Introduction

At the Marstan Group, we believe that there is no shortage of information on managing business. In fact, one of the problems is that there are millions of pages of information on the internet on the subject. What we aim to do is to make information available to you in a simple, practicable and digestible form. As you work through these guides, you will see the subject unfold before you, starting with this Introduction to Business Management, revealing the basics of each subject in the Simply Put! series before explaining each topic in our intermediate How to .... guides and taking you to the highest level of achievement through our virtual Master Classes.

Managing for success and profit

Any business, regardless of size, can do better if it is actively managed. The basic principles of business are relatively simple as we point out in our Simply Put! series of guides, which are referred to throughout this Introduction to Business Management. The key to keeping business simple is to realise that the myriad of tasks that you need to perform can all be grouped under one of the following 6 headings:

Strategy and business planning Administration and finance Marketing, sales and public relations Human resources Technical procedures and quality assurance Information and communications technology

These are the foundation stones to business and must all be carried out competently if your organisation is to be successful.

1. Strategy and business planning

All organisations should prepare a strategy and business plan at the outset. Successful organisations tend to re-visit their strategy and business plan annually. They also refer to them frequently and use them throughout the year as a prompt to take action and stay on course. It is important for every business to have a written strategy. The purpose of writing a strategy is that it exposes flaws in your thinking and helps to steer you away from expensive mistakes. Strategy Every organisation needs a statement on its overall objectives; to define its scope and the way it wants to do business.

New Organisations can start with a clean sheet of paper, learn from the mistakes of others and create a first class strategy. Established organisations have the more difficult task of ensuring that they do not become a slave to their strategy and thereby fail to adapt to changing circumstances. Successful organisations have the foresight and confidence to revisit their strategy on a regular basis and determine whether they need to adjust their course. The format of a strategy can vary dramatically, depending on the scale of the organisation, the complexity of its goods or services and personal preference. There are no hard and fast rules in the scoping of a business. Typically, the strategy might comprise the following:

Vision statement Mission statement Values statement Strategic objectives

Together, these documents summarise the wider context of why the organisation exists and the outcome that it seeks; the role that the organisation plays in delivering these outcomes and the strategic objectives which it has to deliver them. Note: There is no reason why Vision, Mission and Strategic Objectives cannot fit onto one side of A4 paper. Business plans If the strategy describes where the organisation wants to be and what it wants to achieve, the business plan should describe how it intends to get them, including the financial and organisational consequences. A business plan should be an action plan, not just a reference document. It should be referred to frequently and progress monitored.

2. Administration and finance

The importance of administration and finance is well known to successful organisations but underestimated by many. The facts are that good administrative and financial systems are vital to the smooth running and even the survival of an organisation. (It is a fact that more businesses go out of existence due to poor cash flow than due to poor profitability). To the less enlightened, administration contains all the thankless tasks. In reality, administration is an area where the skilled make a large impact on the organisation. The range of activities is very wide, including: 1. Premises

2. 3. 4. 5.

Housekeeping Purchasing Insurances Record keeping

Since the key task of administrative systems is to make the organisation run efficiently, it is important that information can be found. Each piece of data should fulfil the following criteria:

It should be of value It should be stored once only It should be used, wherever possible, for a variety of purposes It should be used in conjunction with other data to provide answers to questions or to help the organisation see trends and take action accordingly.

Administrative systems can become unwieldy over a period of time due to the wide range of matters which they deal with. It is appropriate to review them from time to time to look for opportunities to simplify them. The standard of financial systems varies considerably between organisations. There are three main purposes of financial systems: 1. To provide a very clear picture of the current financial position. 2. To provide a forecast of the likely financial picture in the short, medium and long-term future. 3. To direct management in taking action to improve the financial position of the organisation. Finance systems include: 1. 2. 3. 4. 5. 6. Balance sheets Profit and loss accounts Invoicing Debtor control Creditor control Cash flow Budgeting Banking

There are many proprietary systems for dealing with financial information, but in our experience, most organisations need to either devise a specialist area of its software or carry out a manual intervention to bring all of the financial information together in a meaningful way. Further Information For further information on business administration and finance, see:

