

• Struggling with some A high achiever An abrasive manager personal relationships at work

• A person who has to A hard worker who A workaholic who pushes work twice as hard as can handle any them self twice as hard as everyone else to be given task necessary certain of success

• Struggling entrepreneur Successful tycoon Battling to survive

• Discount retailer Market leader Alternate, secondaryPrice setter supplier

• A wonderful manager An unflappable doer An egotistical plodder

• Struggling to be an A nice person and An impotent managereffective manager caring manager who can’t make decisions

• A person who is Someone who Someone who alwaysunusually unlucky deserves extra help complains about beingand misses out on to make up unlucky to gain an things that come easily for being so unlucky advantage over othersto others

• A person who is not A valuable asset to my A person who tries to valued or appreciated group, without whom take all the credit for nearly as much as I they could not succeed group effortswould like

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What blocks Business Communication?

Language

Loathing / hatred

Mind set

Noise

Non verbal cues

Office layout

Office politics

Territorial barriers and boundaries

People making assumptions in areas where they have no information and or expertise

Perception

Selective perception

Attention seeking for positive achievements

Complicated internal procedures

Criticise almost everything

Delegating the communication of negative news

Discourage people from talking to you about problems

Display petty company rules on notice boards

Encourage infighting

Having separate car parks for ‘staff and workers’

Having separate toilet facilities for ‘staff and workers’

Ignoring company initiatives

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Are you an effective Communicator?• Rate yourself with this simple test.• Get some one else to rate you after you have done the test and compare.

IN A BUSINESS ENVIRONMENT, I AM USUALLY:

ALWAYS NEVER

1. Assertive 1 2 3 4 52. Honest 1 2 3 4 53. Confident about myself 1 2 3 4 54. A believer in my company/ product/ service 1 2 3 4 55. Enthusiastic 1 2 3 4 5

6. Outgoing 1 2 3 4 57. Focused on my objective 1 2 3 4 58. Professional in my manner and dress 1 2 3 4 59. Have good body language, posture and

expression 1 2 3 4 510. A good listener 1 2 3 4 5

11. Aware of my customer’s needs and focus 1 2 3 4 512. Aware of any customer problem areas 1 2 3 4 513. Aware of the clients special requirements 1 2 3 4 514. Aware of the identity of the buyers superior 1 2 3 4 515. Observing competitor activity 1 2 3 4 5

16. Perceptive - I hear what is not said as well as what is said 1 2 3 4 5

17. Thinking - what does my prospect really want to buy 1 2 3 4 5

18. Relaxed and alert 1 2 3 4 519. Able to restate my prospect’s need accurately 1 2 3 4 520. Anticipating concerns / objections 1 2 3 4 5

TOTALScoring 1 = Always or yesScoring 2 = Usually How did you fare? Scoring 3 = Sometimes A total of 20 - 40 excellentScoring 4 = Rarely A total of 41 -59 goodScoring 5 = Never or no A total of 60 - 84 need workA total of 85 - 100 help!

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What motivates an employee?Some of the most popular and common methods employers use to improve the performance of their staff are:

• BASIC COMPENSATION PLANS• COMPETITIONS, based on performance• BONUS PAYMENTS

Some other commonly used methods are:• Informal appraisal and discussion systems• Changes to job responsibilities and conditions• Specialised training• Promotions and/or the opportunity for promotion

However individuals tend to have a far different ranking as to what motivates them.

A recent survey shows:Element Ranking

Achievement 41Recognition 33Nature of work 26Responsibility 23Advancement 20Wages / money 15

When discussing motivation, I always like to ask people what they talk about at the end of the week after work, at informal debriefing sessions, or in places like a hotel where many employees meet at the end of the week.

Invariably the work issues they are discussing are achievement, recognition, the nature of their work, their responsibilities and their prospects for advancement, with money issues rarely discussed.

Informal ‘drinks’ sessions at the end of the week at work or in a nearby venue are excellent ways of informal motivation and receiving feedback about morale.

If people are unwilling to stay for, or attend these sessions, perhaps someone should be asking, why?

Recognition can include things like the size and position of the office, office furniture and decor, and if a vehicle is supplied - is it perceived as a better vehicle than the persons work mates are supplied with?

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Rating your ManagerThis rating form can be used by staff to rate their managersRate on a scale of 1 (strongly disagree) to 5 (strongly agree).

Disagree Agree1 2 3 4 5

When assigned tasks, I thoroughly understood what was expected of me. When assigned tasks, I understood how they fitted into the overall aims for the engagement.Help was available when I needed to have questions answered.I received prompt feedback on my work, whether good or bad.When corrected for something I did or omitted, it was done in a constructive way.I was kept informed of things I needed to know to do my job properly.I received good coaching to help me improve my performance.I had the freedom to make the necessary decisions to do my work properly.I was actively encouraged to volunteer new ideas and make suggestions for improvement.Team meetings were conducted in a way that builds trust and mutual respect.In this engagement we set very high standards for performance.I felt I was a member of a well functioning team.My work made good use of my knowledge and ability.My engagement helped to learn and grow.My work was interesting and challenging.OthersOthers

TOTAL

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3

Marketing

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A Marketing Plan outline

1. BACKGROUND

2. DIRECTION

3. MARKETING PLAN SUMMARY

• Business definition •

Business direction

4. MAJOR BUSINESS STRATEGIES

5. FINANCIAL OBJECTIVES

6. ASSUMPTIONS and RISKS

7. KEY SUCCESS FACTORS

8. SWOT ANALYSIS

9. PRODUCT BY COMPETITION

10. COMPETITOR STRENGTHS and WEAKNESSES

11. STRATEGIES

12. ACTION CALENDAR and REVIEW

13. SUPPORTING APPENDICES

a) Introduction

b) Economic factors • Social / cultural issues • Demographic issues • Technological • Ecological • Industry analysis

c) Customer analysis

d) Competitor analysis

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Implementing the Marketing PlanSome suggestions on how you can implement your Marketing Plan

Advertising agenciesAdvertising media - print, radio, T.V.AdvertorialsArticlesAwards - publicise your awardsBalloons and BlimpsBarter, BillboardsBoard of Directors - market them as a resourceBrochures, Budgets - set one!Bulletin boards - supermarkets, etc.Bundling (piggy backing) combine your product and anotherBusiness cards - it does convey your message?Business mealsCataloguesCharities - work with them and donate productContestsCo-operative advertising - advertise with your vendors Co-op referral listsCouponsCross promotionsCustomer appreciation programs - birthday cards, lettersCustomer of the weeks, month, yearCustomer serviceCustomer surveysDemonstrationsDirect mailDirect response advertisementsDirectoriesDisplaysExpanded business hoursFairs - local and nationalFlyersGift certificatesGive awaysGrand openingGuaranteesHelp lines

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Host or hostess to greet customersImage, IncentivesInsertsIn-service trainingLead boxes, Leads clubsLetters to the editorLogoMailing listsName of your businessNew business requestsNewsletterNovelty itemsOff pricingPackagingPhone hold messagesPremiums - value added extrasPress (media) kitPublic service announcementsQualityRadio programsRebate programsReprints of press articlesSales lettersSamplingSeminars, speeches, workshopsSerial appointmentsShop your competitors - what do you do better?SignageSponsorshipsStuffers - put information about your business with every item you sellTake-one displaysTelemarketingTestimonialsTracking - where did the customer hear about you?Trade showsT-shirtsU.S.P. - Unique selling pointsValue-added service - warranties, charging for deliveryWord of mouthWriting - articles for books, journals

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A Marketing Expenditure Plan

Jan Feb Mar Apr May Jun Jul Aug Sep

TELEVISION • Airtime• Production

PRINT • Newspapers• Magazines• Trade Press• Production

RADIO • Airtime• Production

POSTERS

CONSUMERS PROMOTIONS

SAMPLING

LEAFLETS

POINT OF SALE MATERIAL

PUBLIC RELATIONS

SPONSORSHIPS

TOTAL ADVERTISING

SELLING / SALES FORCE

SALES LITERATURE

SALES SAMPLES

EXHIBITIONS and DISPLAYS

SALES DATA

SALES RESEARCH

TOTAL SELLING COSTS

TOTAL MARKETING BUDGET

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Market Research - The Steps1. Situation analysis

This first step consists of surveying all available information related to the company objective.The purpose is to reach an understanding of the problems involved.

2. Preliminary studyThe second step of the research process includes a representative coverage of the field. The market analyst might interview consumers, wholesalers and retailers.

3. Selection of research designsBased on step 2, a formal research plan is devised.The methods and procedures to be used are indicated.Often they are tried out and modified.

4. Collection of dataHere the analyst details the data sources to be consulted.A set of guidelines is developed.Quite often, both primary and secondary sources of data are collected.

5. Data analysisThe data collected are tabulated, examined and interpreted.

6. Report of findingsA written report is prepared for submission to company management.

7. RecommendationsThe report of findings includes the specific recommendations of the researcher.The recommendations must be supported by the data that has been collected.

Market research will :Help establish market focus Gain valuable information.Save time and money long term.Demonstrate if there is a need for the product or service.

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Market ResearchMarket research can involve:

Determining the size of an existing market.Determining the potential size of a market.Determining what the market place really wants.Determining if there is need for the product or service.Determining if the target audience will buy the product or service.Determining the best way of packaging the product or service.Determining the price points the product can be sold at.

Market research can be carried out by:Contacting prospects by telephone.Personal surveys.Reading business publications, e.g. B.R.W., Financial ReviewTalking to personal and business contactsCase studiesUsing librariesExperimentsInterviewsSurveysQuestionnairesDirect and indirect methods

Some very effective market research, on for instance, hardware products can be carried out by contacting the sales staff on the shop floor. Valuable information can be gleaned quickly and cost effectively.

