1. What were the reasons for the sinking of the vessels? Answer The sinking of a ship is an unpredictable and undesirable incident. No matter how many precautions are taken, a ship can sink without any prior intimidation or signs. What are these signs, and why are they so difficult to trace in the first place? What are the reasons for the sinking of a ship? Rough Weather, Storms and Rogue Waves A famous saying is “No ship can fight Mother Nature. ” In fact, Mother Nature has been the reason behind the sinking of maximum number of ships in the past.
Monstrous waves, rough weather, and rouge waves are a few of the faces of Nature that can sink any kind and type of ship in the world. Rough weather and monstrous waves have been the reason behind sinking of many large ships. Waves as high as a 10-15 story building have gulped many massive ships, forcing them to the bottom of the sea. Heavy storms and hurricanes have also been a major cause for the sinking of ships in the past. Rogue waves, the freakish waves that attack a ship from the side and turn it over without any prior intimidation, have also been a reason behind many unfortunate ship disasters. Equipment Breakdown
Nothing is worse than the breakdown of any machinery on ship, especially in a critical situation. Equipment breakdown in busy routes, canals, or near the ports can lead to collision or grounding. Many accidents, including the sinking of ships, have taken place because of this reason in the past. Machines that have often failed during critical processes such as maneuvering or berthing includes main engine, generators, steering gear, rudder, propeller, and bow thrusters. Breakdown of at least one of this machinery can create havoc in the ship’s operation. Machinery breakdown is often termed as an outcome of poor maintenance.
Inefficient Personnel It is said that any kind of accident, major or minor, that takes place on a ship, is an outcome of a human error in some or the other form. Inefficient or careless crew is the worst liability a ship can have onboard. Many professionals don’t pay enough attention to proper maintenance and are negligent when it comes to routine checks. They attend machines with least required amount of safety and do not keep the surroundings in shipshape condition. Many professionals are even known to avoid machinery observation during daily routine rounds and thus increase the risk of accidents.
Even on the deck side, professionals are seen ignoring weather forecasts, warnings, and other important signals. Extremely dangerous habits as they are, neglect and inattention have been the reason for the sinking of several ships in the past Flooding Any ship that sinks gets flooded first, and then sinks. However, flooding can also happen due to several reasons. Most of the cases of ship flooding have occurred because of hull damage, which had lead to creation of cracks in the ship’s hull, allowing water to seep inside the ship.
Other reasons for flooding are valve failure, damage due to grounding or collision, bursting of pipelines, etc. Flooding can also take place during bad weather and as a result of monstrous waves. 2. How could they reorganize the businesses? Answer There was significant damage to the vessels and the residue was considered scrap. The cost of scrap of the vessels was nominal. As their working capital was scarce, and they were unable to invest more capital, they were in a dilemma whether to continue the business or not. CASE II MNC CORPORATION 1. Why did the communication problem arise? Answer EXECUTIVE SUMMARY
This Executive Summary highlights the key findings and recommendations that will help the Towards MNC Corp prevent those communication problems from reoccurring in the future. The overall objective of this project – Overcome the Communication Problems is to formulate an appropriate instruction and arrangement for the company and the staff to overcome the communication problems and reduce misunderstanding occurring. An effective communication is important to business management which enables the Towards MNC Corp to: ? build up a mutual trust between company and the staff, higher morale and work efficiency build up a good and stable company-customer relationship, higher reputation ? achieve the company’s goal First we will present the finding and discussion that completed from the survey results with the staff and the customers in the Towards MNC Corp. We will then present some recommendations that overcome the communication problems in following section. INTRODUCTION Communication is a process for transferring message from a sender to a receiver. Effective communication is an important issue in business world because it will benefit for building up a good and stable company-staff and staff-customer relationship.
Therefore, in order to avail a business management under highly morale and mutual trust. However, poor communication can be a disaster in the company because mistake in communication can affect a company operation. Poor communication may occurred when (1) employee unclear about the company’s goal, (2) company reject employee’s opinion unreasonably, lastly (3) employee lack of communication skills. To make sure that could find out some objective and get different points this case. My view to suggest to conducted surveys and questionnaires with MNC staffs and identified three principal objectives to discuss after completed the surveys: 1) what causes to make poor communication problems, (2) analysis how these problems have appeared, and (3) suggest some solutions to prevent these problems. Almost all conflicts involve communication problems, as both a cause and an effect. Misunderstandings, resulting from poor communication, can easily cause a conflict or make it worse. Further, once a conflict has started, communication problems often develop because people in conflict do not communicate with each other as frequently, as openly, and as accurately as they do when relationships are not strained.
