I am preparing a presentation as part of the company's strategie review for the next couple of years.
I already know from the various department heads: the projected sales growth, the number of new headcounts needed. We have have already decide to move from a functional to product structure.
My question. What else should I include in my presentation besides telling the management the expected increase in the number of headcounts and the change in structure.
Any help, suggestions or past presentations would be greatl appreciated.
Gina
From Hong Kong, Central District
I already know from the various department heads: the projected sales growth, the number of new headcounts needed. We have have already decide to move from a functional to product structure.
My question. What else should I include in my presentation besides telling the management the expected increase in the number of headcounts and the change in structure.
Any help, suggestions or past presentations would be greatl appreciated.
Gina
From Hong Kong, Central District
GINA,
WHAT YOU HAVE PLANNED SO FAR IS GOOD.
1.projected sales growth.
2.no. of new headcounts.
=====================================
WHAT YOU NEED IN ADDITION
[ YOU MAY PICK / CHOOSE THE ONES YOU WANT ]
3.old organizational structure
and the new organizational structure.
-------------------------------------------------
4.new organizational management process.
HOW WILL IT FUNCTION TO PRODUCE THE RESULTS.
-----------------------------------------------------
5.WHAT ARE THE PLANS FOR CREATING AWARENESS
OF THE CHANGE IN THE ORGANIZATION.
----------------------------------------------------------------------
6.WHAT INTERACTIONS/ COORDINATION NEEDED
say, between product management/ sales/ manufacturing etc
===========================================
7.WHAT KNOWLEDGE IS REQUIRED BY KEY
PERSONNEL TO DRIVE THIS CHANGE.
------------------------------------------------------------------
8.WHAT ABILITIES ARE REQUIRED TO MAKE
THE CHANGE A SUCCESS.
-----------------------------------------------------------
9.WHAT REINFORCEMENT PROGRAMS
TO SUSTAIN THE CHANGE.
-----------------------------------------------------
10. Increase organization effectiveness and health.
what programs to make it more efficient by aligning the organization's systems with its people.
11.Planned interventions.
what interventions to make systemwide, permanent changes in the organization.
12.EVALUATIONS
-plans for ongoing evaluation of the effectiveness.
13. CHANGE MANAGEMENT.
-this is a change management and what is the
program for the organization culture change.
14 . PLANS FOR
• monitoring and managing the process path (corralling deviations, making mid-course
corrections, building in adaptations to unanticipated forces, and/or changing the path
completely, if the change purposes shift significantly)
15. PLANS FOR
• ensuring execution (intention, quality, timing)
======================================
REGARDS
LEO LINGHAM
From India, Mumbai
260WHAT YOU HAVE PLANNED SO FAR IS GOOD.
1.projected sales growth.
2.no. of new headcounts.
=====================================
WHAT YOU NEED IN ADDITION
[ YOU MAY PICK / CHOOSE THE ONES YOU WANT ]
3.old organizational structure
and the new organizational structure.
-------------------------------------------------
4.new organizational management process.
HOW WILL IT FUNCTION TO PRODUCE THE RESULTS.
-----------------------------------------------------
5.WHAT ARE THE PLANS FOR CREATING AWARENESS
OF THE CHANGE IN THE ORGANIZATION.
----------------------------------------------------------------------
6.WHAT INTERACTIONS/ COORDINATION NEEDED
say, between product management/ sales/ manufacturing etc
===========================================
7.WHAT KNOWLEDGE IS REQUIRED BY KEY
PERSONNEL TO DRIVE THIS CHANGE.
------------------------------------------------------------------
8.WHAT ABILITIES ARE REQUIRED TO MAKE
THE CHANGE A SUCCESS.
-----------------------------------------------------------
9.WHAT REINFORCEMENT PROGRAMS
TO SUSTAIN THE CHANGE.
-----------------------------------------------------
10. Increase organization effectiveness and health.
what programs to make it more efficient by aligning the organization's systems with its people.
11.Planned interventions.
what interventions to make systemwide, permanent changes in the organization.
12.EVALUATIONS
-plans for ongoing evaluation of the effectiveness.
13. CHANGE MANAGEMENT.
-this is a change management and what is the
program for the organization culture change.
14 . PLANS FOR
• monitoring and managing the process path (corralling deviations, making mid-course
corrections, building in adaptations to unanticipated forces, and/or changing the path
completely, if the change purposes shift significantly)
15. PLANS FOR
• ensuring execution (intention, quality, timing)
======================================
REGARDS
LEO LINGHAM
From India, Mumbai
GINA,
HERE IS SOME USEFUL MATERIAL.
DISCUSS WITH YOUR BOSS,
REGARDS
LEO LINGHAM
=================================
Productivity is a measure of how efficiently an organization transforms its labor, capital, and raw materials into goods and services.
A measure of the amount of output per unit of input.