What do think of this new product? Would your company stock it? What price would you like to see it sell for? Is the packaging effective? What mark up does your industry require? How many do think you could sell?

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A checklist of basic Marketing questionsBasic Feasibility

1. Can the product / service actually work?2. Will it be legal?

Competitive Advantages1. What will the specific competitive advantages be?2. What are those of the existing competitors?3. How will the advantages be maintained?

Buyer Decisions1. Who will decide to buy, and why?2. How much will each buy, and how many people are there?3. Where are these people located, and how will they be sold?

Marketing1. How much will be spent on advertising, packaging, selling?2. What share of market can be obtained by when?3. Who will personally perform the selling functions?4. How will prices be set, and how will they compare to competition?5. How important is location, and how will it be determined?6. What channels will be used - wholesale, retail, agents, etc.?7. What specific sales targets can be met?8. Can orders be obtained before starting the business? How soon?9. How will returns and service be handled?

10. How will pilferage, waste, spoilage, and scraps be handled?People

1. How will competence in each area of the business be ensured?2. Who will have to be hired, and when? How will they be found and

recruited?3. How will replacements be obtained if key people leave?4. How will lawyers, advisors, accountants be chosen?5. Will special benefit plans have to be arranged?

Control1. What records will be needed for development of product / service?2. Will any special controls be needed? Who will take care of it?

Finance1. How much will be needed for development of product / service?2. How much will be needed for setting up operations?3. How much will be needed for working capital?4. Where will the money come from? What if more is needed?5. To which assumptions are profits most needed?6. Which assumptions in projections are most uncertain?7. What will be the return on equity and sales, compared to industry?8. When and how will investors get their money back?9. What will be needed from a bank, and how will they feel about it?

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The Marketing Audit - a preliminary questionnaireWhat business are you (really) in?What are your business objectives?What are your personal objectives?What are the strengths of your business?What are the weaknesses of your business?What are the opportunities?What are the threats - current and future?What makes your competitors stand out?Who needs you?How do customers find you?How do customers find out about your competitors?Your top 20 clients represent what proportion of your business?Who is the contact point for potential customers? (partner, secretary, answering machine, etc.)Can you demonstrate the effectiveness of your product to consumers? - How?Do you accept credit cards?Do you offer a bonus?Are there new products you can offer?What are they?Is your business seasonal?If yes, when is the peak period?Do you follow up customers (by phone or mail), asking if they are satisfied?What are your average monthly sales?Is any product significantly more profitable than others?If yes, which product or service?Is any product significantly less profitable than others?If yes, which product or service?What are the most critical issues hindering the achievement of your business objectives?

What makes you competitive?• POSITION o Yes o No• PRICE o Yes o No• SERVICE o Yes o No• QUALITY o Yes o No• UNIQUENESS o Yes o No• EXPERIENCE o Yes o No• CONTACTS o Yes o No• PAYMENT TERMS o Yes o No• WARRANTY o Yes o No• OTHERS o Yes o No

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Image - What type of IMAGE does your company project?First impressions really are important and do count

Just think back to the first impressions you gained when you first met some one. With the benefit of hindsight, were those impressions lasting and accurate?

Does your business have a Company Profile, that you can give to prospective clients, which outlines your:

ExperienceCustomersSkillsQualificationsProducts ServiceWarrantiesSpecialties etc.

When a customer opens a letter or receives promotional literature from your company; Is it well presented? On quality paper? Well printed? Present your company in its best light?When a customer receives an invoice from your company:

Is it easy and inviting to read and easy to understand?Does it stand out from the flood of other invoices? Does its appearance encourage the customer to pay it?

When a customer visits your premises what impression do they get?Are there cobwebs on the front door?Are the premises inviting? Is the reception area cluttered?How does the receptionist greet them?Do they feel welcome?Do they feel like doing business with you again?

Do you use your reception area to:Highlight and display your company’s products?Display special qualifications?Display Trade and Industry awards?Display company literature?Does your shop or store have a total concept?How are your products packaged? Could your packaging be improved?What would it take you to present a better image?What would it cost you to present a better image?Never forget that the presentation and image of your company and its products, can and does have a marked effect on sales.

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Advertising - 10 quick points

1. What are you advertising?

2. What should be the NICHE message?

3. Is co-operative advertising appropriate?

4. Should you use the same advertisement in all media?

5. Does the advertisement hold and attract attention?

6. Does the advertisement have a catchy headline?

7. NEW, FREE are good words to use in your copy.

8. Photographs or graphics add interest.

9. Media selection is important.

10. What integrated promotions can you run in conjunction?

Which type of media should I use?Many advertisers take the following into account when selecting their media:• Billboards, for splashy, outdoor showmanship• Magazines, have a calm authority• Newspapers, have an aura of real news• Radio, is a friendly voice• Television, provides excitement

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Delivering Quality Service - 10 aspects of service qualityTANGIBLESAppearance of physical facilities, equipment, staff and communications

Are your premises attractiveAre the staff appropriately dressedIs the sales literature easy to understandAre the tools / equipment used modern and appropriate

RELIABILITYAbility to perform the promised service dependably and accurately

Do the staff keep their promisesDo sales staff follow order instructionsAre invoices and statements error freeIs the job / order done properly the first time

RESPONSIVENESSWillingness to help customers and provide prompt service

When there is a problem do you fix it promptlyIs the staff member prepared to answer questionsAre credits and errors in processing fixed promptlyAre you prepared to quote specific times for .....?

COMPETENCEPossession of the required skills and knowledge to perform the service

Is the staff member able to process my requestIs the company tracking market developmentsIs your phone call handled by a competent personDoes the staff member appear competent

COURTESYPoliteness, respect, consideration, and a friendly contact person

Does the staff member have a pleasant demeanourDoes the contact act busy or rudely when questionedIs the telephone answered promptly and politelyDo they take appropriate precautions against damage

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CREDIBILITYTrustworthiness, believability, honesty of the vendor

Does the organisation have a good reputationDoes the contact person refrain from pressuring youAre the costs and prices consistent with the serviceWhat warranties and guarantees are provided

SECURITYFreedom from danger, risk and doubt

Is it safe for me to use the organisations servicesCan the organisation locate my recordsAre my confidential details safe from misuseCan I be confident that my order / job will be done properly

ACCESSApproachability and ease of contact

How easy is to talk to senior staff with a problemIs it easy to make contact with the right person by phoneDoes the organisation have a toll free phone numberIs the service / repair facility conveniently located

COMMUNICATIONKeeping customers informed in language they can understand. Listening to the customer

Can the staff member explain the benefits and featuresDo the staff use plain English and avoid using jargonWhen you phone the organisation, will they listen to youIf a problem develops are you kept informed

UNDERSTANDING CUSTOMERSMaking the effort to know customers and their needs

Are you recognised as a regular customerDoes the organisation try to determine your special needsIs the level of service what the customer expectsWill the organisation accommodate your needs and schedule

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Monitoring Service Levels - Gathering market intelligenceSome simple and effective ways of monitoring service levels, gathering market intelligence and measuring service levels are listed below:

CUSTOMERSComplaintsSurveysRatingCompliments

STAFFTurnoverAbsenteeismSuggestionsSee them ‘doing it right’AttitudeCulture tracking

OPERATING QUALITYProductivityClient baseClient loyaltyExpensesError rate

RESULTSMarket shareCompetitor activityComparisons

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Measuring Customer SatisfactionHow do you gather and measure objective information on what is really happening in your industry, and the way your company, its products and service are perceived?

Do you listen to the customer, and what they really want?Do you listen (really listen) to their objections?Do you listen to what people outside your organisation are saying about it?What are the perceptions in the market place about your organisation?Do you measure and track the number of formal and informal complaints about your organisation?Do you act upon these complaints?Do you act quickly?Do you track the rate of orders compared to the enquiry rate?Do you measure the amount of ‘lost business’?Do you measure the amount of new business?Do you measure the number of compliments and positive reactions to your organisation?Do you constantly compare sales figures (in dollars as well as units, tonnage, volume and other comparisons) and unit sales against budget and last years performance?

What makes a market leader?In most industries the market leader is seldom in that position by pricing tactics and strategies. What is it that makes a company the market leader?

SERVICEA RANGE of QUALITY PRODUCTS PRICE BRAND NAME MERCHANDISERELIABILITYWARRANTIES

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Handling complaintsTry not to become ruffled and try and remain composed at all times.Call the customer by their name, and use their name often.Have a positive approach - don’t be defensive.Don’t take criticisms personally. The customer is not angry with you personally [are they?] Try to be objective and think how they are feeling and why.Talk in plain English and don’t be patronising, or use trade jargon and acronyms.Do not use ‘We’, when talking to the customer. ‘I’ is much better.Avoid phrases like, ‘Our standard company policy is....’Even worse still is, ‘ya gotta....’, [A person from a very large government body said that to me recently]. Or even worse, ’ya gotta fill in a form at head office when they open on Monday’. [An Australian airline did that to me, on a Saturday morning].Worse still is, ‘I only work here’, and the old favourite, ‘Yahavta talk to the boss and ees not ere’. It would not be very difficult to improve on those responses to a disgruntled customer!Offer an apology even if the service problem is not your fault. Words like ‘I am sorry you feel this way’, or ‘I can understand how you feel’, or ‘I appreciate what you are saying’, are not an admission of blame on your behalf, and will also help establish a rapport with the customer.Let the customer have your full attention, and make sure you have positive body language, including eye contact.Keep excuses to an absolute minimum - preferably none at all. Remember the customer wants a solution to the service problem, not an inquiry into the way your organisation operates.Don’t tell untruths as a way of offering a quick fix - if you can’t offer a solution, offer to get back to the customer promptly, or better still at an agreed time.Offer positive solutions, with a ‘can do’ positive approach. e.g. Instead of saying, ‘You can’t take money out your account unless you give seven days notice’, you could try something like, ‘Yes, you can do that but I am sorry to have to tell you that a small service fee is involved.’What does the customer require to fix their complaint? Often very little, be it a refund, discount or often a credit note for a small amount. It is easy to ask the customer what they require!The final word - no supplier has ever won a dispute with a customer. Ignore customer complaints at your peril.Every body has their own perceptions of what service they should receive in any given situation. Exceed those expectations and both sides win! Provide considerably less than those expectations and you risk losing a customer, and even worse having that customer tell others about their bad service experience.

