Effective purchasing. (Checklist 146).
This checklist is designed to assist those responsible for
purchasing to adopt a more effective strategy. It is not intended that
this checklist should itemise the steps in the administration of . . .
Marketing yourself. (Checklist 145).
* This checklist provides outline guidance and advice on how to
market yourself.
Whatever you are selling--cars, perfume, refreshments, finance or
your own skills and talents--to an employer or . . .
Franchising your business. (Checklist 144).
* This checklist provides guidance to those who wish to expand
their business through the sale of franchises.
Franchising is a technique for business expansion, both for the
small one-location . . .
Setting up a performance-related pay scheme. (Checklist
143).
* This checklist is for those whose task it is to establish a
performance-related pay scheme.
Implementing Performance-Related Pay (PRP) is by no means a total
solution for motivating employees . . .
Implementing Kaizen. (Checklist 142).(Japanese quality management
concept)
* This checklist is designed to introduce the concept of Kaizen and
to explain its implementation.
In order to be successful, organisations are finding that they must
continually improve their . . .
Planning your retirement. (Checklist 141).
* This checklist is designed to help managers planning for their
own retirement. Good planning needs to start early in order to enjoy
many years of active and fruitful life beyond the retirement . . .
Managing the plateaued performer. (Checklist 140).
* This checklist is concerned with the handling of members of staff
who have apparently reached a plateau and still have some years to
serve. It is aimed at managers who are immediately responsible . . .
Getting the most from statistics. (Checklist 139).
* This checklist sets out the ideas involved in dealing with
quantitative (statistical) information.
Many people ignore or shy away from statistics, both as users of
statistical techniques and as . . .
Open systems thinking. (Checklist 138).
* This checklist introduces an outline approach to open systems
thinking and does not replace the need for further reading or expert
consultation. It is for managers who find that . . .
Implementing statistical process control. (Checklist
137).
This checklist provides an outline of the techniques and benefits
of Statistical Process Control (SPC). More detail would be needed for
the application of many of the techniques.
SPC is usually . . .
Five routes to greater profitability. (Checklist 136).
"This checklist identifies five routes which are frequently
taken in pursuit of greater profitability. Many businessmen and managers
are familiar with them under a variety of labels, but too many . . .
Managing a student placement. (Checklist 135).
* This checklist is designed to assist line managers who are
responsible for student placements.
It is to the benefit of the organisation to assign meaningful tasks
or projects to these students . . .
Stock control. (Checklist 134).
* This checklist deals with some of the main principles involved in
the practice of stock control, as it was traditionally called, or
inventory control as it has become progressively more widely . . .
Succeeding as a new manager. (Checklist 133).
* This checklist examines the situation facing a newly appointed
manager, whose new job is more demanding than the previous one.
Management Standards
This checklist has relevance to the MSC . . .
Starting a new job. (Checklist 132).
* This checklist deals with steps which may usefully be taken by an
individual prior to starting a new job and during the first few days in
the job. Starting a new job does not begin on the first . . .
Redundancy: the next day. (Checklist 131).
This checklist aims to help anticipate the trauma of redundancy and
to face its psychological and practical problems in a positive way. It
is intended for the potentially redundant employee, not . . .
Establishing a performance measurement system. (Checklist
129).
This checklist provides guidance on establishing a performance
measurement system for an organisation or department. The primary
purpose of performance measurement is to measure how well . . .
Collecting debts. (Checklist 128).
This checklist deals with the question of debt collection and
should be used in conjunction with the checklist on Controlling Credit.
All businesses which operate on the basis of extending credit . . .
Controlling credit. (Checklist 127).
This checklist deals with the control of credit allowed to
customers and clients for goods and services. Credit control is a vital
component in the process of controlling cash flow. Many companies . . .
Controlling costs. (Checklist 126).
This checklist is for managers (or owners of small businesses) who
wish to address the issue of cost control.
In today's increasingly competitive business environment,
getting the most from . . .
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