Productivity measurement
If we cannot measure performance, we cannot manage and improve it. But measuring performance, is far from easy. Despite this, we should measure what is measurable; if something is not measurable, we should try to make it so. Efficiency measures based on the output/input ratio can be supplemented with effectiveness measures in index form.
Basically, there are two main approaches to productivity measurement:
1.partial factor productivity measurement and
2.multifactor productivity measurement.
======================================
1.partial factor productivity measurement and
is a ratio of the output to one of the factor inputs, such as labor productivity or capital productivity. However, partial productivity measures are not comprehensive and, if used alone, can be misleading.
EXAMPLE.
A.SALES PRODUCTIVITY INDEX =
TOTAL SALES VALUE [ a year] / TOTAL AVERAGE NO. OF EMPLOYEES FOR THE YEAR
[this is to applied ''before'' and ''after'' the restructuring.]
before >>>$100 mill. / 100 employees= sales productivity index=1.00
after >>>$120mill. / 110 employees = sales productivity index =1.09
WHICH IS AN IMPROVEMENT.
==============================================
B.Labor Productivity index
labor productivity, which measures the output that an hour of labor produces. Often expressed as "output per hour" or "output per worker-hour," labor productivity tends to focus on manufacturing because manufacturing output is easier to quantify.
Measuring productivity at a manufacturing, for example, is fairly straightforward. It’s either,
a monetary measure — the total dollar value of produced in a given period of time divided by the total number of worker-hours needed to produce them.
LABOR PRODUCTIVITY INDEX =
TOTAL PRODUCTION VALUE [ a year] / TOTAL AVERAGE NO. OF EMPLOYEES FOR THE YEAR X 1840 hours.
[this is to applied ''before'' and ''after'' the restructuring.]
before >>>$70 mill. / 100 employees= labor productivity index=70 / 100x1840 = 380
after >>>$85mill. / 110 employees = labor productivity index = 85 / 110 x 1840 =420
WHICH IS AN IMPROVEMENT.
================================================== =======
THE SAME PROCEDURE CAN BE APPLIED TO THE PRODUCTION OF UNITS.
a physical measure — the total number of units produced in a given period of time ( a year) divided by the number of worker-hours needed to produce them,
================================================== ==========
2.multifactor productivity measurement.
Multifactor productivity measurement, on the other hand, considers output in relation to multifactor inputs. A good example is total factor productivity, which measures the synergy and efficiency of utilizing both labor and capital inputs.
Whereas labor productivity measures the output per unit of labor input, multifactor productivity looks at a combination of production inputs (or factors): labor, materials, and capital. In theory, it’s a more comprehensive measure than labor productivity, but it’s also more difficult to calculate.
Multifactor Productivity=Output/(KLEMS)
"Multifactor productivity growth is the rate of growth in output relative to the rate of growth of all production inputs. In equation 2, KLEMS represents all production inputs: K is capital services; L is labor services; E, energy; M, materials; and S refers to purchased services — business services, for example. It is a complicated index number — the idea is to get a measure of the change in output relative to the change in all of the inputs.
MULTIFACTOR PRODUCTIVITY INDEX =
PRODUCTION OUTPUT / [inputs of capital +labor +energy+purchase of services ]
================================================== ====
THE MULTIFACTOR PRODUCTIVITY INDEX IS THE BEST
BUT IT WOULD NEED THE HELP OF YOUR FINANCE MANAGER
TO SET IT UP /TO MONITOR.
=================================
From India, Mumbai
HERE IS SOME USEFUL MATERIAL.
DISCUSS WITH YOUR BOSS,
REGARDS
LEO LINGHAM
=================================
Productivity is a measure of how efficiently an organization transforms its labor, capital, and raw materials into goods and services.
A measure of the amount of output per unit of input.
Productivity measurement
If we cannot measure performance, we cannot manage and improve it. But measuring performance, is far from easy. Despite this, we should measure what is measurable; if something is not measurable, we should try to make it so. Efficiency measures based on the output/input ratio can be supplemented with effectiveness measures in index form.
Basically, there are two main approaches to productivity measurement:
1.partial factor productivity measurement and
2.multifactor productivity measurement.
======================================
1.partial factor productivity measurement and
is a ratio of the output to one of the factor inputs, such as labor productivity or capital productivity. However, partial productivity measures are not comprehensive and, if used alone, can be misleading.
EXAMPLE.
A.SALES PRODUCTIVITY INDEX =
TOTAL SALES VALUE [ a year] / TOTAL AVERAGE NO. OF EMPLOYEES FOR THE YEAR
[this is to applied ''before'' and ''after'' the restructuring.]
before >>>$100 mill. / 100 employees= sales productivity index=1.00
after >>>$120mill. / 110 employees = sales productivity index =1.09
WHICH IS AN IMPROVEMENT.