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Service LevelsAn Index to Measure and Monitor your organisation’s service levels The types of problems or faults and weighting factors, are suggestions only - your organisation can insert their own.

Weighting / aggravation Number of Daily

Type of problem / fault factor x occurrences = points

Slow to answer telephone 10 2 20Customers order cannot be found 12 1 12Lack of interest in customer’s request 6Customers order delivered late 8Customers order delivered incorrectly 6Customers order delivered damaged 10Customer claims your competitor is providing 4better, price, service........ 5Errors on customers invoice 7Errors in documentation 4Customer complaints about staff 4Customer complaints about price of goodsCustomer complaints about quality of goodsCustomer complaints about quality of serviceCustomer complaints about quality of deliveryNegative letters from customersComplaints from suppliersOthersOthers

DAILY / WEEKLY TOTAL(The most desirable result is a low number)

This index for measuring and monitoring quality customer service levels can be adapted to any business or organisation.

The types of problems or faults and weighting / aggravation factors, are suggestions only - your organisation can insert their own, and make allowance for the importance of various factors as they relate to your organisation, and as your organisation perceives them.

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Are you a Service Professional?Rate yourself with this simple test. After you have done the test, get someone else to rate you, and then compare.

IN DEALING WITH CUSTOMERS I AM USUALLYALWAYS NEVER

1. Polite 1 2 3 4 52. Answer questions honestly 1 2 3 4 53. Confident about myself 1 2 3 4 54. A believer in my product 1 2 3 4 55. Enthusiastic 1 2 3 4 56. Outgoing 1 2 3 4 57. Focused on my objective 1 2 3 4 58. Professional in my manner and dress 1 2 3 4 59. Have good body language, posture and

expression 1 2 3 4 510. A good listener 1 2 3 4 511. Have appropriate literature / tools ready 1 2 3 4 512. Keep to my promises 1 2 3 4 513. Aware of the clients special requirements 1 2 3 4 514. Attending to problems quickly 1 2 3 4 515. Aware of competitor activity 1 2 3 4 516. Perceptive - I hear what is not said as well as

what is said 1 2 3 4 517. Thinking - what does my prospect really

want to buy 1 2 3 4 518. Relaxed and alert 1 2 3 4 519. Able to restate my prospects need accurately 1 2 3 4 520. Anticipating concerns / objections 1 2 3 4 521. Not personally rejected when a client disagrees 1 2 3 4 522. Aware of working safely 1 2 3 4 523. Prompt in dealing with queries and enquiries 1 2 3 4 524. Aware of my companies reputation 1 2 3 4 525. Willing to try new ideas 1 2 3 4 526. Working smarter, not necessarily harder 1 2 3 4 527. Aware of where appropriate records are kept 1 2 3 4 528. Constantly trying to find ways for improvement 1 2 3 4 529. Willing to discuss problems with my superiors 1 2 3 4 530. A good communicator 1 2 3 4 5

TOTAL

Scoring 1 = Always or yes Scoring 2 = Usually Scoring 3 = SometimesScoring 4 = Rarely Scoring 5 = Never or no

How did you fare? A total of 30 - 55 excellent A total of 56 - 80 Good A total of 81 - 105 need work A total of 106 - 130 Help!

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ServiceSome typical moments of truth

Customer phones your business / department

Contact person answers a request

Customer receives information from your department

Service person visits customers premises

Customer makes a complaint about ..................

Customer uses a piece of equipment supplied by you

Customer requests additional information

Customer receives an invoice/ statement from you

Customer asks for special or unusual services or procedures

Customer fills out a form you provide

Reviewing serviceHow long does the entire process take?

How many steps are involved?

How many units or functions get involved?

Who looks after the moments of truth?

Who sets up the customer’s expectations and how?

Can we speed up the process somehow?

Can we eliminate some of the steps?

How do we make sure the hand offs work properly?

Can we reduce the number of people involved?

Who manages the final moment of truth?

How can we reduce the cost of the service?

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4

Sales

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Seven steps in the Sales process

1 PROSPECTINGTo increase market share, sales and profits.To qualify leads to prospects.

2 PRE - APPROACH PLANNINGTo provide additional information about the customer’s needs, organisation and the competition.To build confidence and prevent errors.

3 APPROACHSecuring an appointment with the customer.Methods can include AIDA, Benefit, Curiosity, Showmanship, Survey, Compliment, etc.

4 PRESENTATIONMaking the sales pitch by use of a Canned, Outline or Programmed presentation with the object of getting a sale or commitment from the customer.Visual aids may be used to assist in communicating the benefits, features and advantages.

5 HANDLING OBJECTIONSCustomers will raise objections for a number of reasons.

6 CLOSING THE SALEAsking for the order or obtaining a commitment.Remember people buy benefits - not products.

7 FOLLOW UP / AFTER SALES SERVICEProviding on going interest and support with the aim of gaining repeat business in the future.

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Telephone Standards

☎ ✆ ☎ ✆In many companies, and particularly in small business the first ever contact with a potential customer is likely to be by telephone.

Some companies regard this position as one of the most crucial in their whole company, as perhaps for 99% of the people they deal with, their first and most significant impression of the company, is the person answering the telephone.

Courtesy and attention to detail are critical issues.After a few calls, does the person answering your telephone recognise and

greet the caller by name?

☎ OTHER TELEPHONE EXPECTATIONS☎ Answer promptly - within 3 rings.☎ Start calls by identifying yourself, company, position etc.☎ If phoning in, enquire if it is convenient to proceed.☎ If an incoming call is not convenient, explain why and take the persons

details and offer to phone back.☎ Explain in a straight forward manner the purpose of your call.☎ Establish and use the other persons name early in the conversation.☎ Ask open questions.☎ Listen and try not to interrupt.☎ Demonstrate you are listening by saying ‘yes’, ‘really’ or similar.☎ Concentrate - give the caller your undivided attention.☎ Make notes and read back key points to demonstrate your attentiveness.☎ Explain delays in dealing with the call if the caller has to wait.☎ Be helpful - offer help, don’t wait to be asked.☎ Control the call by assertive behaviour.☎ Finally, recap what you are going to do as a result of the call.☎ Smile. Your body language will transmit, and you will sound more assertive

and friendly.☎ At the end of every telephone call, see if you can leave the other

person thinking: “I am pleased that I spoke to you today.”

The telephone is an opportunity to motivate and inspire, so use it well!

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WHAT DOES IT MEAN?SQUAREYour approach to sales presentations is logical and methodical, though you sometimes lack sensitivity to the emotional needs of your customers.TRIANGLEDetermination and persistence characterise your sales presentations, though you may be insufficiently flexible when identifying the extent of your business opportunities. CIRCLEFriendly and sociable, you have a natural talent for selling. With the squiggle, this is one of the two most popular choices for sales professionals. On the negative side you may not always be tough enough when closing the deal after an otherwise excellent sales presentation.SQUIGGLEYou excel at motivating and inspiring others by your sales presentations. With the circle, this is one of the two most popular symbols for sales professionals, though you could find it hard to develop lasting relationships with your clients.

Are you an effective sales person?

Try this quick test to identify your key strengths when making a sales presentation. Choose the symbol which you feel represents your personality. An immediate response is the best one.

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Win - WinIdentify and define the problem. Many people say that a problem well defined is half solved. When defining problems, as a rule, both sides will have a different perception of the problem. In a WIN-WIN approach each party should define the problem in terms of its needs to the other party, and focus on ways to mutually satisfy these needs.

Get the factsTry not to get bogged down in the problems thus far and recall old conflicts, and failed solutions.Ascertain the concerns of all parties involved.

Generate possible solutionsBe creative.Throw around ideas for consideration without restraint.Suspend evaluation, discussion or criticism until all of the ideas generated are recorded.Develop and offer variations on these ideas.

Evaluate possible solutionsRank solutions according to the way they meet certain needs.Trade offs may have to be considered.Do not overlook the feelings of the participants.

Select solution(s)Choose the combination of alternatives that will best satisfy the needs of all the participants.Combine, rearrange or simplify proposed solutions as required.The task is choose solutions most likely to be accepted and implemented.

Evaluate the resultsIf a complicated solution is arrived at or involves a long period of time, a mechanism for measuring progress should be established, such as regular meetings or ways of measuring the settlement.If things are not going as planned it may be necessary to evaluate results and perhaps reactivate the problem solving process.

Even Moses when he came down from the mountain after receiving the

Ten Commandments admitted to some negotiating.

He said, ‘Well we negotiated together. I got him down to ten, but

adultery is still in’.