Thus communication is central to most conflict situations. Communication involves at least two parties–the speaker and the listener. Sometimes there are third parties: in-between people who carry messages from one person to another, or the media, for example, which has such transmission of information as its primary goal. Problems can develop at all three of these sources. Speakers often are not clear themselves about what they mean, which almost assures that what they say will be unclear as well. Even when people know what they mean, they often do not say it as clearly as they should.
They may hide their true feelings or ideas intentionally or unintentionally. Either way, people often get confused about other people’s messages. This is especially common when people from different cultures try to communicate. Even if their languages are the same, culture acts like a lens through which we see and interpret the world. If their cultures are different, it is easy for the same statement to mean one thing to one person and something different to someone else. Thus intercultural communication is especially prone to errors. Listeners also are sources of communication problems.
People often fail to listen carefully. They may assume they know what the other person is saying or will say (because they have heard it before, or they assume that one person is “just like” another person from the same group). Also, when people are in conflict, they often concentrate more on what they are going to say in response to their opponent’s statement, rather than listening to their opponents’ words with full attention. The result, again, is misunderstandings, and often unnecessary escalation of a conflict. Third parties can make communication better, or they can make it worse.
Skilled third parties can help speakers clarify what they are saying, and they can help listeners hear what is really meant. They can act as go-betweens, carrying messages between people who cannot or will not meet face-to-face. Unskilled third parties or third parties with a different agenda can make matters worse. The media’s goal, for example, is often not helping people understand each other better, but rather, presenting the story to meet the media’s own goals which may be to inflame the readers’ anger in order to sell more newspapers, or to support the publisher’s or government’s own interests and views. What do you suggest to prevent the communication problem? Answer When you are working in a design company, you have to deal with your co-workers and bosses so that things would be fine and in order. But there are instances when some problems arises which causes conflict in the workplace. There are times when a communication problem in the workplace takes place due to little misunderstandings and misinterpretations. This is due to the fact that each and every one of us is different and has different view on things.
Also, problems might occur due to a very stressful environment at work. But you can overcome communication problem in the workplace. There are different nature and consequences for every communication problem. But whatever that is, you have to find a way to get away from it for it can only cause workplace strife and interpersonal difficulties. This can even affect your projects and designs and you might no longer be efficient and effectives as a designer. Hence, here are some tips on how you can overcome communication problem in the workplace. 1. Speak to them
If you think that there are problems with a certain co-worker, talk to that person. This way, you will be able to determine the root of the gap of communication. It is always important to hear the voices of every person. That is why, conducting regular meetings is vital in order give each one a chance to open up their ideas and thoughts. 2. Let them speak and you listen. If you want things to be good, then, you have to listen to that person. Do not speak while he is speaking. Aside from looking for ways to convey information, there should also be ways to let them express their own thoughts.
You should pay heed to what other people will say and respond to them in a respectful manner. This can make things a lot easier for everyone knowing that each one has the chance to talk and be listened to. It is always vital for you to learn how to listen. 3. Have a mediator. If you think that the problem cannot be settled if you are the only ones working on it, you might consider a mediator. If the other party does not listen to your words and might even make up stories which worsen the situation, then call someone to help you both understand the situation. This could be a great help. . Do not make it too personal. When you are faced with a conflict in the workplace due to misunderstanding, do not treat in a manner that you will ruin not just your work relationship but yourself as well. Look at it as a problem between the persons involved and the situation, not as a problem between you and the other person. Bear in mind that both of you are just victims of misunderstanding. Settle it in a good way and do not take things personally. 5. Be open-minded. When you are open-minded, you have the ability to look at things in a wider perspective.
This makes things a lot easier for you. You can see angles that other people are not able to see. This way, you will realize that what is happening is not really a big problem. Communication problems can be solved by good communication. When you have good communication, you need an open mind so that you will be able to listen to other people’s thoughts. 6. Be specific in your words. A good way to get rid of communication problems is by saying things in a clear and specific manner. When you say something, do not allow any misinterpretations by making it direct and understandable.
Do not leave messages that have double meanings. Make sure that you will say exactly what you want to say. Also, do not generalize things. Just be specific with what you are trying to tell someone. This can greatly contribute to easy communication. 7. Do not generalize. When you are voicing out complaints or speaking about your thoughts, make sure that you are only pointing towards a specific conflict. Also, do not involve other people to it and do not pinpoint other aspects of a person’s character. Despite one misunderstanding, you still have to keep a good relationship with co-workers.
