This is the class blog for Busn170 taught at FCC 2008. All students are required to make at least one meanningful post or comment per week.

Tuesday, December 30, 2008

Criticisms Are Gifts!

Today's Reflection:

All the criticisms, be them negative or positive, are gifts I received today. But, in fact, there is no aspect of negativity in critical comments. The only condition is honesty. I believe that even if someone gets a criticism too harsh and seemingly vindictive, it is not so. Even so it remains a gift for we (who are committed to be 'learners Forever') should always be seeking pleasure in taking and accepting them, instead of fruitlessly justifying our ways.

I've been guided by my friends, or better be spiritual friends. In today's class during L. T. P procession, or as I like to call it - Life Saving paper! when I tried to surpass my commotions (which react to 'criticisms'), I felt a positive change in my thought patterns. The mistakes I couldn't detect were detected by my spiritual friends. Value criticisms friends, value them.

You always become a victim of hindsight and mistakes, that's not a lecture. Yes, and throughout our lives. One is fortunate to have a group of persons, with whom he has personal relations (he's in heaven to have teachers with him). Because, one of the best ways of avoiding hindsight and mistakes is by receiving counsels from people with whom we've emotional bonds. Social networking therefore must be based on the idea of emotions, nearness and openness. Only then we can have authentic and honest opinions and counsels, to capitalize on.

Sunday, December 28, 2008

An International Entrepreneurial Competition

"The Hong Kong Polytechnic University has held a competition inviting universities and high school students across the world to participate. Participating students are given the chance to unleash their innovation and entrepreneurship potential through the events. It's also a great chance for participates to gain a valuable international challenge experience.

Thirty finalist teams will be sponsored for their round-trip economy air tickets and accommodation during their stay in Hong Kong. Trophy, certificate and Cash awards will be awarded to the winning team.

Each nominated team should complete registration online on or before 31 December 2008 and submit one entry of business proposal online on or before 31 March 2009. 

For more information, please visit 
http://www.polyu.edu.hk/PolyUChallenge "

How to participate?



"Undergraduate Teams must consist of 3-4 member and their business plan must be of 25 pages."

For more details see the website.

Friday, December 26, 2008

SUMMARY OF HABIT 2 BY KHUSH BAKHAT

BEGIN WITH THE END IN MIND


All things are created twice:


Habit two is based on the principle that all things are created twice.


There are two creations to all the things:




  1. Mental or First Creation


  2. Physical or Second Creation


To the extent to which we understand the principle of two creations and accept the responsibility for the both,we act within and enlarge the borders of our circle of influence.To the extent to which we do not operate in harmony with this principle and take charge of the first creation,we diminish it.



Leadership And Management:



Habit two is based on principles of



Personal Leadership,which means that leadership is the first creation.Leadership is not management.



Management is the second creation.



Management is a bottom line focus while leadership deals with the top line.



"Management is doing things right " & "Leadership is doing the right things".



Management is efficiency in climbing the ladder of success & Leadership determines whether the ladder is leaning against the right wall.



Proactive powerful leadership must constantly monitor enviornmental changes.



No management success can compensate for failure in leadership.



Both are very much essential.



A Personal Mission Statement:



The most effective way to begin with the end in mind is to develop a pesonal mission statement.It focuses on what you want to be and to do and on the values or principles upon which being and doing are based.


A personal mission ststement based on correct principles becomes the same kind of standard for an individual.


Once you have that sense of mission,you have the essence of your own proactivity.


At The Center:


In order to write a personal mission statement,we must begin at the very center of our circle of influence.Whatever is at the center of our life will be source of four factors:



  • security

  • guidance

  • wisdom

  • power

A Principle Center:


Principles are deep ,fundamental truths,classic truths,generic common denominators.They are tightly interwoven threads running with exactness,consistency,beauty and strength through the fabric of life.


An understanding of the principles of our own growth enables us to search out correct principles with the confidence that the more we learn ,the more clearly we can focus the lense through which we see the world.The principles dont change,our understanding of them does.


Visulization And Affirmation:


Visulation is very important.If you visulize the wrong thing,you will produce the wrong thing.


A good affirmation has five basic ingredients:



  • personal

  • positive

  • present tense

  • visual

  • emotional

Mission Statements:


There are two mission statements:



  • Family Mission Statement

  • Organizational Mission Starement

The very process of writing and refining a mission statement becomes a key way to improve a family and an organization as well.The mission statement becomes a framework for thinking,for governing and for success.