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Are you a Professional Sales Person?Rate yourself with this simple test. After you have done the test, get some one else to rate you, and then compare.

IN SALES I AM USUALLY :ALWAYS NEVER

1. Assertive 1 2 3 4 52. Honest 1 2 3 4 53. Confident about myself 1 2 3 4 54. A believer in my product 1 2 3 4 55. Enthusiastic 1 2 3 4 56. Outgoing 1 2 3 4 57. Focused on my objective 1 2 3 4 58. Professional in my manner and dress 1 2 3 4 59. Have good body language, posture and expression 1 2 3 4 5

10. A good listener 1 2 3 4 511. Aware of the current credit status of my customer 1 2 3 4 512. Aware of any outstanding orders 1 2 3 4 513. Aware of the clients special requirements 1 2 3 4 514. Aware of the identity of the buyers superior 1 2 3 4 515. Observing competitor activity 1 2 3 4 516. Perceptive, I hear what is not said as well as what 1 2 3 4 517. is said18. Thinking - what does my prospect really want to buy? 1 2 3 4 519. Relaxed and alert 1 2 3 4 520. Able to restate my prospects need accurately 1 2 3 4 521. Anticipating concerns / objections 1 2 3 4 522. Not personally rejected when a prospect says no 1 2 3 4 523. Making cold calls without hesitation 1 2 3 4 524. Prompt in dealing with queries and enquiries 1 2 3 4 525. Generating sufficient prospects 1 2 3 4 526. Willing to try new ideas 1 2 3 4 527. Working smarter, not necessarily harder 1 2 3 4 528. Pleasantly persistent 1 2 3 4 529. Acknowledging and working on what needs

improvement 1 2 3 4 530. A self starter and self motivated 1 2 3 4 531. Willing to take calculated risks 1 2 3 4 5

TOTALScoring 1 = Always or yes Scoring 2 = UsuallyScoring 3 = Sometimes Scoring 4 = RarelyScoring 5 = Never or no

How did you fare? A total of 30 - 55 ExcellentA total of 56 - 80 GoodA total of 81 - 105 Need workA total of 106 - 130 Help!

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Selling - some personal requirementsAbilityAchievement AmbitionAttitudeConfidence - how do you stand apart?

CommitmentCreativityCredibilityDedicationDetermination

DriveEmpathy - your product and your customerFlairGoal setting - career, money, responsibility, personalHonesty - ethics, integrity

Listen - to the customer - listen betterLuck - hard work creates a lot of luck!Knowledge - your product and companyMotivationMove faster

Objectivity - don’t stay with something too longPerseverancePlanning - what are your sales plans for tomorrow?PreparationPresentation - yourself, the company, the product

Prime time - when do you sell best and when is the customer most receptive?PrioritiesReliabilityServiceStimulation - how much of your brain are you using?

TenacityTime management - how much of your time is spent selling?Think faster

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A New Product or Service - A Sales & Marketing strategyMARKET RESEARCH • Is there a need for the product?• How is it currently being met?• Is it a growth market?• How big is the potential market?• How much market share can you capture?• Who are the potential customers? • Will they deal with you?• What are their expectations - what does the customer want to buy?• Product differentiation• Benefits - can you demonstrate the benefits?

COMPETITOR ACTIVITY • Who are the competitors?• What is their market share?• Why do consumers use their product?

RESEARCH / DEVELOPMENT • Will it perform?• Will it meet industry and government regulations?

SALES STRATEGY - HOW WILL YOU SELL THE PRODUCT?• Retail, wholesale, direct, multi level marketing (M.L.M.) etc.

MARKETING MIX• PRODUCT • PRICING • PROMOTION • PLACE• Does your product have a UNIQUE SELLING POINT?

TRADING TERMS • What are the industry standards?• Can you afford to meet the customers terms?• Can you offer alternate, attractive payment schemes?

ADVERTISING and PROMOTION• What is the best medium, print, Radio, TV?• Can you get free editorials, publicity and media exposure?• Would specialist groups welcome you as a speaker?

DISPLAY / PACKAGING• How will you package and merchandise your product for maximum impact?

WARRANTIES / BACK UP SERVICE• Can you meet industry requirements?• Can you offer innovative service?

VALUE ADDING • Can you add value to your product to increase its saleability, profitability and

market share?

COMPETITION • How will your competitors react to your new product?• What will you do about it?

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Relationship SellingEstablishing a close rapport and relationship over a period of time and developing that relationship with the customer is an excellent way of achieving sales.

Some sales organisations have a detailed checklist that they expect their sales staff to fill in with as much detailed information as possible about the customer.

If a new salesperson has to call on the customer, they will have a head start with a profile of the person they are calling on.

What are some (open) questions you could ask your customer in order to find out as much as possible about them, in order to build a strong working relationship?

What motivates you at work?What do you like about your work and working here?What are your short and long term work goals?Who is your supervisor?

How big is your organisation?What are the aims of the organisation you are working for?What expectations does your organisation have of its suppliers?How does your organisation measure the performance of its suppliers?

What (special / unique) qualifications do you have?Where did you work before?Why did you leave there?What did you achieve there?

Where do you live?What family do you have?What do you do in your spare time?What special interests do you have?

What are your short and long term personal goals?What foods do you like?What sports do you like?What type of car do you drive?When is your birthday? Why not send a birthday card on the day?

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Measuring sales performanceThere are a number of ways of measuring and gauging the performance of a sales team. A Sales Manager should set standards with the sales person at the outset, and then provide regular feedback on these quantitative performance standards.Some common QUANTITATIVE STANDARDS are:

Sales volume - quotasGross profit marginsTerritorial net profitTerritory market shareCall frequency ratioNumber of callsCall to order ratioAverage cost per callAverage order sizeRange of products being soldNew accounts and new business gainedPresent accounts lostTotal sales volumeReturn on investmentBenchmark against company and industry averagesKilometres per callExpense ratioRepeat businessCredit controlPublic relationsProviding information

Some common QUALITATIVE STANDARDS are:Non selling activities, such as reportingSelling skillsPersonal behaviourRelationship buildingPublic relationsComplaintsSales coverage effectiveness ratioCustomer developmentPromotional activities and Merchandising Test marketing ExhibitionsSolving distribution problemsRecord keeping

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A Sales Time Record

CUSTOMER CALLS PROSPECTS TIME SALES SERVICE SALES Travel Waiting Other8.00 - 8.30

8.30 - 9.00

9.00 - 9.30

9.30 - 10.00

10.00 -10.30

10.30 -11.00

11.00 - 11.30

11.30 - 12.00

12.00 - 12.30

12.30 - 1.00

1.00 - 1.30

1.30 - 2.00

2.00 - 2.30

2.30 - 3.00

3.00 - 3.30

3.30 - 4.00

4.00 - 4.30

4.30 - 5.00

5.00 - 6.00

Total Timein hours

Percentage of total day

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After The Sales Interview

Ask yourself these questions Yes No

Before the meeting had you qualified the prospect?Done appropriate pre-planning on the prospect?Were you punctual?Was your appearance appropriate?Were you confident when you made your entrance?Were you confident when you shook hands?Did you maintain good posture?Did you display positive body language and no nervousness?Did you maintain eye contact with your prospect and smile?Did you listen to what the prospect had to say?Did you answer the prospects questions and handle objections well?Did you sell your self, your company and your product truthfully?Were your ethics beyond reproach?Did you tell the prospect about your company’s? • successes• qualifications• satisfied customers• marketing and advertising campaigns• customer policies• warranties / back up service• credit policies and payment termsDid you demonstrate the benefits of your product?Did you have a card, company profile and price list to leave with the prospect?Was your pre planning and qualifying of the prospect useful?Did you ask for the business?Did you get an order or commitment?Did you end the discussion an amicable basis?Was the verbal and other communication of a high standard - both ways?Will you be welcome to call again?Would you want to call again?What follow up should you and will you make?Would a letter outlining and firming up your proposal be appropriate?Will you make another, follow up appointment?

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New Business and Products

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Why start a Business of your own ?Some possible reasons and objectives

PERSONAL AIMS1) To create a job for your self.2) To build a successful company and sell it

with the aim of making $x.3) To build and run a growth company.4) To make a better living than working for

wages.5) To build a business and provide jobs for

family members.

CORPORATE AIMSBUSINESS1) Commence with a wide range of

services, but develop niche markets.2) Commence with a small range of

products with objective of growing into a market leader.

3) Provide a specialist service to defined industry groups.

GROWTH1) Maximum growth and market penetration

by retention of profits. Open national branch network and appoint dealers and distributors.

2) Controlled, ongoing steady growth and expansion of x% per annum.

3) Limit business size to limited number of customers and employees.

STAFF1) Employ family and friends only.2) Build a dedicated team of high quality

performers, with emphasis on loyalty.3) Offer excellent pay and conditions for

high achievers, with no room for poor performance.

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CONSEQUENCESBUSINESS1) Eventually become a conglomerate,

with growth by acquisition.2) Remain specialist focus and build

company by internal growth.3) Remain small with little growth and

local orientation.

GROWTH1) Little growth due to narrow focus

and local orientation.2) Take many risks, with acceptance

of high debt levels and possible equity dilution.

3) Take small, calculated risks to create and maintain conservative growth. Accept some external finance and shareholders.

4) Take minimal risks, with little borrowings or extra shareholders.

STAFF1) No staff, apart from occasional

casual help or subcontractor.2) Indifferent loyalty from staff with

acceptable rate of staff turnover.3) Loyal, stable staff who identify

with and support the company.4) Family business with few outsiders

and a reluctance to expand with outsiders. Extreme loyalty and nepotism.

