- •Strategic Business Management Studies
- •Replacing negative characteristics table
- •Identifying sources of employee(s) satisfaction.
- •Considering how organisations communicate
- •If an employee Experiences Failure, ask him/her the Following Questions in Sequencially.
- •Improving Company Performance
- •Introduce Self-Management
- •International Cultural Different Attitudes to Staff Appraisals
- •Table for Dealing with Failure or Poor Performance
- •Improving Standards and Quality in your Organisation
- •Evaluating key leadership roles
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- •Developing and building your personal strenghts
- •The Dos and Don’t of Establishing a Framework
- •Inverting the Pyramid
- •Choosing a Rewarding System Along the Following Framework
- •Inspiring your staff to excel
- •Strengthening Your Vision Statement
- •Choosing Monitoring Systems.
- •Types of Negotiations in Different Organisations
- •Defining and Understanding the above Roles.
- •The Do’ and Don’ts during Negotiations
- •Table for Countering Typical Ploys and Tactics
- •Helping the Other Party to Move to Closure.
- •Adjusting Your Presentation to Your Audience Size
- •Visual Aids
- •Investment as Fixed Assets
- •Dos and Don’ts on stock
- •Identifying Stock
- •Table for Understanding Qualified Phrases
- •Identifying Information you Need table.
- •Making the Most of Surveys Techniques to Collect Relevant Information.
- •Comparing a Bread-Toaster features and Benefits to Customers.
- •Implementing Growth Strategies.
- •Successful Publicity Campaign dOs and considerations
- •Table of Key Steps to Successful Publicity
- •Using the Right Publications for your Adverts.
- •Strategic Marketing Plan.
- •Identifying the Key Features of Projects. 353
- •Identifying Key Players and their Roles in Project Management.
- •Involving Stakeholders.
- •Key for Setting Project Objectives.
- •Choosing a Leadership Style
- •Compiling a Closing Down Report. 411
Involving Stakeholders.
When stakeholders are enthusiastic and strongly supportive of the project aim to involve them at the earliest opportunity and seek their assistance in motivating others. Make sure you forge very strong alliances with those stakeholders who control the resources.
Finally, check that all everyone understands the reason why they are involved in the project and what impact they will have on the project as well as the impact that the project will have on them.
Feasibility Study Definition. 360
A feasibility study is an analysis of the chances to find out if NOW is definitely the right time for something to be done, are there clear reasons that the project will succeed?
Therefore before starting a project you need to be certain that it will succeed. You can find out by doing a feasibility study comparing the Driving Forces against Resisting Forces (Force-field Analysis) to make sure that you are not undertaking a project that cannot be achieved.
Ask Yourself the Following Questions:
1 Are there any on-going projects with higher priority than my own that are taking up key resources?
2 Are my project goals in line with long-term objectives of my organisation?
3 How will the outcome of the project affect the performance of my organisation?
4 Could this project damage the chances of another project being successful?
5 Use a Force-field Analysis to assess if Driving Forces are Stronger than Resisting Forces.
6 The Force-Field Analysis is a useful technique to predict success of a project.
7 You can also seek expert advice from a key member with technical expertise to help you.
Planning the Project
Having a clear idea of what a project will achieve is essential to ensure the project accomplishes something of value. With your key team members and sponsor produce an overall statement that describes the project vision and prepare your plan well so that it will guide you to success.
Advice for Managers Planning a Project.
1 Create a precise vision in order to avoid ambiguous results and agree the vision with others.
2 Be as ambitious as you can but avoid committing yourself to the impossible.
3 Compromise on certain ideas if that is what it takes to arrive at the vision.
4 Explain the vision statement and why the project is needed by your organisation.
5 Do not ignore obstacles at this stage they can become stumbling blocks in future.
6 Do not involve too many people at this early stage and include only essential individuals.
7 Make sure that colleagues understand what you are aiming to achieve by using project work.
Create the Project Vision by a) identifying the need for change, b) meeting with key team members and the sponsor, c) defining what the project will change, d) assessing the possibility of attaining the ideal vision e) explaining why the benefits of the change will be good for the organisation and customers and f) encourage team members to question and examine every aspect of the vision to check that it is sound and workable, h) make sure that everyone agrees on the way forward so that they are committed to attaining the vision.
Setting Project Objectives.
It is essential that when setting objectives you should expand your vision statement to explain what you are going to do and achieve (the purpose), how long it will take and how much it will cost. For example if you aim to create a new product that competes in the market, the key purpose is (the performance) of the new product in the market.