Srba Markovic - Organisation and Company Development
- 1. Welcome Module Organisation and Company Development Trainer: Srboljub Markovic
- 2. Relation to other modules Public appearance skills Management skills Organization and Company Development Local Business Opportunities Business Communication Business Plan Writing Financial management and accounting Public appearance skills
- 3. Program first day Introduction BSC Kragujevac Introduction participants Training agreement Program of the week Introduction topic of the day
- 4. Training agreement Confidentiality Attend whole week (5 – 9 May) Start and end ‘on time’: 09.00 – 13.00 hours Short comfort breaks 10 minutes Switch off mobile phones Only one person talks at one moment Every participant gives at least 1 presentation Individual counseling after 13.00 hours
- 5. Introduction of participants Name, education, experience Expectation of the training/module Elevator pitch on Business idea More information in next slide Take 5 minutes to prepare Total time to present: 1 minute!
- 6. Elevator Pitch (60 seconds) Catch attention Pitch What is your product or service? Who is your market? How will you make money? Who is behind company? Competition? Competitive advantage? Show your passion End with request
- 7. Program of the week Monday – Entrepreneurship and motivation, Organisation Tuesday – Human Resource Management (HRM) Wednesday – Project management Thursday – Production and Operations management Friday – Practical work in a leading production company
- 8. Agenda – topic of the day: Monday – May 5, 2008 Entrepreneurship and motivation, Organisation
- 9. Who are entrepreneurs ? Person who creates a new business, in the face of risk and uncertainty, for the purpose of achieving profit and growth by identifying opportunities and assembling the necessary resources to capitalize on them.
- 10. Characteristics of Entrepreneurs Need for Achievement Willingness to take Risks Self-Confidence A need to Seek Refuge Diversity – regardless on age, gender, race, background
- 11. Options we all have ??? Run own business OR Work for somebody else
- 12. Rewards of being an Entrepreneur Possibility of unlimited profits Independence - doing what s/he likes and enjoys, and have control over the life and destiny Satisfying way of life Contribute to society and be recognized for my efforts
- 13. Drawbacks of being an Entrepreneur Long hours and hard work (usually it associates with stress) Uncertain income and BIG possibility of business failure Risk of losing invested money Lower quality of life in early stage Complete responsibility
- 14. Leadership The nature of leadership Who are leaders? What makes them leaders? Different leadership styles Are leaders born, or is it possible to become a leader?
- 15. A leader: innovates develops focuses on people inspires trust has an eye on the horizon does the right things
- 16. Leadership Styles Autocratic style Paternalistic style Participative style (Democratic) Consensus style Laissez-faire style
- 17. Business Functions Human Resources Management Marketing and Sales Research and Development Production/Operations Customer Service Finance and Accounts Administration and IT
- 18. Human Resources Recruitment and retention Job descriptions Person Specifications Dismissal Redundancy Motivation Professional development and training Health and safety and conditions at work Liaison with trade unions
- 19. Marketing and Sales Market research Promotion strategies Pricing strategies Sales strategies The sales team Product – advice on new product development, product improvement, extension strategies, target markets
- 20. Research and Development New product development Product improvements Competitive advantage Value added Product testing Efficiency gains Cost savings
- 21. Finance and Accounts Cash flow Monitoring income/revenue Monitoring expenditure Preparing accounts Raising finance Loans Links with all other functional areas
- 22. Production/Operations Acquiring resources Planning output – labour, capital, land Monitoring costs Projections on future output Production methods Batch Flow Job Cell Efficiency
- 23. Customer Service Monitoring distribution After-sales service Handling consumer enquiries Offering advice to consumers Dealing with customer complaints Publicity and public relations
- 24. Administration and IT Managing estates – cleaning, health and safety, maintenance, security Reception Clerical work – reporting, recording, record keeping, communication Overview of quality control Use of IT systems
- 25. Organisation Charts Hierarchical Structure Managing Director Sales Director Marketing Director Finance Director A B C D Market Research Strategy Purchasing Manager Sales Manager Accounts Manager
- 26. Workers Pyramidal Structure Senior Management MD Middle Management
- 27. Centralised/Entrepreneurial R&D Marketing Sales Production Finance MD
- 28. Collaborative Sales Marketing Production Accounts
- 29. Circular/Flat Marketing Sales Production Finance R&D
- 30. Project Marketing R&D Sales Finance HR Production Matrix Structure
- 31. Organisation Charts Changes to business structures Linked to new thinking on leadership and management Less hierarchical Emphasis on communication and collaboration between sections Global businesses – more complex structures
- 33. Corporate Culture The beliefs and values shared by people who work in an organisation How people behave with each other How people behave with customers/clients How people view their relationship with stakeholders People’s responses to energy use, community involvement, absence, work ethic, etc. How the organisation behaves to its employees – training, professional development, etc.
