By Roger Oldcorn (auth.)
A common advent to administration this examines the atmosphere of long term pursuits, constructing a company and setting up ideas for every division, motivating employees, making judgements, conserving keep an eye on and utilizing time successfully. It concludes with a bankruptcy on talents for tomorrow's manager.
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Extra resources for Management
1 Major Objectives Reviewed A brief comment on each of the objectives listed in the table above is worth making at this stage. 1 Survive Unless an organisation is set up with a specific task in mind, and is folded up on completion of that job, then it can fairly be assumed that all organisations (and indeed the parts of every organisation) want to survive. To be more specific, the individuals involved in the affairs of the unit or company do not want to see their jobs disappear (unless they are, Samson-like, deliberately planning self-destruction too).
V v v v v v ? 1 Major Objectives Reviewed A brief comment on each of the objectives listed in the table above is worth making at this stage. 1 Survive Unless an organisation is set up with a specific task in mind, and is folded up on completion of that job, then it can fairly be assumed that all organisations (and indeed the parts of every organisation) want to survive. To be more specific, the individuals involved in the affairs of the unit or company do not want to see their jobs disappear (unless they are, Samson-like, deliberately planning self-destruction too).
The important point about 'profit' is that failure to achieve it threatens the survival of any and every commercial undertaking. The advantage of a financial objective, like profit, is that it can be turned into a number, and it is very easy to compare a number objective with the actual result - also expressed as a number. So if a company wants a profit of £1 million next year and only achieves £900 thousand, then it is easy for all to see that it has failed to achieve its objective. It should be noted here that when specific numbers are attached to objectives, as in this example, it is usual to refer to them as 'goals'.
Management by Roger Oldcorn (auth.)