So, deal with it in a good manner without making matters big. 8. Do not be involved in other’s problems. If you have co-workers who are having problems, let them deal with it. You do not have to join them. If you are not directly involved to it, then keep quiet. Also, do not talk about it with other co-workers. Just leave them alone and let them settle the problem themselves. 9. Have proper place and time for confrontation. If you want to discuss a problem with your co-worker, set a time and place to do that. Do not confront that person while he or she is still working in the office.
That would be inapt and unprofessional. Do not discuss in front of many people who are not part of the problem. This will only cause gossip in the office. 10. Communicate regularly. Due to the advancement of technology, it leads to the fast processes of things. People become even busier with work because of this. But it doesn’t mean that you will stop communicating with each other in the workplace. Some design companies made it a point that they find a manner of communication for each one of them. They do this by using some applications for chatting online while in the office.
This is very convenient for it is time and energy saving. One doesn’t have to go to the other’s working are just to speak with him. Regular meetings are also held so that each one is given the chance to share their ideas. It’s Your Turn Now Communication problem in the workplace can actually be easily settled only if both parties are willing to fix it. Also, you should think first before you start speaking in order to do away with hurting words that will make matter worse. How about you? Have you encountered a communication problem in your workplace?
How did you deal with it? Would you like to share it to us? CASE IV SHAHID FABRICS 1. What information should Mr. Lateef develop to evaluate foreign markets? Answer In today’s global marketplace, a company does not need to reach a certain size in order to start thinking about selling its products overseas. “Companies of all sizes are finding export opportunities, and many more have the potential to do so,” deputy assistant secretary for international operations with the U. S. & Foreign Commercial Service in the Department of Commerce’s International Trade Administration. If you can do business in the United States, one of the world’s most open and competitive markets. But to be successful at it will take considerable time and effort, and a long-term commitment. Fortunately, there are plenty of resources already out there for companies to tap. The Department of Commerce, for example, has about 100 U. S. Export Assistance Centers nationwide staffed with experts to help guide companies to the right country. These domestic offices are supported by a network of international field offices located in 70 different countries.
In addition to the federal government, state governments, community colleges, even municipalities also have export offices and resource centers. Tapping some of these resources is step No. 1 for any company looking to expand overseas. Much of this initial research can be done online. For example, the Department of Commerce’s website has a wealth of information for prospective U. S. exporters, including market research, company and industry guides, export guides, rules and regulations and other information for each of the 70 different countries where it has offices.
After doing some initial research, the next step is to talk to a professional, Either at one of the Commerce Department’s 100 domestic export offices, or other state or municipality export resource centers. These advisers can help you develop an export strategy, specific to your industry, company and product. Be realistic in your strategy. Select only one or two countries to start. Be flexible in your goals. A foreign market that offers great opportunities for one industry may not be a good fit for another industry. Likewise, an emerging market that offers growth opportunities for an experienced exporter may be too risky for a new exporter.
China, for example, is a huge market, but has many barriers to entry for outside firms. If there’s a commercial dispute, and companies should anticipate that there will be, you want to be in a place where the dispute can be taken to a court where you can expect a timely and objective resolution, companies in areas of international trade, tax and human resources issues. “It’s not about winning. It’s about having confidence you have recourse if somebody tries to cheat them. After Mr. Lateef has selected a handful of possible foreign markets, the next step is to speak to experts in each one.
These on-the-ground experts can answer specific questions about each potential market. Once again, the Commerce Department is a good resource with offices in 70 different countries. Our overseas offices can provide you more in-depth information to help you further decide if that country is right for Mr. Lateef. The Commerce Department’s overseas offices can also do an international partner search for their company, creating a list of potential partners and distributors, their backgrounds, level of interest and other information.
Once they have a list of partners, Commerce’s overseas offices can facilitate face-to-face meetings and appointments. Consolidate these appointments. International travel is expensive. Line up all your appointments for one trip. If possible, coordinate your trip to coincide with a major trade show. Trade shows can be great venues to do market research and make contacts. 2. Where should he look for this information? Answer There is no shortage of country information on which to base entry decisions. The problem, from a marketing management perspective, is that it is the wrong sort of information.
Specifically, there is a wealth of country-level economic and demographic data available from sources including governments, multinational institutions such as the United Nations or the World Bank, and consulting firms specializing in economic intelligence or risk assessment. These sources of data are valuable from an investment perspective, but they reveal little about the prospects for selling products or services at the operational level of the store or the sales representative. Yet, for two reasons, this information is frequently used for market assessment.