Summary Of Habit 1 by Khush Bakhat

BE PROACTIVE
The Social Mirror
There are actually three social maps widely accepted to explain the nature of man.
1.Genetic determinism
2.Psychic determinism
3.Enviornmental determinism
Between Stimulus And Response
Man has freedom to choose between stimulus and response.
The endowments that make us uniquely human are
1.Self awareness
2.Imagination
3.Conscience
4.Independent will
Proactivity Defined
It is more than merely taking initiative.
Our behaviour is a function of our decisions,not our conditions.
Proactive People:They dont blame conditions,circumstances or conditioning for their behaviour.
Their behaviour is a product of their own choice based on values.
Reactive People:They are affected by their
  • Physical enviornment
  • Social enviornment

Taking The Initiative

Our basic nature is to act and not be acted upon.It means recognizing our responsibility to make things happen.It is called solution selling and is a key paradigm in business success.

Listening To Our Language

Our language is a very real indicator of the degree to which we see our selves as proactive people and the language comes from a basic paradigm of determinism and the whole spirit of this is the transfer of responsibility.

Circle Of Concern/Circle Of Influence

Positive energy enlarges the circle of influence and negative energy reduces the circle of influence.

Proactive people focus their efforts in the circle of influence and reactive people focus their efforts in the circle of concern.

Direct,Indirect And No Control

The problems we face all in one of three areas:

  • Direct control
  • Indirect control
  • No control

Thursday, December 25, 2008

Happy Christmas

Hey yo, all the catholic students out there...

Wanna wish you guys a Merry Christmas.

God bless u guys in all walks of life. May all your dreams and wishes come true and may you people get all what you dream for.

Happy Christmas

hey yo, catholic students...!!!

Wanna wish ya guys all a Merry Christmas!!!

God Bless You guys in all walks of life. May all your wishes come true and may you get all what you dream for.

Overcome the Complicated LTP

I have found it very difficult task to decide my career. I realized this difficulty, when Mr. Mannan assigned us to write "Life Thinking Paper". So, to overcome this trouble, I googled about career decision making and found a very useful article about it which helped me very much to write an realistic mission statement also.

So, I want to share this useful instructions with my all class fellows. I hope, it will make your LTP less complicated.

Introduction

Effective career decision-making requires a lot of work and energy, but is necessary to maximize the likelihood of being satisfied with your career (or college major) choice. People tend to spend a lot of time deciding where they will live, what car they will buy, or where they will vacation but spend less time on determining what career best fits them in terms of their values, interests, personality, and skills. Thus, this segment will seek to assist you in identifying what questions you need to ask yourself (and others), as well as where to go to learn more about particular careers or college majors.

WHAT CAREER IS BEST FOR ME?

There are several variables that influence how satisfied you will be in a particular career (VIPS):

  1. VALUES – What needs do you want your career to meet? What needs must it meet? Thus, how important is power, security, service to others, socializing, interest, creativity, adventure, opportunities for advancement? Do you want to work with your hands or your mind? Do you want to work alone or with others? Do you want to have the authority to influence and persuade others? Do you like routine work or prefer a variety of tasks? Do you need flexibility in your work schedule or are you okay with regular hours? Try to identify your most important and least important values. How can they be met by the career(s) you are currently considering?
  2. INTERESTS – What do you like to do? What are your hobbies? What do you like to read about, or talk about with others? Do you like machines, tools, science, theories, data, self-expression, art appreciation, people, human welfare, business, politics, leadership, organization, data, finance?
  3. PERSONALITY – What words describe you? Do you prefer to spend time with others or by yourself? Do you prefer making decisions after gathering lots of information and facts, or do you prefer to rely on your own internal processes and evaluations? Do you like to fix things, teach, create, organize, persuade, or investigate?
  4. SKILLS – What are you great at? Good at? Okay at? Not so good at? How is your physical coordination, math, writing, analysis, creativity, listening, understanding, verbal ability, ability to motivate and direct others, record keeping, and attention to detail?

Sometimes it is difficult to determine/clarify these areas of information. Thus, you may benefit from talking with a counselor, friends/family members who know you well and who are open to you taking a "curious", exploratory approach to career/major decision-making. Also, counselors (i.e., at the Counseling Center, Peer Counselors, or Career Resource Center) can sometimes provide you with various self-report inventories that help you identify, organize, and evaluate your values, interests, personality, and skills.