==============================================
B.Labor Productivity index
labor productivity, which measures the output that an hour of labor produces. Often expressed as "output per hour" or "output per worker-hour," labor productivity tends to focus on manufacturing because manufacturing output is easier to quantify.
Measuring productivity at a manufacturing, for example, is fairly straightforward. It’s either,
a monetary measure — the total dollar value of produced in a given period of time divided by the total number of worker-hours needed to produce them.
LABOR PRODUCTIVITY INDEX =
TOTAL PRODUCTION VALUE [ a year] / TOTAL AVERAGE NO. OF EMPLOYEES FOR THE YEAR X 1840 hours.
[this is to applied ''before'' and ''after'' the restructuring.]
before >>>$70 mill. / 100 employees= labor productivity index=70 / 100x1840 = 380
after >>>$85mill. / 110 employees = labor productivity index = 85 / 110 x 1840 =420
WHICH IS AN IMPROVEMENT.
================================================== =======
THE SAME PROCEDURE CAN BE APPLIED TO THE PRODUCTION OF UNITS.
a physical measure — the total number of units produced in a given period of time ( a year) divided by the number of worker-hours needed to produce them,
================================================== ==========
2.multifactor productivity measurement.
Multifactor productivity measurement, on the other hand, considers output in relation to multifactor inputs. A good example is total factor productivity, which measures the synergy and efficiency of utilizing both labor and capital inputs.
Whereas labor productivity measures the output per unit of labor input, multifactor productivity looks at a combination of production inputs (or factors): labor, materials, and capital. In theory, it’s a more comprehensive measure than labor productivity, but it’s also more difficult to calculate.
Multifactor Productivity=Output/(KLEMS)
"Multifactor productivity growth is the rate of growth in output relative to the rate of growth of all production inputs. In equation 2, KLEMS represents all production inputs: K is capital services; L is labor services; E, energy; M, materials; and S refers to purchased services — business services, for example. It is a complicated index number — the idea is to get a measure of the change in output relative to the change in all of the inputs.
MULTIFACTOR PRODUCTIVITY INDEX =
PRODUCTION OUTPUT / [inputs of capital +labor +energy+purchase of services ]
================================================== ====
THE MULTIFACTOR PRODUCTIVITY INDEX IS THE BEST
BUT IT WOULD NEED THE HELP OF YOUR FINANCE MANAGER
TO SET IT UP /TO MONITOR.
=================================
From India, Mumbai
Dear Gina,
When you present a strategy kindly remember to bifurcate the same into long term and short term strategy.
When making a strategy kindly take into account the furture threats and oppurtunity, when taking about threat one needs to understand change that may occur due to international market, political change and also due to change in the current domestic market patterns
For understanding the same, one needs to understand how the domestic market has evolved in last 10years, and when and what where the major effects of Changes in the International marketing that effected the domestic market
One's you understand the same it would be ease for you to underdstand how and when there would be threats, and when you are able to assess the future threats, it would be ease for your company to come up with a appropriate counter measures to over come such threats
Kindly do not no make your strategy to narrow or to broad, and also make another strategy, just in case if at some stages the strategy that you are wishing to proceed with fails.
Thank You
Octavious
SORRY FOR THE DELAY OCCURED
From India, Mumbai
When you present a strategy kindly remember to bifurcate the same into long term and short term strategy.
When making a strategy kindly take into account the furture threats and oppurtunity, when taking about threat one needs to understand change that may occur due to international market, political change and also due to change in the current domestic market patterns
For understanding the same, one needs to understand how the domestic market has evolved in last 10years, and when and what where the major effects of Changes in the International marketing that effected the domestic market
One's you understand the same it would be ease for you to underdstand how and when there would be threats, and when you are able to assess the future threats, it would be ease for your company to come up with a appropriate counter measures to over come such threats
Kindly do not no make your strategy to narrow or to broad, and also make another strategy, just in case if at some stages the strategy that you are wishing to proceed with fails.
Thank You
Octavious
SORRY FOR THE DELAY OCCURED
From India, Mumbai
hi! i want to prepare a presentation on INTEGRATED STRATEGIC CHANGE 4 my lecture to b delivered in a universuty,i need a help of u guys pls do help me or guide me...........................
From Pakistan
From Pakistan
Gina's query, and her reply to the excellent rersponse from Leo Lingham and Octavious (which is their 'trade mark', they always give detailed answers, unlike me who gives links) clearly shows that she did not do a search of the information available on the web before posting the query.
For example, I found this Skills-based training and counseling self-efficacy. (Counselor Preparation). (01-DEC-02) Counselor Education and Supervision at
productivity measures - Google Search=
Best wishes
Simhan
From United Kingdom
For example, I found this Skills-based training and counseling self-efficacy. (Counselor Preparation). (01-DEC-02) Counselor Education and Supervision at
productivity measures - Google Search=
Best wishes
Simhan
From United Kingdom
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