First, this country-market data is readily available, whereas product-market information is often difficult or sometimes impossible to obtain.  In circumstances in which some product-market research data is available, often from research organizations that publish market-sizing studies, it is utilized as second-priority information because the multinational intends to alter radically the size and structure of the market. This is connected with the second factor behind this pattern of overestimation of market attractiveness, namely that market entry decisions tend to be taken from an nvestment perspective by senior executives principally concerned with risk minimization. This information is certainly relevant, but it is incomplete: macroeconomic and national demographic data are often a poor predictor of market opportunity, as the mistakes of the 1990s demonstrate.
Country-market describes the situation when a “market” is defined by national boundaries (e. g. , “the French market”), whereas product-market refers to a market defined by products (e. g. , “the cosmetics market”). As used in this book, a product-market is a sub-set of a country-market (i. e. product-markets exist within country-markets). The U. S. -based firm Mary Kay Cosmetics (MKC) serves as an illustrative example of this distinction, and it will be used later in this chapter to reinforce the approach described. MKC is a direct marketing company, going to market via a force of independent “beauty consultants” who buy and resell cosmetics and toiletries to contacts either individually or at social gatherings (the “party plan” distribution channel). When considering market entries in Asia, the company arrived at a final decision between Japan and the People’s Republic of China (PRC). 11] By the standards of most country-level data, Japan was by far the most attractive: it boasted the highest per capita spend of any country in the world on cosmetics and toiletries, it had high disposable income levels, it already hosted a thriving direct marketing industry, and it had a high proportion of women who did not participate in the workforce. As MKC learned after participating in both markets, however, the market opportunity was far greater in PRC, principally because Chinese women were far more motivated to boost their income by becoming beauty consultants than were their Japanese counterparts.
The entrepreneurial opportunity represented by what MKC describes as “the career” (i. e. , becoming a beauty consultant) was a far better predictor of how many sales could be made than high-level data on incomes and expenditures. In fact, MKC has come to employ a business-specific indicator of market potential within its market assessment framework: the average wage for a female secretary in a country, which can then help the firm estimate the size of the opportunity provided to the average working woman by a career as a beauty consultant.
It is, of course, valuable for inter-country comparisons to be made in terms of GDP, population, regulatory requirements, tariffs, industry size and concentration, and all the other high-level data available. Approaches using this type of information are well established, and they are amply described in other publications.  This chapter will focus on digging deeper into marketing-oriented assessments of likely market size and growth prospects. The following simple framework (Figure 2-1) is designed to help international marketing executives ask the right questions when assessing alternative markets. . Develop a framework to help Mr. Lateef identify his best potential foreign markets. Answer This framework is based upon analysis at the level of the product-market rather than the country-market, assuming that the dynamics of different industries are at least as different as the characteristics of different countries. In other words, a country that is attractive to one company might be unattractive to another firm because each requires different conditions in order for its business model to thrive.
While country analysis might still be useful as a first screen in a hierarchical assessment process (to be followed by more detailed product-market level analysis), it is only at this more local product-specific level that accurate assessment can be realistically attempted. This is a fundamentally different method of market assessment from the prevailing country-level analysis, which is usually based upon macroeconomic or national demographic data. It is based upon two product-market-level concepts: Marketing-Model Drivers
Different product-markets require different levers for the business to grow, a fact that is self-evidently true to anybody involved in marketing at the operational level. Some markets are brand-sensitive, while others will not grow without intensive distribution or a cadre of technically qualified salespeople. In the example already described, it is a significant insight for Mary Kay to identify that the entrepreneurial opportunity of becoming a beauty consultant is the real driver of its business rather than the overall level of expenditure on toiletries and cosmetics. Enabling Conditions
The second core concept is that of enabling conditions—the structural characteristics of the market that are necessary for the marketing model to operate effectively. Only if the enabling conditions are in place will a firm be able to realize its potential. For example, consider a market that is driven by a large number of impulse purchases (such as toys, soft drinks, or ice cream). For marketing to be effective in such product categories, the product has to be available at the moment of impulse, and so an intensive and well-developed distribution system is a prerequisite or an enabling condition.
In fact, the lack of such a distribution system is usually identified as the major barrier to market growth in many of the large emerging markets such as China or Russia. Cost of Entry vs. Cost of Waiting Finally, the cost side of the business equation should be analyzed and weighed against the demand figures already calculated. This has two aspects. First, a company should have a clear idea of the economic costs of participating in the market. This will include questions such as whether local production and/or assembly are required, how many local employees will be required, tariff requirements, and so on.