Where to Learn More About Particular Careers/Majors

Once you have identified the aforementioned intrapersonal information (i.e., VIPS), it is important to begin gathering information about careers that you have an initial interest. Also, obtain information on those careers that you may not be interested in but do not know enough about before discarding them as a possibility. In other words, before deciding against a career, be sure you have (and can list) specific reasons why you would not pursue it other than relying on a "hunch" or "intuition" (or someone else’s opinion). Places or people who can assist you in this process include:

Campus Services

  • Counseling Center
  • Peer Counseling Program
  • Career Resource Center
  • Academic Advisors
  • Instructors
  • Teaching Assistants/Graduate Students

Community Services

  • Public Libraries
  • Search Engines on the Internet
  • Career Planning Books
  • Magazines (e.g., Newsweek, Time, Money, Working Woman, Business Week)
  • Local Adult/Community Education Programs
  • Community Colleges/Technical Institutes
  • State Employment Service (look in phone book for "Employment Service")
  • Your Own Employer
  • Networking – e.g., Chamber of Commerce; the professional society in your area of interest; and/or those already working in your field of interest
  • Internships – e.g., volunteer or intern at a place of interest
Summary

Career exploration can be a fun, exciting time. However, the extent of its helpfulness is limited by the amount of time, energy and thought you are able/willing to invest in it. There are a multitude of resources (i.e.,. on campus and in the community) that can assist you with identifying and meeting some of your career goals, but it is up to you to begin the process. Why not begin today?

Wednesday, December 24, 2008

HAPPY CHRISTMAS!!!!

HERES WISHING ALL OF U A VERY HAPPY CHRISTMAS AND A SEASON FULL OF JOY AND GOOD CHEER!!!!!!!!!!

Sunday, December 21, 2008

What is Portfolio?

In corporate strategy, in which 'decide' or meditate on what kind of business we're to involve, or what you want it 'to be' (doesn't this last phrase remind you of some classical notion?) etc, we have to keep analyzing our portfolio? What the h*** is it, I was just wondering. Here is the answer I have extracted from the source.

Important: In finance, a portfolio is an appropriate mix of or collection of investments held by an institution or a private individual.

Holding a portfolio is part of an investment and risk-limiting strategy called diversification. By owning several assets, certain types of risk (in particular specific risk) can be reduced. The assets in the portfolio could include stocks, bonds, options, warrants, gold certificates, real estate, futures contracts, production facilities, or any other item that is expected to retain its value.

Less Important: In building up an investment portfolio a financial institution will typically conduct its own investment analysis, whilst a private individual may make use of the services of a financial advisor or a financial institution which offers portfolio management services.

Summary Of Chapter 8 by Usama Sultan

Strategic Management
Strategic Management: Strategic management is what managers do to develop the organizational strategies.
Strategies: Strategies are the decisions and actions that determine the long run performance of an organization.
Business Model: A strategic design for how a company intends to profit from its strategies, work processes and work activities.
Why is Strategic Management important?
  • One of the most significant reasons is that it can make a difference in how well an organzation performs.
  • Organzations of all types and sizes face continually changing situations. Using the strategic management managers decide what actions to take.
  • Strategic management is also important because of the nature of the organizations. They are composed of diverse divisions and to manage them all, strategic management plays a vital role.
  • Strategic Management is important because it is invloved in many decisions that managers make.

Types Of Organzational Strategies

Corporate Strategies: An organizational strategy that determines what buisnesses a company is in, should be in or wants to be in and what it wants to do with those buisnesses. There are three main types of corporate strategies:

  • Growth
  • Stability
  • Renewal

Growth Strategy: A growth strategy is used when an organization wants to grow and does so by expanding the number of products offered or markets served, either through its current buisnesses or through new buisnesses.
Related Diversification: When a company grows by combining with firms in different, but related industries.
Unrelated Diversification: When a company grows by combining with firms in different but unrelated industries.
Stability Strategy: A stability strategy is a corporate strategy characterized by an absence of significant change in what the organization is currently doing.
Renewal Strategy: A renewal strategy is a corporate strategy designed to address the organizational weaknesses that lead to performance declines. There are two main types of renewal strategies:
  • Retrenchment Strategy
  • Turnaround Strategy

Retrenchment Strategy: A short-run renewal strategy.

Turnaround Strategy: A turnaround strategy is a renewal strategy that is used when a n organization's performance problems are more serious.

Business Strategy: A business strategy is an organzational strategy which focuses on how the organization will compete in each of its businesses.

Competitive Advantage: Competitive Advantage is what sets an organzation apart.

Cost Leadership Strategy: A competetive strategy in which an organzation competes on the basis of having low costs in the industry.

Differentiation Strategy: A differentation strategy is a competetive strategy in which an organzation competes on the basis of unique products that are widely valued by customers.

Focus Strategy: A focus strategy is a competetive strategy in which an organzation competes on the basis of a cost or differentiation advantage in a narrow industry.

Functional Strategy: The funtional strategy is a strategy used by organzation's various functional departments to support the business.

Friday, December 19, 2008

Bush Government will give Automakers $17.4B in loans

Detorits and government have finally landed in a successful deal. It has been, i.e, the deal in which U.S government will give automakes $17.4 billion, to save them from annihilating. Find more on this news at:



Thursday, December 18, 2008

Summary of Chapter 6

Decision Making :
The Essence of The Manager's Job
How do managers make decisions?
Managers at all levels and in all areas of organizatins make decisions.
Decision: A choice from two or more alternatives.