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Launching a New Product

OPPORTUNITIES THREATSExpand your customer base Reduce your customer base- more clients - less clients

Natural growth • Natural attritionAn improved economy • A worsening economyIncreased prosperity • Reduced prosperityPopulation shifts - positive • Population shifts - negative

Improved customer Reduced, more difficult customer access access

Increased range of products • Decreased range of productsEasier to purchase • Harder to purchaseNew, improved marketing • Old, worsening marketingImproved service and contact • Decreased, worsening service and contact

Increased appeal of your products Decreased appeal of your productsAdvantages over competitors • Disadvantages over competitorsMarket leadership • Loss of market credibilityOther methods of convincing • Competitors better methods of convincing

Exploit competitors shortcomings New strategies from competitorsOpportunities for increased • Price wars market share Competitors are moribund • Slow or no reaction to new strategiesCompetitors do not respond to • New technologynew strategies

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Launching a New Product or BusinessTry this simple test

Rate each item out of 10Score

o GROWTH RATE and POTENTIALo BARRIERS TO ENTRYo COMPETITOR RIVALRYo BUYER POWERo SUPPLIER POWERo SUBSTITUTESo YOUR PERSONAL SKILLS

Add, and then calculate a %

Try it on a • Sports store• New car franchise• Liquor store• Your new product or pet project

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Launching a New Business, Product, Service or Idea

An easy and quick three point guide and checklist to apply to any new business, product, service or idea you are contemplating becoming involved in is:

IS IT?• A GROWTH MARKET• CORRECT PRODUCTS• A VEHICLE FOR SALES

To illustrate an example of this concept we will use fish:• It is arguably a growth market - sales of fish are increasing.• Correct products in this case could mean what form do consumers

want to buy fish in? • Very few people would buy uncleaned and unfilleted fish and even

fewer would buy live fish. • Also health and nutrition issues would be considered.• Pallet loads of fish could hardly be described as a vehicle for sales -

consumers want to buy this product in meal size portions.

Try comparing other products against this list, such as:• A new cigarette brand• What if Marijuana were legalised tomorrow?• On site caravans• A kitchen manufacturing business• Typewriters• Computer furniture• Your own products

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Innovation and your Organisation

Strongly Strongly No  agree Agree Neutral Disagree disagree opinion

4 3 2 1 0 ?

• We have a good track record of innovation by comparison with our competitors and industry

• Our management style does not impede the introduction and development of new products or processes

• In this organisation, the forces which favour the preservation of the status quo are balanced by enthusiasm

• It is generally accepted in the organisation that there is outstanding creative talent in its ranks

• There are influential people in the organisation who support new ideas entirely on their merits

• The management control over activities is not an inhibiting factor for progress

• There are efficient mechanisms for the flow of information necessary for managers to carry out their jobs

• The organisation is attempting to stimulate creative thinking through its training programs

• Entrepreneurship is encouraged• There is a positive attitude and

no defeatism where new ideas are concerned

TOTAL

When you identify the highest scoring items, this will point to the areas where your organisation is strongest in managing innovative performance. Low scores will suggest weaknesses.

Considerations.................. Possible actions................

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Contributions to Total Cost

PRIME FACTORY OTHERCOSTS OVERHEADS OVERHEADS

Direct Indirect Marketingmaterials materials Advertising

Selling

Researchand =development TOTAL

+ = TOTAL + COST PRODUCT

COST

Direct Indirectlabour labour

Distribution

Direct Indirect Administrationexpenses expenses

What is the real cost of getting a product to the market place?Many people embarking on a manufacturing program for the

first time, (and also many people with vast experience), fail to appreciate the expenses of getting a product, especially a new product to the market place and to the consumer and end user.

This is compounded if the product is to be sold through a long distribution chain which includes agents, wholesalers and retailers.

This simple chart shows the steps in the manufacture and sale of a new product and the increasing costs in each step of the process, including MARKETING, ADVERTISING and SELLING.

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What makes a company successful?Is it because they are prepared to?

Have real commitment to their customersHave a ‘CAN DO’ attitudeWant to achieve customer satisfactionAre flexible in attending to special requests (‘can you deliver today?’ - ‘yes’, - not, ‘sorry, the truck has left, too busy’, etc.)Respond to special requestsAre positioned to handle special requestsUse outside providers of servicesPlace a premium on serviceAre prepared to use outside services more in futureMonitor their service to see their people “doing it right”Monitor competitor activityKeep abreast with the latest technologyStrive to be the bestFocus on customer service

WHAT IS QUALITY SERVICE?RELIABILITY - dependable and consistentRESPONSIVENESS - willing and readyCOMPETENCE - skill and knowledgeACCESS - easy to approachCOURTESY - polite, considerate, respectful, friendlyCOMMUNICATION - understandable, listeningCREDIBILITY - honest, believable, trustworthySECURITY - no danger, risk or doubtUNDERSTANDING - appreciating customer’s needsTANGIBLES - evidence of the serviceFOCUS, on the core businessMEET T.Q.M., or are planning to meet those requirements

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A Product - Idea Rating DeviceDo you have what it takes?

( A ) (B)Product success Relative Company competence level Ratingrequirements weight 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0   (A x B)

Company personalityand goodwill 0.20

Marketing 0.20

Research and development 0.20

Personnel 0.15

Finance 0.10

Production 0.05

Location and facilities 0.05

Purchasing and supplies 0.05

TOTAL 1.00

Rating scale : 0.00 - 0.40 poor, 0.41 - 0.75 fair, 0.76 - 1.00 good.Present minimum acceptance rate : 0.70

Many organisations require their staff to evaluate new product ideas using some type of ‘standard format’ for later review by a committee.

This rating form can be used to address these issues.The first column lists factors required for a successful launch of the

product to the marketplace. The next column shows ‘weighting factors’ which management may apply to various issues.

Thus management believes marketing competence will be very important (0.20), and purchasing and supplies competence will be of minor importance.

The next task is to rate the organisation’s degree of competence on each factor on a scale from 0.0 to 1.0.

The final step is to multiply the relative importance of the success requirements by the corresponding levels of organisational competence to obtain a single overall rating of the organisation’s ability to carry this product successfully to the market place.

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A Checklist - New Product Development Use this worksheet to assist in defining the positioning and objectives for your product or service.

Positioning Goals Goal Achieved CommentsFeedback from press _________ ________ __________________Feedback from sales force _________ ________ __________________Customer data from direct sales _________ ________ __________________Vertical market(s) activity _________ ________ __________________User registration card information _________ ________ __________________

Pricing goals1. Determine the price where you can sell the most product and achieve

maximum profitsMeasured by:Different price points _________ ________ __________________Market research _________ ________ __________________Competitive analysis _________ ________ __________________

2. Maximise market share Measured by:Competitive analysis _________ ________ __________________Channel reports _________ ________ __________________Formal market research _________ ________ __________________

Naming Goals Choose an effective name for your service or product, measured by:Feedback from market research (target audience, influencers, consultants, etc.)? _________ ________ __________________Mocking references or inappropriate puns in press? _________ ________ __________________Trademark or copyright problems? _________ ________ __________________Translation problems? _________ ________ __________________

Positioning Activities1. Determine product's position with respect to the following:A. CategoryWhat is it? ____________________________________________________

What does it do? ______________________________________________

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Management

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LeadershipWhat type of Leadership should an effective manager provide?

Some of the myriad LEADERSHIP responsibilities of management include:

Showing the way,and defining the goals and intentions of the organisation.

Going ahead of,in a spiritual relationship with your people.

Guiding,people into alternate methods and directions.

Causing progress,and setting in motion people and activities for progress.

Being decisive,and maintaining constant flow and growth.

Having grace under pressure.

Creating pathways, with the leader’s values and visions.

Controlling and influencingactions of people and the organisation.

Directing,and maintaining cohesive achievement.

Commanding,and exerting authority in the context of effective leadership.

Raising morale, of people and the organisation.

Being the first,and more important, letting others be the first, and receive the credit.

Heading the team,and being ultimately responsible for what happens.

Beginning, and setting in motion the stimulus and movement for motion.

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Managers and CompetenciesWhat makes a good manager?What makes managers effective?

COMPETENCIES COMPETENCY CLUSTERDiagnosing situations Goal setting and managing actionEstablishing frameworksProductivity - taking action to achieveEfficiency focus - being results orientatedAwareness of interplay of power and statuswhen influencing and working with others

Managing group processes Human resource managementManaging power and relationshipsMaintaining self awareness

Goal clarification Directing othersCommunicating, delegating, monitoring

Conceptualising LeadershipIdentifying cause and effectBeing logicalDecisivenessAbility to inspirePresenting visions, agreements and decisionsCommunity

Self control Focus on othersStamina and flexibility for handling changeBeing objective, avoiding prejudices

Detailed knowledge of: Specialist knowledge• Technical and other aspects• The task• Command of the facts

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An Entrepreneur’s ChecklistDo you have what it takes? Try this simple quiz and see how you fare. It is generally accepted that a score of less than 100 will require some major personal development on your part, to cope with the demands of your business.