This is another area in which there will be significant differences between product-markets, depending, among other things, upon the bulk-to-value ratio of the products being sold—a lightweight and/or small product, such as a branded pen or an electronic component, incurs far lower transportation costs to import than a high bulk-to-value product such as a disposal bin, which makes the projected income statement for the first few years in the market look more attractive. To illustrate this approach, consider the hypothetical case of two U. S. -based multinationals considering entry into Vietnam after the U.
S. trade embargo was lifted by President Clinton in 1994.  “Chemical Corporation”; is a specialty chemical company, focusing predominantly on industrial adhesives for use in a wide range of manufacturing applications. “Sports Corporation” markets sportswear and sports-oriented fashion in the footwear and apparel categories, which it traditionally markets through sports-celebrity endorsements. Both companies are global leaders in their industries, and both demand price premiums for their high-quality products . The key driver of Chemical Corporation’s marketing model is its sales force.
The challenge that members of the sales force face is to convince their key prospective buyers, who are probably engineers, of the value of using chemical fastenings (i. e. , adhesives) rather than mechanical fastenings (e. g. , nuts and bolts). This is a relatively technical selling challenge, and it requires a professional level of cost/benefit analysis by the customer as well as the salesperson. The enabling condition for Chemical to consider a market attractive, therefore, is the presence of a number of sophisticated manufacturing client companies and the availability of an engineering-trained sales force.
Sports Corporation operates an entirely different model. Its products are aspirational—meaning that the consumer pays the premium not only for product quality, but also for identification with the high-achievement and high-fashion world of the sports stars who endorse it. For such a model to work effectively, therefore, the target market must have a well-developed sports industry, including intensive sports media, and it must also offer opportunities for event sponsorship.
In addition, Sports will require a retail sector well developed enough to allow it to control distribution and merchandising, an important factor in maintaining the premium image of image-oriented brands. The situation facing Sports Corporation is quite different on both counts. First, the enabling conditions are largely absent: whereas a cluster of manufacturing firms can establish their operations within a year or two of a market being opened, it takes several years or even decades for a previously communist society to adopt a western-style affinity for sports and for the attendant media, events, and retail sectors to develop.
In addition, the income levels necessary to afford the premium prices of Sports Corporation’s products will also take decades to spread to a critical mass of the population. In fact, the strongest attraction of Vietnam to Sports may be as a manufacturing base for re exporting rather than as a revenue-generating market. Whereas there is latent demand for Chemical’s products in Vietnam, Sports faces a market in which neither latent demand nor enabling conditions are present, given its marketing model.
This method of analyzing markets can be characterized as “bottom-up” rather than “top-down,” as it is based upon product-market data that is then scaled up into a forecast of market feasibility rather than starting from high-level country data and attempting to dig down to product-market forecasts. This approach will also be used to illustrate the forecasting of market size. Firstly, however, it is important to consider the type of data required for such an approach. CASE V WESTWARD EXPORTS LTD. 1.
What alternatives are available to Mr Abdul? Answer Westward Exports was a private garment export company established in the year 1971, a family run business, all four established in the year 1971, a family run business, all four directors being brothers. Directors being brothers. Over the past 14 years the exports of company had grown Over the past 14 years the exports of company had grown from Rs. 0. 71 million (1972) to Rs. 59. 76 million (1984). from Rs. 0. 71 million (1972) to Rs. 59. 76 million (1984).
Company owned no manufacturing facility of any kind, it Company owned no manufacturing facility of any kind, it purchased cloth from six different textile mills and had the purchased cloth from six different textile mills and had the cloth dyed and printed and then passed on to 138 switching cloth dyed and printed and then passed on to 138 switchingsubcontractors. subcontractors. The company was expanding the product line and by the company was expanding the product line and by the year 1983 it was exporting about one million garments in year 1983 it was exporting about one million garments in over 100 basic designs. ver 100 basic designs. Since the company got things done through subcontractors the managerial control of the operations became quite the managerial control of the operations became quite challenging. The directors felt the heat of the changing situation and the directors felt the heat of the changing situation and decided to hire some professional assistance to bring more decided to hire some professional assistance to bring more control over the operations. Control over the operations. As a result Mr. Mahmood who had about 15 years of As a result Mr.