Decision Making Process:
It is a Comprehensive process consisting of eight steps, which are as follow:
Step1: Identifying a Problem:
(A discrepancy between an existing & a desired state of affairs)
Problem identifications is subjective.Effectively identifying problems in not simple or trivial.
Managers can be better at it if they understand the three characteristics of problems:
  • being aware of them
  • being under pressure to act.
  • & having the resources needed to take action.
Step 2: Identifying decision criteria:
Criteria that defines what is relevant in a decision.
Step3: Allocating weights to criteria:
A simple approach to weight the criteria is to give the most important criterion a weight of 10 & then assign weights to the rest using that standard.
Step4: Developing Alternatives:
This is the step where a decision maker wants to be creative in coming up with possible alternatives.
Step5: Analyzing Alternatives:
Once the alternatives have been inedtified, a decision maker must analyze each one.
Step6: Selecting an Alternative:
The sixth step is choosing the best alternative from among those considered.
Step7: Implementing the Alternative:
This Step is concerned with putting the decision into action by conveyin the decision to those affected by it and getting their commitment to it. Another thing managers also may need to do during the implementation process is to reassess the envrionment for any changes.
Step8:Evaluating Decision Effectiveness:
The last step in decision-making process involves evaluating the outcome or result of the decision to see if the problem has been resolved.
How are decisions made?
Rational Decision Making :
Decision making behavior where choices are consistent and value-maximizing within specified contraints,problem is clear and unambiguous, the decision maker's goal is clear and specific, and the decision maker knows all possible alternatives.
Bounded rationality:
Decision making behavior that's rational, but limited by an individual's ability to process information.
Decision making may be strongly influenced by organizaton's culture, internal politics, power considerations, and escalation of commitment.
Intutive decision making:
Making decisions on the basis of experience, feelings, and accumulated judgment.
What Types of Problems & Decisions do managers face?
There are two types of problems.
  • Structured Problems
  • Unstructured Problems

Structured Problesms:

Straightforward, familiar, and easily defined problems.

Programmed decision:A repetitive decision that can be handled by a routine approach.

  • Procedure
  • Rule
  • Policy

Unstructured Problems:

Problems that are new or unusual and for which information is ambiguous or incomplete.

Nonprogrammed Decisions:A unique decision that requires a custom-made solution.

Under What Conditions Do Managers Make Decisions?

There are three conditions managers may face as they make decisions:

  • Certanity
  • Risk
  • Uncertainty

How will decision making style affect a Manager's Decision Making?

Manager decision making styles differ along two dimensions:

The first is an individual's way of thinking.

The other dimension describes an individual's tolerance for ambiguity.

  1. Directive Style:Low tolerance for ambiguity and rational way of thinking.
  2. Analytic Style:High tolerance for ambiguity and rational way of thinking.
  3. Conceptual Style:High tolerance for ambiguity and intuitive way of thinking.
  4. Behavioral Style: Low tolerance for ambiguity and intuitive way of thinking.

What Biases and Error Affect Decision Making?

  • Overconfidence
  • Anchoring effect
  • Confirmation
  • Sunk Costs
  • Representation
  • Self-serving
  • Immediate gratification
  • Selective perception
  • Framing
  • Availablilty
  • Randomness
  • Hindsight

What Do Mangers Need to Know About Making Decisions in Today's World?

They Should

  • Understand cultural differences
  • Know when its's time to call it quits
  • Use an efffective decision making process
  • Develop highly reliable organizations.

Questions

Q1. Decision making process where the problem is clear and unambiguous and all possible alternatives are known is called

a- Rationality

b- Bounded rationality

c- Intuition

d- None

Q2. How many types of problems are there which managers do face?

a- 2

b-4

c-3

d-5

Q3. A decision making style characterized by a high tolerance for ambiguity and an intutive way of thinking is

a- Directive Style

b- Analytic Style

c- Conceptual Style

d- Behavioral Style

Q4 A guide line for making decisions is known as

a- Procedure

b-Policy

c- Rule

d- Risk

Q5. Decision making process consists of _____steps:

a-2

b-4

c-8

d-12

Q6. A situation in which a manager can make accurate decisions because all out comes are known is

a- Satisficing

b- Risk

c- Uncertainty

d- Certainty

Wednesday, December 17, 2008

SUMMARY OF CHAPTER NO. 1

INTRODUCTION TO MANAGEMENT AND ORGANIZATION.


WHO ARE MANAGERS?