High Low 5 4 3 2 1 0

1. Do you enjoy making your own decisions? 5 4 3 2 1 0 2. Are you self reliant? 5 4 3 2 1 0 3. Do you relish competition? 5 4 3 2 1 0 4. Are you a self starter? 5 4 3 2 1 0 5. Do you have will power? 5 4 3 2 1 0 6. Can you build teams? 5 4 3 2 1 0 7. Do you plan? 5 4 3 2 1 0 8. Can you take advice? 5 4 3 2 1 0 9. Can you adapt to change? 5 4 3 2 1 0

10. Do you establish schedules of activities? 5 4 3 2 1 0 11. Do you keep to them? 5 4 3 2 1 0 12. Can you keep others to schedule? 5 4 3 2 1 0 13. Do you deal with complex issues well? 5 4 3 2 1 0 14. Can you deal with ambiguity? 5 4 3 2 1 0 15. Are you capable of adapting to change? 5 4 3 2 1 0 16. Can you work long hours? 5 4 3 2 1 0 17. Are you single minded? 5 4 3 2 1 0 18. Do you have the physical stamina to deal with the project? 5 4 3 2 1 0 19. Do you have the emotional strength and resilience to handle

the strain? 5 4 3 2 1 0 20. Will you make sacrifices to achieve your goals? 5 4 3 2 1 0 21. Are you capable of identifying the skills needed for success? 5 4 3 2 1 0 22. Do you have them? 5 4 3 2 1 0 23. Can you fill in any gaps in your skills from elsewhere? 5 4 3 2 1 0 24. Can you deal with risk of failure? 5 4 3 2 1 0 25. Are you skilled at networking? 5 4 3 2 1 0 26. Can you keep your objectives in view despite distractions? 5 4 3 2 1 0 27. Do you know your goals? 5 4 3 2 1 0 28. Can you communicate them to others? 5 4 3 2 1 0 29. Can you handle several tasks at once? 5 4 3 2 1 0 30. Do you separate need to’s from nice to’s? 5 4 3 2 1 0

TOTAL The underlying theme of this questionnaire is a series of propositions about individual enterprise. At the core lies a notion that the person is self reliant, and can make personal decisions, enjoys being self reliant and is not intimidated by competition.

Alongside these ought to be the capacity to be a self starter. The enterprising individual does not wait for others to give a lead. This reflects a well formed and strong will.

The attitudes and skills needed by entrepreneurs are seldom as glamorous or exciting as those seen in the movies or those portrayed in popular writing. There needs to be a willingness to roll the sleeves up, take on board the basics and understand the fundamentals.

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My Job - My RoleThis quick quiz should be done from memory, without reference to any outside prompts.

The most important areas of activity for me are:1]2]3]

The major outcomes required from my job are:1]2]3]

Targets which I am expected to meet are:1]2]3]

The most important people and departments for me to interact with are:1]2]3]

The individuals and groups I have direct authority over are:1]2]3]

For most people at work there is: A role that SHOULD be performed.A role that the person THINKS they are performing.And there is a role that they are ACTUALLY performing.A common method of overcoming these problems is management by objectives [MBO], or similar setting of OBJECTIVES for a person’s position.

Some of the criteria used to set these objectives:CLEAR - definite, specific and unambiguous.MEASURABLE - in terms of quantity and / or quality CONSISTENT - will contribute to the desired end result of the organisation.CHALLENGING - encouraging personal skills and knowledge growth.ACHIEVABLE - possible for the job holder. ACCEPTABLE- agreed to and accepted by both the person and the person’s manager.

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Motivation - What motivates people at work?What motivates you?

What do you do best?How often do you do that?What would you rather be doing than your present job?

Is there anyone with whom you would like to exchange jobs?What appeals to you about the other job?Can any part of this be included in your present work?

What stands in the way of you doing this?What part of your job do you do least well?How much of the time do you do this?

When are you most productive?How often does this positive situation occur?What does your productivity depend upon?

Are you able to ‘run’ with your most productive times or does your schedule or other duties cut them short?When are you happiest in your work?Are these times the same as your productive times?

A recent national survey of workers indicates the following important motivating factors:

Element Ranking

Achievement 41 Recognition 33 Nature of work 26 Responsibility 23 Advancement 20 Wages / money 15

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Time Management - Try this ChecklistHow much of your time is spent on work appropriate to your position, to the level of your skills and knowledge? Where does the rest of your time go?Who and what interrupts you the most? What can you do about it?

A BIG OFTEN A NOT APROBLEM PROBLEM PROBLEM

Unclear objectivesChanging prioritiesInadequate planningNo self imposed deadlinesFire fighting crisisConfused responsibilityConfused authorityPersonal disorganisationCluttered deskUnfinished tasksDuplication of effortLack of decisionMeetingsMixed messagesCommunication breakdownIncomplete informationDependence upon grapevineProcrastinationIneffective delegationChange badly handledInability to say NOIneffective control informationTelephone interruptionsUnplanned visitorsExcessive reports / returnsUntrained subordinatesWork flow bottlenecks

Take a close look at your problem items!• What can you change?• What items will you need help with?• What must you accept as it is? • Why?

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Stress

Some common causes of stress in order of occurrence:Type of work performedLack of communicationUnder staffingEmployer’s demandsPreoccupation with workIncompetent supervisorsNot allowed to do a good jobFellow workersIncompetent subordinates

Some warning signs of stress:Rapid pulseIntestinal distressInsomniaFrequent illnessNail bitingIrritabilityPersistent fatigueLack of concentrationHunger for sweetsIncreased use of alcohol and drugs

Seven sure signs you need a holiday1. Irritability over trivial matters2. Inappropriate anger3. Increased, drinking, smoking, eating, drugs4. Vague speech patterns5. Brooding6. Depression7. Insomnia

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Transition in management styles under Management by Objectives (M.B.O.)

Pre-MBO Post-MBODay to day managing • Future focusedAmateur, seat of pants • Full fledged professionalInward looking • Outward looking

Product orientated • People orientatedOrganisation orientated • Consumer orientatedActivities orientated • Creation of innovations

Emphasis on ‘how to’ • Emphasis on ‘what to’Emphasis on money, minds, • Emphasis on people, machines, material timeCentralised, technocratic, • Decentralised initiative financial control from subordinates

Authoritarian style • Participative styleDirectives and supervision • Delegation and reportingIndividualism • Teamwork

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Eight Elements in the Planning of Change

CHANGE

Backers and Supporters

Symbols, Shared Vision Signals and Rewards

Guidance Structure Standards, Measuresand Process and Feedback

Local participationCommunication, Education, Innovations and Training

Policy and Systems Review

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Managing ChangeChange is inevitable.

Everything either improves, deteriorates or undergoes change, and in today’s technology most of our working processes are changing.

Yet people tend to resist change. In a familiar setting they feel secure and comfortable, and change can produce dislocation, instability and anxiety.

Some liken change to a comet - a shining front and a long tail full of debris.

As a manager you will have to introduce change. To avoid any disruption you will have to be sure that your workers

recognise that the change is needed and that the proposed change is the right change.

This will require advance discussion with them to reassure them regarding the expected effects of the change and to seek their support and co-operation in introducing it.

An instinctive response to change is, ’What’s in it for me?’, and the answer for this has to be convincing.

Resistance can be triggered by many fears e.g. FEAR of:RedundancyLoss of securityDisorganisationLoss of statusInability to copeLoss of existing relationshipsOr by general apathy or a feeling of denial of existing expectations.The reasons are many.

People usually cooperate, if they feel they will:Gain benefitAvoid lossWithout acceptable responses to their uncertainties they will resist change sometimes even to the point of sabotaging it.The advantages of the change should be seen to outweigh the disadvantages.

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One approach to introducing ChangeIdentify the required outcome of the changeAnalyse and plan the change proceduresDiscuss the change with those who will be involvedGain acceptance of the proposed changeCheck the step by step introduction of the change to ensure that it proceeds as planned.Follow up to ensure that what was intended has been achieved.

Managing changeIt may also be helpful to prepare a timetable for a trial run or a pilot effort and then for the final installation.Factors which will ensure successful implementation will include:

The organisation feels it is it’s own project and not one devised and operated by outsiders.The project has top level commitment and support.The change is seen as improving the work situation or reducing the present work pressures.The project accords with values and ideals which are acknowledged by the participants.The programme offers a new experience which will interest the participants.The participants feel that their present autonomy and security is not threatened.The participants have been consulted or involved in diagnostic efforts leading them to agree on what the basic is and to feel it’s importance.The project is adopted by consensual group decision.The proponents are able to confer and discuss with opponents:• to recognise valid objections.• to take steps to relieve unnecessary fears.It is recognised that innovations are likely to be misunderstood and misinterpreted, and provision is made for feedback of perceptions of the project and for further clarification as needed.Participants experience acceptance, support, trust and confidence in their relationships with one another.The project is kept open to revision and reconsideration if experience indicates that changes would be desirable.

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Managing ChangeDo you have conscious procedures and commitment? Organisational change will not be maintained simply because there has been early success. There are a number of interventions that are possible, and many are necessary if a change is to be maintained.Many organisations are living with the effects of successful short term change results that have not been maintainedProbably the most important requirement for continued change is a continued feedback and information system that lets people in the organisation know the system status in relation to the desired states.

Some common feedback systems are:Periodic team meetings to review a team’s functioning and what its next goal priorities should be.Organisation sensing meetings in which the top of an organisation meets, on a systematic planned basis, with a sample of employees from a variety of different organisational centres in order to keep apprised of the state of the system.Periodic meetings between interdependent units of an organisation.Renewal conferences.As an example an annual 5 year planning meeting, could be preceded by a weekend away at a retreat by the managers (and wives) concerned, to examine themselves, their personal and company priorities, new forces in the environment, forthcoming planning issues, what has happened in their working relationships and other issues for review before the planning meeting.Performance review on a systematic, goal directed basis.Feedback from outside parties.

Political actionsBroaden the political support for radical actions.Realise the level of dissatisfaction and discomfort with the current situation.Sensitise key actors / champions to the need for change.

