IIPM - Indian Institute of Planning and Management

Prof. Manoj Onkar has joined IIPM, Ahmedabad as a visiting Professor for conducting the HRS (Human Resource System).

Keep in touch for further updates.

MANAGEMENT INNOVATIONS

www.managementinnovations.wordpress.com

www.linkedin.com/manojonkar

managementinnovations2020@gmail.com

HENRI FAYOL'S MANAGEMENT PRINCIPLE

Management Principles developed by Henri Fayol:

1. DIVISION OF WORK: Work should be divided among individuals and groups to ensure  that effort and attention are focussed on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization.                            
2. AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is therefore naturally associated with authority. Whoever assumes authority also assumes responsibility.                                              
3. DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this common effort.                                                                                               
4. UNITY OF COMMAND: Workers should recieve orders from only one manager.                                                                                                   
5. UNITY OF DIRECTION: The entire organization should be moving towards a common objective in a common direction.                                                                                                        
6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The interests of one person should not take priorty over the interests of the organization as a whole.                                              
7. REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determing a worker's rate of pay.                                                                                                  
8. CENTRALIZATION: Fayol defined centralization as lowering the importane of the subordinate role. Decentralization is increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific organization in which the manager is working.                                                                                                                  
9. SCALAR CHAIN: Managers in hierarchies are part of a chainlike authority scale. Each manager, from the first line supervisor to the president, possess certain amounts of authority. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful.                                                                                                    
10. ORDER: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible.                                                                                                     
11. EQUITY: All employees should be treated as equally as possible.                                                  
12. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always be a high priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers.                                       
13. INITIATIVE: Management should take steps to encourage worker initiative, which is defined as new or additional work activity undertaken through self direction.                                                                                    
14. ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among employees.

MANAGEMENT INNOVATIONS

managementinnovations2020@gmail.com; manojonkar@gmail.com; 919375970812

Business Plan Inputs

We have been consulting an investor ( a strategic VC Operations) on investing in various projects.

Common findings:

• The entrepreneurs who had approached the investors were operating more from their gut feelings than from data.
• They are very optimistic about their future prospects, even though they have been facing tough times for a long time.
• The data of the best possible scenario is generally referred to as the standard expected scenario, which is never even remotely close.
• Expenditures are considered on a very loose levels and always underestimated.
• Lot of challenges are discounted and overlooked till the time they become big and unconfrontable.
• Competition is never given its dues in terms of considering market share, marketing, sales and talent retention challenges.
• Sweeping generalities become the business plan instead of data oriented thought through strategies.
• Cash Flow is expected to be taken care of, by the expected business revenue - which generally fail to be as per the expectations.
• Challenges faced by the industry as a whole, are not fully considered and rarely brainstormed to create innovative solutions.
• Scant respect for Financial Planning, strategy, HR, training and development are seen in many cases.
• Employees are expected to be automatically aligned to the vision that is hidden in the mind of the promoters.

These are some of the observations, but definitely not applicable to everyone.

Many entreprenuers have demonstrated that they do not fall in the above pitfalls and they steer their organizations to great success and sustained performance standards by combining the entreprenuers fire in the belly, with the strategy and systems.

WHAT WORKS:

1. Have accurate data of the past and realistic data about the future.
2. Have all industry related information handy.
3. Have your financial data impeccable and ready to discuss.
4. Have your competition and various factors affecting your organization performance detailed out.
5. Have a strong strategy and marketing plan.
6. What are the Key requirements for success in your industry, is it technolgoy, manpower, skills, market converage? Have all the bases worked out.
7. Realistic Growth Plans.
8. Detailed SWOT Analysis or the reverse TOWS Analysis.
9. Create a realistic picture of the Opportunites and Challenges and your plans for dealing with them.
10. Clearly identify the areas where you have not yet sorted out things or you would like inputs or are working out external inputs.
11. Have guidance from professionals like CAs, Management Consultants, Govt. liasoning officers etc., as required.
12. Create 3 plans , worst scenario, best scenario and realistic scenario.