Managers are those who coordinate and oversee the work activities of other people so that organizational goals can be accomplished.


Managerials responsibilities are shared by manager and team members. Managers are cross trained and multiskilled. They can be team leader, equipment operator, maintenance technican, quality inspector or improvement planner.

LEVELS OF MANAGERS.


TOP MANGERS.


Managers at or near the upper levels of the organization structure who are responsible for making organization wide decesion and establishing the goals and plans that effect the entire organiztion.

They are known as exectuvie vice president, president, managining director, chief operating officer, cheif executive officer or chairperson.


MIDDLE MANAGERS.


Managers between the firt level and the top level of the organiztion who manage the work of first line managers.

They are regional manager, project leader, plant manager or division manager.


FIRST LINE MANAGER.


Managers at the lowest level of the organinzation that the manage the work of non managerial employees.

They are supervisor, shift manager, distict manager, department managers, office managers or fore person.


WHAT IS MANAGEMENT.


Coordinating and over seeing the work activities of others so that their activities are completed effectively and efficiently.


EFFICIENCY.


Doing thing right, or getting the most out put form the least amount of inputs.


EFFECTIVENESS.


Doing the right things, or completing activities so that organiztional goal are attained.


Efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends or attainment of organizational goals.


WHAT DO MANAGERS DO?

There are three specific categorization schemes to describe what managers do:


Functions


Roles &


Skills


Management Functions:


In the early part of twentieth century, Henri Fayol, a French industrialist first proposed that all managers perform five functions:Planning, organizing, commanding, coordinating & controlling.



  • In the mid-1950s, a management text book first used the functions of planning, organizing , staffing, directing, & controlling as a frame work.

  • Today, most management text books are still organized around the basic nanagement functions, which now include planning, organizing, leading & controlling,

Planning: Management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.


Organizing:Management function that involves arranging and structuring work to accomplish the organization's goals.


Leading: Management function that involves working with and through people to accomplish organizational goal.


Controlling:Management function that involves monitoring, comparing, and correcting work performance.


Management Roles:


Specific categories of managerial behaviour.


Henry Mintzberg,a prominent management researcher, studied actual managers at work.He concluded that what managers do can best be described by loooking at 10 different but highly interrelated management roles they use at work.


Interpersonal roles:Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.



  • Figurehead

  • Leader

  • Liaison

Informational roles:Managerial roles that involve collecting, receiving, and disseminating information.



  • Monitor

  • Disseminator

  • Spokesperson

Decisional roles:Managerial roles that revolve around making choices.



  • Entrepreneur

  • Disturbance handler

  • Resource allocator

  • Negotiator

Mangement Skills:


A manager's job is varied and complex. Managers need certain skills to perform the duties and activties associated with being a manager.Researches by Robert L.Katz, concluded that managers needed three essential skills.



  • Technical skills:Job-specific knowledge and techniques needed to proficiently perform specific tasks.

  • Human Skills:The ability to work well with other people individually and in a group.

  • Conceptual Skills: The ability to think and to conceptualize about abstract and complex situations.

Importance of these skills varies depending on managerial level.


How the manager's job is changing?


changes impacting manager's job are:



  • Changing technology

  • Increased security threats

  • increased emphasis on ethics

  • Increased competitiveness

Importance of customers:Managers everywhere are beginning to understand that delivering consistent high-quality service is essential for success and survival in today's competitive environment and that employees are an important part of that equation.The implication is clear-they must create a customer responsive organization where employees are friendly and courteous, acccessible,knowledgeable, prompt in responding to customer needs, and willing to do what's necessary to please the customer.


Importance of Innovation:Nothing is more risky than not innovating. Innovation means doing things differently, exploring new territory, and taking risks. and innovation isn't just for high-tech and technologically advanced organizations.


What is an Organization?


A deliberate arrangement of people to accomplish some specific purpose.

The nature of an organization is changing.

Organizations are changing because the world around them is changing.

Why study Management?

Universality of management:The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations in all countries around the globe.

  • The reality of work: either manage or be managed
  • Challanges & rewards of being a manager.