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Can you handle Change?Do you find CHANGE to be basically:

• Disruptive?• Stimulating?

Do you see CHANGE as:• Crisis? • Opportunity?

Do you make CHANGES:• When necessary • When possible

Do you handle CHANGE:• With difficulty? • With ease?

What CHANGE(S) would you welcome in your work environment?1. 2. 3. 4. 5.

Executing Change -10 Steps1. Analyse the organisation and its need for change2. Create a shared vision and common direction.3. Separate from the past.4. Create a sense of urgency.5. Support a strong leader role.6. Line up political sponsorship.7. Craft an implementation plan.8. Develop enabling structures.9. Communicate, involve people and be honest.

10. Reinforce and institute change.

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Goal SettingSome examples

STANDARD, AREA MEASURE TARGET, GOAL

• Finance Profitability 30% profit marginOverhead expenses Less than 20% of salesAdvertising expenses Within range of 6%-9%

of sales

• Sales Sales revenue $100,000 per monthxxx units per month

• Employee Absenteeism No more than 5% a week relations

Turnover No more than 10% a year

Industrial relations No disputes involving senior management (all disputes to be settled in the originating area)

• Customer relations/ Degree of satisfaction No complaints goodwill

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Key IndicatorsWhat are they?

When writing a Business Plan or setting business targets and objectives, many people include a number of KEY INDICATORS to measure the performance, progress and viability of the business.

Some KEY INDICATORS could include:Sales volume - in dollars and / or units soldSales volume - compared to previous sales periodsProfitability as a percentage of salesProfitability by product or areaGrowth:

• increase in total sales by dollars• increase in total sales by units• increase in number of employees

Market share: the organisation’s percentage share of total industry salesExpenses as a percentage of salesThe amount of working capital availableStock levels and stock turnover/rotation per yearThe number of new customersThe number of lost customersThe number of new sales enquiriesThe time taken by customers to pay their accountsThe amount of bad debts incurredThe time taken by the business to pay its accountsThe amount and value of goods returned for creditThe number of customer complaintsStaff turnover and absenteeismMarket place activityThe return on funds investedThe ratio of assets to liabilitiesThe ratio of debt to equityThe time required to process orders and enquiriesScrap ratesProductivity rates as a percentage of employee timeBenchmarking - direct comparisons of the business with other similar business operations and world’s best practices.

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Are you a people person?Enter your response in the appropriate column

• For a mostly answer put a 3 in the mostly column• For an occasionally answer put a 2 in the occasionally column• For a hardly ever answer put a 1 in the hardly ever column

Hardly Mostly Occasionally ever

Do you treat employees’ feelings as valid?Are you scrupulous in keeping confidences?Are you able to reassure insecure employees?Do you support employees in taking risks?Are you able to solicit employees feelings, ideas and solutions?Do you allow employees to make their own decisions?Do you genuinely care about your employees?Can you empathise with employees’ feelings?Do you assist employees prioritise difficult tasks?Are you patient?Do you ensure the work environment is free of distractions?Are you able to instil your employees with confidence to solve their own problems?Do you allow your employees free rein to air their grievances?Do you take your employees’ interests, skills and values into account when assigning tasks?Do you know your employees’ career goals so you can match future promotions?Can you give your employees the space for personal grief after they suffer loss?Can you step back from your own ego and avoid acting like an expert when discussing personal problems?Do you have a strong sense of the ridiculous and an ever-ready sense of humour about life at work?

TOTALScoring

higher than 50 - your skills are excellent40 - 49 - your skills could do with a brush up

below 40 - you really need some work on your people skills

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Is your business well run?The TELSTRA SMALL BUSINESS AWARDS competition asks the following questions of organisations wishing to enter:

1) BUSINESS GROWTH and PERFORMANCEDescribe how you plan future growth and development.What is your strategy to achieve your business objectives?Outline the key actions you are taking to achieve this plan.How do you monitor your business performance against these

objectives?How do you identify market opportunities and threats?

2) CUSTOMER SERVICEDescribe what steps you have taken to deliver first class customer service to your clients.Describe what research you have done in assessing customer needs.

3) MANAGEMENT INFORMATION SYSTEMSWhat information do you source to make day-to-day business decisions?How regularly do you source this information?

4) FINANCIAL PERFORMANCEWhat controls are in place to manage your business’ financials?Describe the financial performance of your business in terms of revenues and / or profits for the last two or more years.

5) STAFF DEVELOPMENTDescribe the process by which you evaluate the performance of your staff.Describe the process by which you assess the career development of your staff.Describe the involvement of staff in developing your business plan and operational decision making.What role does staff training and development play in your business?

6) RELATIONSHIPS WITH SUPPLIERSWhat initiatives have you taken to improve relations with your suppliers and what type of supplier agreements do have in place?

7) BUSINESS STRENGTHSWhat are the 3 key strengths that make your business successful?

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Financial Danger SignsSome indications of financial problems

Lack of up to date, and meaningful accounts.Broken promises regarding payments.Lots of excuses - run out of cheques, no one to sign a cheque, cheque in the mail.Lack of operating budgets and cash flow projections.Decreasing profit margins.Post dated cheques.Unreleased cheques.Client cheques endorsed to third parties.Dishonoured cheques.Special sales.Special deals and offers.Sudden, unprecedented, advertising and publicity blitz.Desperate measures, out of character with previous strategies.Move to smaller premises.Reduction in size of existing premises.Staff discontent.Declining service levels.Legal demands for payment from creditors.Outstanding payments for Group Tax.Outstanding payments for Super-annuation.Suppliers tightening credit terms, limits and conditions.Suppliers asking for C.O.D. Suppliers asking for personal guarantees.Untidy and run down appearance of business premises.Dusty, tired stock on shelves and thin stock levels.Creditors paid in lump sums instead of amounts relative to invoices.Suppliers taking stock in lieu of payment.Desperate attempts to keep bank overdraft intact.Desperate attempts to pay secured creditors and guarantees.

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The Negotiation ConferencePre negotiation discussion. This may be done to establish a relationship, to soften up the opponent, or to assess the potential problems involved in the negotiation. Seldom is anything critical discussed, as the purpose is to become acquainted amicably. The meeting can be held at each other’s office or a neutral site. The goal is to create an informal, relaxed and friendly environment that will discourage tension and competitiveness and encourage cooperation and a willingness to solve problems.

Opening the meeting, arrival and protocol. The formal opening of the meeting and the presentation of the participants may establish rank, precedence, and other aspects of each party’s relationship to its counterpart.

Initial remarks: This step primarily sets the tone of the conference. The remarks do not deal with matters of substance.

Formalities. Introductions, rituals, a statement of purpose, or charter, or a review of the background to the conference may come at this step.

Statement of the problem. The reasons for the negotiation are summarised in unequivocal words. This should be a step to a statement of the goals desired.

Establishing ground rules. Matters such as the use of facilities, seating arrangements, work schedules (hours, breaks, etc.) and support services can be discussed.

Establishing the agenda. This is vital. You must ensure that all the items you consider critical are on the agenda, or can be introduced at appropriate (or advantageous) or vital times.

Discussion - give and take. This includes not only bargaining, but all the activity of working out an agreement. This is the problem solving stage, the crux of the negotiation. This is where the art of negotiation, good or bad is displayed.

Conclusion. Agreements may be reached in stages, and there may several stages at which agreements are reached. Great care should be taken at this stage against any possible misconceptions.

Developing an agreement. This may vary between nodding of heads in agreement or the construction of a complex legal document.

Review and adjustment. A formal agreement may be examined for loopholes, ambiguous words or phrases etc.

Ratification. This can range between the parties saying ‘okay’, shaking hands or be far more complex and need some type of formal ratification.

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Tomorrows Manager - A ProfileTomorrows manager and or leader will:

Be able to inspire by contagious enthusiasm.Have a high standards of ethics and integrity.Have high energy levels. Have courage and commitment.Have high levels of creativity and be unconventional.Be goal orientated, though realistic.Have a high degree of organisational ability.Be able to establish priorities.Encourage team working and selfless, organised effort.Possess inner confidence and a have desire for knowledge.Be mentally and physically fit and alert.Be fair and respectful of others.Value creativity.Enjoy taking risks.Establish long term growth.Welcome being challenged and questioned.Not be afraid to challenge and question.Encourage an increased understanding of people.Welcome fresh ideas and perspectives.Admit mistakes and adapt to change.

What attributes do you require to be A WORKAHOLIC?You do not think you are one, or admit to being one.You work through lunch and tea breaks.You work while waiting on the telephone.You get up early, regardless of when you go to bed.You can’t keep away from work on weekends, and ‘clean up’ then.You work on holidays.You take pen and paper to bed with you.You find it difficult to do nothing.You are energetic and competitive.You are able to work any time and anywhere.Travel time is used to process paper work.You are loath to take holidays.You are not looking forward to retirement.Your work habits exceed expectations.Your work is important by its sheer volume.Much of your work is for work’s sake, with little major impact.Statistics suggest few workaholics ever become a successful C.E.O.

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Law of ContractA valid contract is an agreement made between two or more parties whereby legal rights and obligations are created which the law will enforce.

The main purpose of the law of contract is to establish under what circumstances a person is legally bound by promises made.

In order to determine when a person is bound by a promise made, the essential elements of a valid contract must be present.There are six essential elements that must be present for a contract to be considered valid.

1) The parties must have intended to create a legal relationship, rather than simply a domestic or social one.

2) Agreement must be reached through an offer by one party and the acceptance of the offer by another party. Both an offer and an acceptance must be present to form the second essential element of agreement.