- 34. Corporate Culture May be driven by: Vision – where the organisation wants to go in the future Mission Statement – summary of the beliefs of the organisation and where it is now
- 35. Corporate Culture May be reflected in: Attitude and behaviour of the leadership Attitude to the role of individuals in the workplace – open plan offices, team based working, etc. Logo of the organisation The image it presents to the outside world Its attitude to change
- 36. End of day 1 Conclusions Further readings Individual consulting on request Thank you on your attention !
- 37. Agenda – topic of the day: Tuesday – May 6, 2008 Human Resource Management
- 38. Day 2 – HRM Introduction Summary of previous day Objective of the day Training
- 39. Human Resource Management HRM deals with management of people People is a dominant factor that makes difference between SUCCESS and FAILURE of the company.
- 41. Recruitment
- 42. Recruitment The process by which a job vacancy is identified and potential employees are notified. The nature of the recruitment process is regulated and subject to employment law. Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.
- 43. Recruitment Job description – outline of the role of the job holder Person specification – outline of the skills and qualities required of the post holder Applicants may demonstrate their suitability through application form, letter or curriculum vitae (CV)
- 44. Selection
- 45. Selection The process of assessing candidates and appointing a post holder Applicants short listed – most suitable candidates selected Selection process – varies according to organisation:
- 46. Selection Interview – most common method Psychometric testing – assessing the personality of the applicants – will they fit in? Aptitude testing – assessing the skills of applicants In-tray exercise – activity based around what the applicant will be doing, e.g. writing a letter to a disgruntled customer Presentation – looking for different skills as well as the ideas of the candidate
- 48. Employment Legislation Increasingly important aspect of the HRM role Wide range of areas for attention Adds to the cost of the business Even in a small business, the legislation relating to employees is important – chemicals used in a hairdressing salon for example have to be carefully stored and handled to protect employees.
- 49. Discipline
- 50. Discipline Firms cannot just ‘sack’ workers Wide range of procedures and steps in dealing with workplace conflict - Informal meetings - Formal meetings - Verbal warnings - Written warnings - Grievance procedures - Working with external agencies
- 51. Development
- 52. Development Developing the employee can be regarded as investing in a valuable asset - A source of motivation - A source of helping the employee fulfil potential
- 53. Training
- 54. Training Similar to development: - Provides new skills for the employee - Keeps the employee up to date with changes in the field - Aims to improve efficiency - Can be external or ‘in-house’
- 55. Rewards Systems
- 56. Rewards Systems The system of pay and benefits used by the firm to reward workers Money not the only method Fringe benefits Flexibility at work Holidays, etc.
- 57. Trade Unions
- 58. Trade Unions Importance of building relationships with employee representatives Role of Trade Unions has changed Importance of consultation and negotiation and working with trade unions Contributes to smooth change management and leadership
- 59. Productivity
- 60. Productivity Measuring performance : How to value the workers contribution Difficulty in measuring some types of output – especially in the service industry Appraisal - Meant to be non-judgmental - Involves the worker and a nominated appraiser - Agreeing strengths, weaknesses and ways forward to help both employee and organisation
- 61. Final remarks People create good ideas, products and services; they don’t come from the equipment, infrastructure or capital . This is why we need to employ the best candidates . Who is the best candidate ?
- 62. End of day 2 Conclusions Further readings Individual consulting on request Thank you on your attention !