Questions

Q1. Managers who manage the work of non managerial employees are

a- First line managers

b- Middle managers

c- Top managers

d- Plant managers

Q2.Henri Fayol, a French industrialist, proposed --------- management functions.

a- 3

b- 4

c- 5

d- None

Q3. Management function that involves arranging and structuring work to accomplish the organization's goals is

a- Planning

b- Organizing

c- Leading

d- Controlling

Q4---------- Skills are most important at Top management levels

a- Interpersonal

b- Technical

c- Human

d- Conceptual

Q5. Informational roles include

a- Leader

b- Monitor

c- Liaison

d- Enterpreneur

Q6. Middle managers may have title

a- Chairperson

b- Foreperson

c- Project leader

d- President







MCQ,s of chapter 7,Foundations Of Planning

Q1.The process of developing plans is influenced by ---------contigency factors
a.2
b.3
c.5
d.6

Q2.Plans that are clearly defined and that leave no room for interpretation are called
a.Directional plans
b.Standing plans
c.Specific plans
d.Strategic plans

Q3."To bring inspiration and innovation to everyathlete" is
a.Nike's goal
b.Claire's goal
c.Deutsche Bank's goal
d.Winnebago's goal

Q4.Goals that an orgnization actually pursues,as defined by the actions of its members are called
a.Stated goals
b.Financial goals
c.Strategic goals
d.Real goals

Q5.How many types of planning are there
a.2
b.4
c.3
d.1

Q6.The purpose of an organization is called
a.Mission
b.Plan
c.Goal
d.Objective

Tuesday, December 16, 2008

My Comment On The Post By Nazish William

Yeah, that's terrible news for banks. Moreover, you people must have heard about the historical interest-rate cuttings by England's banks, probably state banks. This shows how unstablised they've become.

Pakistani banks are yet in safe heavens. In Pakistan and Gulf Economist, abbreviated as PAGE (week 1-7 Dec.), review on Pak banks came:

"Pakistani banks have been exceptionally resilient during financial crises., primarily due to low international exposure and limited range of financial products and derivatives being almost non existent."

Moreover, in these dwindling days Pakistani banks have the capacity "in taking on more risk-weighted assets." [Sources, PAGE]

But, consumer banking in a great peril. I read in some international business journal, previous month, where
Pakistan was amongst the top countries facing huge credit-debits. I feel that greed is itself poverty. And, in previous or two weeks MCB announced that it is going to drop around 450 of its consumer-sector employees. When I asked the reason from my father, who has served in MCB for a few decades, he said that they've been left with no work, i.e, consumer banking.

And, thanks for the link!

Monday, December 15, 2008

Top banks face billions in global losses

http://arabia.msn.com/channels/msnnews/article.aspx?CatID=7&ID=669751&S=Read
thegreatestscorpion.blogspot.com
Summary of ch:7
FOUNDATIONS OF PLANNING

Summary of Chapter 9 by Group 4

Ch # 9
Planning Tools & Techniques

 

TECHNIQUES FOR ASSEING THE ENVIORNMENT

     Environmental Scanning

          n      Def: screening of large amounts of information to anticipate and interpret changes in the environment

 n      Company’s success or failure depends on its knowledge of its environment

Competitor Intelligence

  •  The process by which organizations gather information about their competitors
  •   Sources: e.g., research services, Internet, personal contacts, press conferences, etc
  •    Not involves spying!

      Global Scanning        

n      World markets are dynamic, a company needs  to know what might affect their organization

n      It’s scope depends on organization’s global activities

      Forecasting

n      Types of Forecasting:

  1. Quantitative Forecasting      
  2. Qualitative Forecasting

          1. Forecasting

n      Trying to predict outcomes

n      A skill that can be practiced and improved.

n      Environmental scanning establishes the basis of forecasts

n      Forecasting techniques fall into two categories

 

         1(a). Quantitative Forecasting

 

n      DEF: Forecasting that applies a set of mathematical rules of past data to predict outcomes

n      Techniques are preferred when managers have some sufficient hard data that can be use.

n      Time–Series Analysis: For example, predicting next quarter's sales on the basis of 4 years of previous sales data.

n      Substitution Effect: Predicting the effect of DVD players on the sale of VHS players.

n      Economic Indicators: Using change in GNP to predict discretionary income.

         1(b). Qualitative Forecasting

n      DEF: Forecasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes.

n      USE: Techniques typically are used when data are limited  or hard to obtain.

n      Types:

                  -Jury of Opinion: For example, polling the company's human resource managers to predict next years college recruitment needs

                 -Sales Force Competition: Predicting next year's sales of industrial lasers 

n      It's important to understand that forecasting techniques are most accurate when the environment is not rapidly changing. The more dynamic the environment, the more likely managers are to forecast ineffectively.

           Benchmarking

n      DEF: Searching for the best practices of other companies that lead to their superior performance.

n      Managers can improve the performance by analyzing and then copying the method of leaders.

n      Some companies chose some pretty unusual benchmarking partners!

n      Examples:

                                -IBM studied Las Vegas casinos, 

                    -Many hospitals have benchmarked their admissions processes against Marriott Hotels. 

