Guidelines In Writing Plans For Your Small Business
Guidelines In Writing Plans For Your Small Business
In putting Management by Objectives (MBO) to work for you, the process should result in plans and objectives that contribute to the input and output aspects of productivity improvement. Be sure that plans contain an appropriate balance between efficiency and effectiveness type of objectives.
Here are some well-tested guides in writing plans that will be of great help to you:
No company, division, department, or individual management position should have more than six or seven major objectives at work, at any time. Management by objectives avoids spelling out the step by step detail how people should do their jobs. Planning by MBO affords guides that are specified as results, which may be thought of as standards of performance. Therefore, managers are free to do their jobs in ways they feel comfortable with. The ultimate criteria of performance are: Did they do a good job- that meets the specifications, on time, and within budget of money and resources allocated?
Plans should be written informally, not on standard forms developed for the purpose. Use of standard forms tends to move the system toward bureaucracy, in which filling out the forms becomes the important part of the MBO process. Means become ends, and the whole purpose of gaining enthusiastic commitment to achievement is thwarted.
Each plan should contain only one idea. The point is to keep the procedure simple. If you want to deal with two ideas, write two plans. Meaning one plan (for example) for your pocket folders designs and another plan for the strategies on how you will market your pocket folder printing business. Do not mix it all in one plan. Use a "One plan; one focus" strategy.
Plans should be stated in simple and clear language. For instance, avoid technical terms and abbreviations and codes that are used in your pocket folders. State clearly the names, items and numbers. A clear and crisply stated plan says what is intended for without being hard to interpret or causing confusion.
Each plan should start with an active verb, which says "do something; do not just sit there". Verbs show action. Here are typical active verbs that might start a plan: reduce scrap, increase net profit fromhire two people forbuy a new site for
Each plan should have an end date by the calendar. This means a specific date such as October 26, 2010 or November 22, 2012. A specific date sharpens the focus of timeliness of achievement. Take advantage of it.
Each plan should specify a way of measuring achievement toward its accomplishment. Wherever possible, numbers should be used, for example, dollars of profit, pounds of scrap, or percentage of turnover. Some plans aim at goals that cannot be put in numbers. If so, use a scale of some kind, for example, ranging from poor to fair, good and excellent.
The final suggestion: in addition to a means for measuring progress toward a goal, there should be a statement of how often feedback on progress should be checked. Looking at performance too often tends to be disruptive. Looking at performance at too long an interval may cause trouble by allowing performance that is too much at variance from that desired. From then, it may be impossible to correct the errors with the time left. The appropriate interval for checking progress must be set by sound managerial judgment.
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