- 63. Agenda – topic of the day: Wednesday – May 7, 2008 Project management
- 64. Day 3 – Project management Introduction Summary of previous day Objective of the day Training
- 65. What is a project? A project is a sequence of unique, complex and connected activities that are completed to achieve one goal or purpose in a limited timeframe. A project is a temporary endeavor to achieve a stated objective: specific start and end dates specific deliverables based on SoW consumes resources: people, time, money, machines, materials often has a defined budget
- 66. Project scheduling Split project into tasks and estimate time and resources required to complete each task. Organize tasks concurrently to make optimal use of workforce. Minimize task dependencies to avoid delays caused by one task waiting for another to complete. Dependent on project managers intuition and experience.
- 67. The project scheduling process
- 68. Bar charts and activity networks Graphical notations used to illustrate the project schedule. Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two. Activity charts show task dependencies and the the critical path. Bar charts show schedule against calendar time.
- 69. Task durations and dependencies
- 70. Activity network
- 72. Critical Path Analysis May be used as part of the decision making process Enables a firm to plan and monitor operations Time related – identifies the maximum time for an operation to be completed Identify potential problems in implementing operation Identifies where and when resources (including human ones) are needed
- 73. CPA – the Process Identify and prioritise the activities Identify which activities MUST be done before others EST – identify earliest start time LFT – identify latest finish time Identify the FLOAT – tasks which can be completed outside the critical path Identify the critical path – points connecting ESTs and LFTs (where these are the same)
- 74. Critical Path Analysis Nodes: Show the start and finish of a task Node numbers showing order of activities in the left hand semi-circle of each node. 3 Earliest Start Time (EST) 5 Latest Finish Time (LFT) A 3 B 5 Arrows indicate the order of the tasks, the letter above shows the order, the time period below the arrow The Critical Path 1 2
- 75. End of day 3 Conclusions Further readings Individual consulting on request Thank you on your attention !
- 76. Agenda – topic of the day: Thursday – May 8, 2008 Production and Operations management
- 77. Day 4 – Production and Operations management Introduction Summary of previous day Objective of the day Training (we have a guess speaker)
- 79. Answer the following questions Identifying production program/services Main characteristics of production process? Selection of technology and needed equipment? Main producers and suppliers? Technical requirements (electrical supply, water supply, sewerage, etc.)? What are your costs of production? Future investments in equipment?
- 80. Quality
- 81. Quality Control The responsibility of every member of the workforce for the quality of products and services provided by the business. Emphasis on reducing defects, etc. before it gets to the final stage of production and certainly to the consumer.
- 82. TQM (Total Quality Management) Name given to quality control Features of TQM: Quality Circles – meetings of relevant workers to discuss issues relating to maintenance and improvement of quality in the business – may also double as a form of empowerment and motivation. Statistical Process Control – statistical data generated to inform the evaluation of processes within the business. Zero defects – systems in place to ensure that no product leaves the business with a defect – important in building supplier relationships, image, reputation.
- 83. Quality standards ISO 9001 ISO 14000 OHSAS HACCP
- 84. ISO 9000 The ISO 9000 family addresses "quality management" This means what the organization does to fulfill: the customer's quality requirements, and applicable regulatory requirements, while aiming to enhance customer satisfaction, and achieve continual improvement of its performance in pursuit of these objectives.
- 85. ISO 14000 The ISO 14000 family addresses "environmental management" This means what the organization does to: minimize harmful effects on the environment caused by its activities, and to achieve continual improvement of its environmental performance.
- 86. ISO 9000 Benefits Businesses, can base their activities (products and services offered) on requirements that are accepted widely across the globe As these standards have a worldwide acceptance, consumers are served with an increasingly wide choice of products and services Technology becomes compatible across most business organisations
- 87. ISO 9000 Benefits A wider choice of suppliers meeting ISO Standards means greater competition which benefits consumers Greater understanding of what’s required to compete globally gives developing countries the information they need to decide what to produce We all benefit from wider use of international standards as the transport systems, machines and tools we use (for example) become safer
- 88. Summary of ISO 9000 Benefits Controls quality Saves money Makes for satisfied customers Is widely used globally All types of organisation covered All sectors and markets included
- 89. End of day 4 Conclusions Further readings Final arrangements for day 5 – Visiting a leading production company Individual consulting on request Thank you on your attention !