TECHNIQUES FOR ALLOCATING RESOURCES

n      Budgeting

n      Scheduling

n      Breakeven Analysis

n      Linear Programming

BUDGETING

Budget

n      Def: A numerical plan for allocating or distributing resources to specific activities

n      Prepared for revenues, expenses, markdowns and large expenditures

n      Types of Budgets:

1. Cash Budgets (caluclates total cash at hand and needed cash)

2. Revenue Budget (amounts cash coming in from production sales)

3. Cost Budget (amount spend on productions)

4. Profit Budget

All these budgets fall into categories of Fixed Budgets (where costs do not change) and Variable Budgets (where costs can vary)

n      Importance:

        - Financial discipline

        - Provides or creates structure in the organization

 How to Improve Budgeting:

n      Be collaborative & communicate

n      Be flexible

n      Goals should Drive Budgets; not vice versa (its spelled as, viy-si-ver-sa)

SCHEDULING

Its:

n      Allocating resources to activities

n      Deciding: the order of completion,

n      who is to do what

n      estimate time of completion. 

Tools of Scheduling

n      Gantt Chart 

n      Load Chart

n      PERT Network Analysis

Gantt Chart

n      DEF: (developed by H. Gantt), shows actual progress and planned progress over a period of time.

n      MANAGER’S CONTROL TOOL: Helps manager keep track of the progress & deviations from the plan 

Load Chart

n      DEF: A modified from of Gantt Chart that schedules capacity by entire departments or specific resources

n      Manager’s tool for planning and capacity utilization

PERT Network Analysis

n      PERT = Program Evaluation & Review Technique

n      DEF: A flowchart showing the sequence of activities needed to complete a project & time or cost associated with it

           Terms of PERT:

  1.  Events: End points that represent the completion of activities
  2. Activities: Time needed to complete an event
  3. Slack Time: Amount of time an individual activity can be delayed without delaying the whole project
  4. Critical Path: The longest sequence of activities in a PERT network

Steps in Developing a PERT Network

n      Identify every significant activity to be completed

n      Determine the order in which to be completed

n      Diagram the flow of activities from start to finish

n      Identify each activity and its relationship to all other

n      Compute Estimate time for completing each activity:

               t(e) = t(o)+4t(m)+t(p)/6

n      No delays should occur along the critical path

n      Calculate Critical Path by calculating time length of each path in the flowchart.


Breakeven Analysis

Def: A technique for identifying the point at which total revenue is just sufficient to cover total costs.

n      Breakeven a simple calculation.

   1- Breakeven point (BE)
2- Price of the product being sold (P)
3-Variable cost per unit (VC)
4- Total fixed cost (TFC)

                        BE= TFC/(P-VC)

        This formula tells

    (1) Total revenue is equal to the total cost.

    (2) The difference between price and variable costs, when multiplied by

          The number of unit sold, equals the fixed costs

 Example:

  Randy’s photocopying service charges $0 Per copy = $0.10

  Fixed costs = $27,000

  Variable costs = $0.04 per copy

             $27,000/ ($0.10-$0.04) = 450,000 copies.

  Annual revenues:

                                 $45,000 = (450,000*$0.10)


LINEAR PROGRAMMING 

n      A mathematical technique that solves resource allocation problems

Headings:

n       Project Management

                    -Project Management Process

                    -The Role of the Project Manager

n       Scenario Planning

                     -Preparing for the unexpected

Project Management

-          Project:

                Is a one-time-only set of activities that has a definite beginning and ending time.

-          Project Management:

                                       is the task of getting a project's activities done on time, with in budget, and according to the specifications.

            Steps involved in Project Management:

1. Define Objectives

2. Identify activities and resources

3. Establish sequences or orders

4. Estimate time for activities

5. Determine Project completion date

6. Compare with objectives

7. Determine additional resource requirements

    -  The role of Project Manager                                                             


Scenario Planning

-         Scenario:

                   is a consistent view of what the future is likely to be. Developing plans based on various possible future scenarios

-         Preparing for the unexpected:

    -identify potential events

    -determine if any of these have early indicators

    -identify indicators by setting up information gathering system

    -make appropriate responses to deal with these events.

*Note: I tried to put diagrams, made on PowerPoint here, but it failed. WOuld you like to guide me, how I can upload or put/paste diagrams here?

 _________________________________________________________________

Credits: GROUP 4

-Ali Haider

-Ahmed Fareed Chisti

-Hamna

-Hassan Mohi-ud-din

-Muhammad Umer Toor

-Mohsin Ali

Sunday, December 14, 2008

Summary Of Chapter 1 by Usama Sultan

Who are managers?

A manager is someone who co-ordinates and oversees the work of other people so that the organizational goals can be accomplished.
This mainly includes the following levels of managers.
Top Managers: The top managers are responsible for taking the decisions of the organizations and their decisions effects the whole organization. Top managers are termed as executive vice president, president, chief operating officer, managing director or the chair person.