3) Consideration must be present, unless the contract is a formal one, in which case the form replaces the need for consideration. Consideration is something of value passing from one party to another in return for a promise to do something.

4) The parties to the contract must have the legal capacity to enter into a contract. Capacity refers to one’s recognised ability under the law.

5) The parties to the contract must have given their genuine consent to proceed as agreed in the contract. Circumstances could arise where one of the parties has been forced by circumstances to proceed with a contractual arrangement without really giving full consent. Although intention and consent both consider the thought processes of a person, they are two distinct elements. Intention is related to whether the agreement was meant to be legally binding, and consent deals with a person’s free will agreement.

6) The object of the contract must be a legal one for the rights to be enforceable. If the parties contract to enter into an activity that is illegal, then the contractual arrangement will not be valid.

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Some Business Acronyms

AIDA Attention, interest, desire, action OC Operating characteristic AOQL Average outgoing quality limit OEM Original equipmentAQL Acceptable quality level manufactureAS Australian Standard

PDCA Plan, do, check, actCAD Computer aided design PERT Programme, evaluation and CAM Computer aided manufacturing review techniqueC & F Cost and freight POS Point of saleCBT Competency based trainingCEO Chief Executive Officer QA Quality assuranceCIF Cost, insurance and freight QAE Quality assurance engineeringCPM Critical path method QBS Queen bee syndromeCRM Customer relationship QCS Quality customer service

management QIS Quality information systemQM Quality management

EDI Electronic data input QWG Quality workshop groupQWL Quality of work life

FAS Free alongside shipFIS Free into store R & D Research and developmentFMCS Fast moving consumer goods RDO Rostered day offFOB Free on board RHIP Rank has its privilegesFOW Free on wharf ROI Return on investment

RPL Recognition of prior learningGM General Manager RRP Recommended retail priceHRM Human resource management SBU Strategic business unit

HRPD Human Resource Planning and SPC Statistical process control Development SWOT Strength, weaknesses,

opportunities, threats (analysis)IT Information technologyIQL Indifferent quality level TQM Total quality managementJIT Just in time manufacturing TES Technology enabled sellingKaizen Japanese concept of continuing USP Unique selling point

improvement in all aspects of a persons home and work life VAM Value adding manufacture

KISS Keep it simple, stupid VAM-M Value adding management manufacture

LTU Long term unemployed VSP Voluntary separation packageLQL Limiting quality level MBO Management by objectives WIIFM What’s in it for me?MD Managing DirectorMIS Management (or Marketing)

information systemMIT Managing information

technologyMRP Materials resource planning

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How do you rate as a manager? Moder Average Rarely Definite

Definite -ately perfor- effec- weak-strength effective mance tive ness

1. Am I sensitive to my actions on my subordinates? 2. Do I understand their reactions to my actions? 3. Do I find an appropriate balance between

encouragement and pressure? 4. Do I allow subordinates to express ideas and opinions? 5. Am I effective at motivating subordinates? 6. Am I able to resolve conflicts in a constructive way? 7. Have I developed teamwork with subordinates? 8. Do I have a clear understanding of my work role? 9. Am I tactful in disciplining an employee?

10. Do I have a personal plan for self-improvement?

Time Management1. Do I have a time-scheduling system? 2. Do I avoid reacting to the pressures of the moment? 3. Do I avoid concentrating on particular functions or

types of problem just because I find it uninteresting? 4. Do I schedule particular kinds of work at special times

of the day or week to take advantage of my ownenergy/effectiveness levels?

5. Am I in control of the amount of fragmentation and interruption of my work?

6. Do I balance current, tangible activities with time for reflection and planning?

7. Do key problems/priorities receive the attention they deserve?

8. Do I make use of time saving devices such as dictating machines and PCs?

9. Do I have priorities clearly in mind most of the time? 10. Do I have the necessary information available to me

at the right time to meet my deadlines?

Delegation1. Do my employees understand our objectives and know

what is to be done, when, and by whom? 2. Do I know which of my responsibilities I must meet

myself and which I can delegate? 3. Do I encourage initiative in the people I supervise? 4. Do I often leave the final decision to my employees? 5. Do I avoid doing my employees work? 6. Do I show genuine interest in my employees work? 7. Am I confident that my subordinates can handle the

work I give them? 8. Do I give employees the guidance, training and

 authority they need to make decisions independently? 9. Do I regularly assess the quality of my work and that

of my employees? 10. Do I use delegation to help my employees gain new

skills and grow in the organisation?

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Acronyms, some business 113Actions, political 103Advertising, 10 quick points 61After the sales interview 80Aims and objectives 2An entrepreneur’s checklist 94Analysis, training needs 40Are you

a people person? 107a professional salesperson? 73, 74a quality service professional? 67an effective communicator? 49an effective salesperson? 72

Assessing changes in effectiveness as a result of training 28Audit, marketing 59

Budget, a 13Business

acronyms 113a of your own, why start?

82communication 48is yours well run? 108new 82, 84, 85planning 6-8, 10

Can you handle change? 104Change 100-104Checklist of basic marketing questions, 58Communication

and image 47business 48checklist 49

Competencies and managers 93Complaints, handling 65Conference, negotiation, the 110Contract, law of 112Contributions to total cost 87Cost, contributions to total 87Customer satisfaction, measuring 64

Danger signs, financial 109Delivering quality service 62Development, new product 90Does your workplace suffer from morale problems? 46

Effective managers 93Eight elements in the planning of change 100Effective sales person, are you, an? 72Employee

handbook 37

motivation 50Entrepreneur’s checklist, an 94Evaluating personal strengths and weaknesses 3Evaluation, an interview 39Executing change 104Expectations, telephoneExpenditure plan, marketing 55

Family financial planning 9Feedback

change 103systems 103

Financial problems, indications of 109Financial planning, family 9, 10Five year plan 14-16

Gathering market intelligence 63Goal setting 105Goals and objectives, personal 27

Handbook, employee 37Handling complaints 65How do you rate as a manager? 114Human resources 35

Image 47, 60Implementing the marketing plan 54Index,an, to measure and monitor service levels 66 Indicators, key 106Induction 40Innovation and your organisation 86Intelligence, marketing 63Interview

after the sales 80evaluation 39Job 38what will I ask? 38

Is it? 85 Is your business well run? 108

Job descriptions 21-25interview 38my 94

Key indicators 106

Launching a new products 83-85Law of contract 112Leader, market 64Leadership 92Let’s talk about it 26

Management, a rating form 45

by objectives 14-16, 25, 99 safety 34 staff, let’s talk about it 26 strategic 5 Time 97

Managerhow do you rate as? 114rating your 51tomorrows, a profile 111

Managers and competencies 93 effective 115

Managing change 101, 102time 97 transition under MBO 99

Market intelligence, gathering 63 leader, 64 research 56, 57

Marketing, Audit 59 Basic questions, checklist 58 Expenditure plan 55Implementing the plan 54Plan, outline 53

Measuring customer satisfaction 64Measuring sales performance 78Media, 61Mission statement 4Moments of truth 68Monitoring service levels 63, 66Morale 46Motivation 43, 50, 96My job - my role 95

Needs,Training analysis 41work related 36

Negotiation conference, the 110New business 82

product development 90product, launching 85product, or service, a 76, 85

Objectivesaims and 2and results, sample 17managing by 14-16, 25, 99personal 28

Observing as an evaluative technique 29Occupational health and safety 30-33Opportunities 83Organisational structure 20

Package, salary, a 42Paradigms 20Performance

review, a 44sales, measuring 78

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People person, are you? 107Personal

goals and objectives 28requirements, selling 75strengths and weaknesses

3Planning, financial 9, 10Political actions 103Preventing injuries 30-33Product-idea rating device, a 89Product or service, a new 83-85Productivity and motivation 43Professional service 67

Quality service 62, 88

Rating device, 89form for management 45product, a 85, 89your manager 51

Record keeping 13Record, sales time 79Relationship selling 77Requirements, personal, selling 75Research, market 56, 57Review, performance, a 44Reviewing service 68

Safety management 34Salary package 42Salesperson

are you a professional? 73, 74are you an effective? 72

Sales and marketing strategy 76check list 74interview, after the 80performance, measuring 78person effective, are you?

72process, seven steps 70time record, a 79

Sample objectives and results 17Satisfaction, customer 64Selling, relationship 77Selling, some personal requirements 75Service

levels, monitoring 63, 66professional, are you? 67quality, delivering, 62quality, what is? 88reviewing 68typical moments of truth 68

Setting personal goals and objectives 28Seven

steps in the sales process

70sure signs you need a holiday 98

Simple test, new product 85Some quick prompts for a Strategic Plan 18 Staff - management 26Standards

sales performance 78telephone 71

Strategic management process 5Plan, prompts 19

Strategy, sales and marketing 76Strengths and weaknesses, personal 3Stress 98Structure, organisational 20Submission, writing a 11, 12Successful, what makes a company? 88Sydney Business Centre 7, 8

Telephone standards 71Threats 83Time management 97Time, sales record 79Tomorrows manager 111Total cost, contributions to 87Training

assessing changes in effectiveness 28needs analysis 41

Transition in management styles under MBOTwenty work related needs 36

What blocks business communication? 48is quality service? 88makes a company successful? 88makes a good manager? 93makes a market leader? 64makes managers effective? 93makes you competitive? 59motivates an employee? 50motivates people at work? 96type of image does your company project? 60type of leadership should ... 92type of media should I use? 61

Why start a business of your own? 82Win - Win 73Work related needs 36Writing a job description 21-25

Writing a submission 11, 12

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