To discuss more, contact:

MANAGEMENT INNOVATIONS

managementinnovations2020@gmail.com; manojonkar@gmail.com; 919375970812 

Consultancy Services Offered

MANAGEMENT 

• Facilitating CREATION OF VISION, MISSION AND CORE VALUES
• Guding in GETTING THE ORGANIZATION ALIGNED ON THE VISION,MISSION AND CORE VALUES
• Supporting in POLICIES AND PROCESSES - REINTERPRETATION & REFINEMENT based on the Vision, Mission and Core Values.
• Creating Operating guidelines for each and every role holder inside of the Vision,Mission and Core Values
• Facilitating Creating Strategies for the short term and long term growth strategy. We recommend using the Blue Ocean Strategy along with TOWS (SWOT) as the starting point of planning.
• Guiding in the Strategy Implementation. We recommend the BSC - Balanced Score Card given approach as the guiding principle for Strategy Implemenation.
• Creating Systemic and Systematic Change Management disciplince.

MARKETING

• Facilitate creation of the Marketing Strategy
• Guiding on Shortlisting of the Target Market Segments
• Advice on Creating Specific Strategies for each Specific Target Market Segment.
• Support on Implementing the Marketing Strategies
• Guidelines for ongoing monitoring, feedback and updating the Marketing Strategies.
• Continuous innovation and work on Branding and Positioning.

SALES

• Training and coaching people on the World Best Consultative Sales Models ( We recommend Huthwaite's SPIN Model as the foundation for learning Consultative Sales. There are some other good models which can also be used)
• Guiding people on Key Account Management Strategies.
• Guiding people on Relationship Marketing as building long term mutually rewarding and respecting relationships with clients.
• Guiding in Channel Management and Market Coverage Strategies and Implementation
  
• Facilitating a Sales and Marketing oriented culture in the organization.
• Creating a result oriented culture with strong MIS and reporting systems with continuous updates, feedback, coaching, interventions.

HR

• Guide in Creating Performance Based Culture fostering leadership,initiative, ownership and result orientedness.
• Facilitating KRA setting, performance management, performance appraisal, issue resolutions, teamwork, and growth orientation. 
• Guide in Creating HR as a strong back bone enriching and supporting the vision, mission, core values and the strategy implementation.
• Advise on Creating People Development and Talent Management as everyday responsibility of the Supervisors and Managers and integrating it with everyone's KRAs and Performance Appraisals.

TRAINING:

• Vision, Mission, Core Values - Consulting and Workshops.
• Strategy Creation - Consulting and Workshops
• Market Segmentation - Consulting and Workshops
• Consultative Sales - Consulting, Workshops & Coaching Camps
• Leadership, Managerial and Supervisory Development, Soft Skills, Attitude, TeamBuilding, Holistic Self Development - Consulting, Workshops and Coaching Camps

MANAGEMENT INNOVATIONS

managementinnovations2020@gmail.com; manojonkar@gmail.com; 919375970812

Unfulfilled Expectations from Management Consultants

We invite all of you to write to us on managementinnovations2020@gmail.com or on this blog, based on your first hand experiences, what have been your moments of dissatisfaction, what have been your complaints, where you have found the Management Consultants not delivering your expectations, where have you found them not in your world.

The opportunity is to share and create awareness and also get inputs on what to do in such situations. 

This would be a WIN WIN for the clients and the consultants reading this blog.

Requested to avoid the names of the consultants and the consultancy firms.

MANAGEMENT INNOVATIONS

managmentinnovations2020@gmail.com; manojonkar@gmail.com, 919375970812

Recommended Readings for Progressive Entrepreneurs

We have found E-Myth, and its various related products by Michael Gerber, including E-Myth revisited, in the dreaming room and various other books and online products a great source for all entrepreneurs.

E-myth guides the entrepreneurs in creating an organization that is not dependent on them, that is systems driven, people are able to grow and contribute fully to the organization, each staff and the entrepreneur is able to fulfill their vision for their life and create a professionally run smooth enterprise.

It also helps to plan the business, in such a way, that, if one wants to explore the route of franchising in the future, one can do so effortlessly.

Search on the net for E-Myth and Michael Gerber will give a good amount of data. Books are available in local book stores also.

We have no association with the author or their organization or products, except that we have read and found it of very high quality and would recommend to anybody without any concern.

Management Innovations

managementinnovations2020@gmail.com;    manojonkar@gmail.com; 91-9375970812