Middle Managers: Middle managers include all levels of management from first line managers to the top managers. These managers manage the work of the first level managers and are termed as regional managers, project leader, plant manager and division manager etc.

First-Line Managers: these managers manage the work of the people mainly involved in prducing the company products and servicing the organizational clients. First-Line managers are termed as supervisor, shift managers, district managers, department managers, office managers or even the foreperson.

What is Management?

Management invloves the co-ordinating and overseeing the work of people so that their work can be completed effectively and efficiently.

Efficiency: Getting the most output from the least number of inputs is termed as efficiency.

Effectiveness: Doing the things right is termed as effectivness.


What do Managers do?

Planning: Planning involves defining goals, establishing strategies for achieving these goals and developing plans to integrate and co-ordinate activities.

Organizing: Organizing involves arranging and structuring work so that the organzational goals can be accomplished.

Leading: Leading involves working with and through people to accomplish the organzational goals.

Controlling: Controlling invloves monitoring, comparing and correcting work performance.

Roles
Management Roles: The term management roles refers to specific categories of managerial behaviour.
Interpersonal Roles: The interpersonal roles are roles that invlove people that are symbolic and cereminial in nature. The three interspersonal roles include:
  • Figurehead
  • Leader
  • Liaison

Informational Roles: The term informational roles refers to collecting, receiving and disseminating information. The three informational roles include:

  • Monitor
  • Disseminator
  • Spokesperson

Decisional Roles: The term decisional roles refers to making choices or decisions. The four decisional roles include:

  • Entrepreneur
  • Disturbance Handler
  • Resource Allocator
  • Negotiator

Skills

Technical Skills: The term technical skills refers to job specific knowledge needed to proficiently perform specific tasks.

Human Skills: The ability to work well with other people individually and in a group.

Conceptual Skills: The ability to conceptualize about abstract and complex situations.

How the Manager's Job is changing?

Changing technology which invloves:

  • Shifting organzational boundaries
  • Virtual Workplaces
  • More Mobile Workforce
  • Flexible Work Arrangements
  • Empowered Employees

Increased security which invloves:

  • Risk Management
  • Work life- Personal life balance
  • Restructured Workplace
  • Discrimination Concerns
  • Globalization Concerns
  • Employee assistance

Increased Emphasis on Organizational and Managerial Ethics which involves:

  • Redefined Values
  • Rebuilding Trust
  • Increased Accountability

Increased Competitiveness which involves:

  • Customer Service
  • Innovation
  • Globalization
  • Efficiency/Productivity

Importance of Customers: The managers must create a customer responsive organization where employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs and willing to do what's necessary to please the coustomer.

Importance of Innovation: Innovation means doing things differently, exploring new territory and taking risks. The organzational managers need to encourage their employees to be on the lookout for new ideas and new approaches.

What is an Organzation?

An organization is a deliberate arrangement of opeople to accomplish some specific purpose.

Why Study Management?

Universality of Management: The reality that management is needed in all types and sizes of organizations at all organizational levels, in all organzational areas and in organizations and in all countries around the globe.

The Reality of Work: For those who plan to be managers, understanding of the management process forms the foundation upon which you build your management skills.

Friday, December 12, 2008

Hard Times for Detorits's Carmakers

American carmaker's are in great peril these days as the financial crisis has hit so hard and is affecting thousands of people on the main street as well. I read terrible news for these company's in The Economist. Their asstes are depleting very fast and liabilities booming high that their present condition can be figured out from this quote from this article in Economist:

"There are just two broad options: either the federal government steps in to save Ford and GM (Chrysler is probably unsalvageable) or America’s two biggest car firms must seek Chapter 11 bankruptcy protection."

A move to file for bankruptcy protection only means more bankruptcy for the carmakers, says the article.

"Consumer surveys that suggest 80-90% of prospective customers would abandon the products of a carmaker (like Ford, Gm etc) that had filed for bankruptcy protection."

And, they've valid reasons to do so:

"A car is the most expensive purchase many consumers make, and by buying a car they also enter into a long-term contract. Buyers expect their 60,000-mile warranties to be honoured, parts to be kept supplied and their dealers not to have disappeared. Used-car values are also a critical part of the deal. If the firm that made the car has gone bust, it becomes virtually unsellable secondhand."

If an airline company had gone for Chapter 11 bankruptcy protection, mentions the article, they would have been safe, because an airliner customer has business no more than a few weeks with them. Surely, it is for the fittest to survive here. However, the speculation when Congress with give auto industry bailout has come to an end, when on December 10 news came out that both parties have come to an understanding.

Now is the time for carmakers to catch the straw and save their souls, otherwise it will be too late if they miss even a nickel.

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