Mahmood who had about 15 years of marketing and sales experience was hired in the year 1983marketing and sales experience was hired in the year 1983to be the general manager. To be the general manager. Mr. Mahmood determined that if company was to remain. Mahmood determined that if company was to remaining the business it must eliminate haphazardness in its in the business it must eliminate haphazardness in its operations like no proper costing, no scheduling, no status operations like no proper costing, no scheduling, no status reports and no follow up charts etc. reports and no follow up charts etc.
However when Mahmood started to implement some new systems and procedures, but Mr. Saleem who joined the systems and procedures, but Mr. Saleem who joined the company in the year 1973 the senior most supervisor of the company in the year 1973 the senior most supervisor of the entire manufacturing process refused to go along with him. Entire manufacturing process refused to go along with him. Mr. Saleem views were like all these luxuries are alright for Mr. Saleem views were like all these luxuries are alright for big companies but not for companies like us. Big companies but not for companies like us.
But Mahmood was confident that company did need a But Mahmood was confident that company did need a change as soon as possible and he would not be able to do change as soon as possible and he would not be able to do the job unless he could overcome Saleem’s reluctance to the job unless he could overcome Saleem’s reluctance to accommodate his new systems. Accommodate his new systems. YES–Westward Exports needs change Mr. Mahmood concluded that the company was all so Mr. Mahmood concluded that the company was all so nebulous – not clear in operation. Nebulous – not clear in operation.
A proper system to cure the lack of control is required. A proper system to cure the lack of control is required. Hence change is important. 2. Other than purchasing higher technology machinery, in what ways might Mr Abdul increase the effectiveness and efficiency of the dyeing and stitching operations? Answer EFFECTS OF CHANGE A proper system of control can bring proper costing; A proper system of control can bring proper costing, schedules, balance sheets and follow-up charts. Schedules, balance sheets and follow-up charts. Improves business and managerial challenges can be met.
Improves business and managerial challenges can be met. Company can overcome any problems easily in the long run Company can overcome any problems easily in the long run with better control. With better control. It will be capable to withstand the tough competition in theIt will be capable to withstand the tough competition in the export industry. Export industry. Mr. Manhood’s Mistake Mr. Mahmood failed to convince the importance of the new Mr. Mahmood failed to convince the importance of the new system and started implementing them directly. System and started implementing them directly.
Should have gained the trust of Mr. Saleem since he is the Should have gained the trust of Mr. Saleem since he is the senior supervisor and close to the directors. Senior supervisor and close to the directors. Lack of self- confidence and doubtfulness in his experience. Lack of self- confidence and doubtfulness in his experience. Should not bring drastic change, it won’t be a adoptable by Should not bring drastic change, it won’t be a adoptable by the employee, he has to take a step by step changes to the employee, he has to take a step by step changes to implement management information system.
Implement management information system. Handling the current situation Since Mr. Mahmood has been facing opposition from Since Mr. Mahmood has been facing opposition from Mr. Saleem for implementing his new systems so he should first Saleem for implementing his new systems so he should first explain the importance of the new system and advantages explain the importance of the new system and advantages of having such system in the company. of having such system in the company. Mr.
Mahmood should try to convince Mr. Saleem saying Mr. Mahmood should try to convince Mr. Saleem saying that thought he is capable enough of handling the company that thought he is capable enough of handling the company without any specific system, but on a long run prospective without any specific system, but on a long run prospective there is a necessary for a particular system which company there is a necessary for a particular system which company needs to follow to remain in business.
Needs to follow to remain in business. Hence there forth without any specific system company cannot depend on an individual for a long time as heshe cannot depend on an individual for a long time as heshe will leave the company after retirement. Will leave the company after retirement. SALEEM’S NOT FOR US THOUGHT CONTROLLING MEASURES and INFORMATIONCONTROLLING MEASURES and INFORMATIONGATHERING (or) GIVING is independent of size of the GATHERING (or) GIVING is independent of size of thecompany. ompany. Small companies also need all these aspect as much Small companies also need all these aspect as much as big companies. as big companies. Coordination with employee and the subcontractor’s is Coordination with employee and the subcontractors is the main key to improve the company. the main key to improve the company. Clerical work to employee is not a burden, its inevitable Clerical work to employee is not a burden, its inevitable one.
If there is a problem in the company- physically means If there is a problem in the company- physically means we have to see the blue print of the company, we have to see the blue print of the company, managerial means we have to see the follow up chat, if managerial means we have to see the follow up chat, if both are not available, think out the problem arise. Both are not available, think out the problem arise.