3. Marketing, sales and public relations

These three companions are fundamental to the survival, development and success of most organisations, whether they are in the private, public or not-for-profit sectors. Marketing The Chartered Institute of Marketing defines marketing as: "The management process responsible for identifying, anticipating and satisfying customer requirements profitably" Effective marketing should influence and align with the strategy and business plan. It paves the way for the organisation as it is about positioning, co-ordinating and carrying out a mix of different activities consistently. (Even the public sector needs to market itself to its political masters if it is to survive.) Sales This is the process by which an organisation provides information to a potential customer to persuade them to buy goods or services. (This applies only to the private sector). Successful organisations are very professional in their sales techniques, which comprise of consultation and the provision of information, rather than aggression and pressure. Public relations This is the planned and sustained effort to establish and maintain goodwill and mutual understanding between the organisation and the outside world. It involves communication and improving the reputation of the organisation, through a wide range of processes that need planning and executing consistently. The majority of organisations have a number of different facets of the public to address. For example, a local authority may have to consider public relations for:

Local Constituents National Government Local Press National Press Contractors Suppliers

Further Information For further information on Marketing, Sales and Public Relations, see:

4. Human resources
Successful organisations do more than administer the terms and conditions of staff; they help to develop their people to fulfil their potential. Organisations vary considerably in size; some being run by owner/managers and others being international corporations with a professional in-house HR Department. However, the basic tenets of human resources are as follows: Policy and procedures Any organisation which employs people must have some policies and procedures, many of which are determined by law. Successful organisations tend to focus on values and they ensure that their systems are as simple as possible. They also ensure that they keep up with the rapidly changing employment laws. Payroll One of the most important functions of the HR department is the establishment and maintenance of a payroll system which pays people the right amount at the right time. Recruitment The way in which organisations recruit can have a profound impact on their level of success. Good practice involves a clear policy, detailed planning, good communication with candidates, thorough testing to effectively match the competencies, experience and attitude of candidates with the culture and needs of your organisation. Development and training Managing staff training and development results in improved performance, cost efficiency and higher morale. It also creates a better place to work. Health & Safety Nothing is more important to an organisation than the health and safety of its people. Health & safety requires close attention to the following: 1. 2. 3. 4. 5. Policy Attitude Vigilance Monitoring Regular review

6. Integration with day to day operational procedures Further Information For further information on Human Resources, see:

5. Business Processes and Quality Management.

Every organisation needs written procedures which define how business is conducted day to day. They should be designed to provide clear guidance to people working in the organisation to avoid errors, improve efficiency and set standards. The most important role of technical procedures and manuals is to produce consistency, even when new people come into the organisation. Successful organisations review their procedures regularly and consult their people in order to make incremental improvements, saving time and money. They achieve this by observing what works well in-house or for their peers and competitors in order that they gain insight into the changes that would deliver results. Often, they will commission a full benchmarking study in order that they can accurately measure where they stand in terms of results. The terminology for these documents is varied; technical procedures; process manuals; quality assurance manuals; best practice procedures and many more. The title does not matter; what is important is that procedures are fully documented and made available in a readily available form, whether it be paper manuals or online. Further Information For further information on Technical Procedures and Quality Management, see:

6. Information and communications technology

ICT is vital to the success of an organisation as more information and services are dependent on the ability to deliver them through ever-changing computer and telephone equipment. The key to the success of ICT is to ensure that it is aligned with your business objectives, rather than being seen as a stand alone series of systems and equipment. The four cornerstones of effective ICT are: 1. ICT Strategy It is important to set out the details of what the organisation requires to operate effectively. This is similar to setting out the strategy and business plan for the organisation as a whole; indeed, it is important that the ICT strategy is aligned with the overall strategy. The question to ask is how does this component of the ICT system contribute to achieving our objectives?

2. Software It is important to give people the right tool to do the job. A proper analysis of core business requirements leads to the procurement of the right software, which provides a return on their investment. Successful organisations tend to buy the best software that they can and appreciate the fact that if they are asking their staff to deliver a quality service under pressure, it is better to remove the inefficiencies and de-motivation caused by outdated software. 3. Infrastructure First class ICT infrastructure is essential to prove a reliable and rapid service to all ICT systems. 4. Training and support If an organisation invests a substantial amount of money in ICT systems, it is equally important to ensure that it is used effectively and efficiently by providing training and support to Users.

The business environment has changed. High speed and unrestricted connectivity has flattened the business landscape, stoking competition to unprecedented levels. No business, no profession now has the luxury of space and time to ponder, procrastinate their next moves. To stay competitive, the battle-order for companies today is to be flexible, nimble and be organic in their set-up. Companies, and even civil services, prefer to hire expertise on contractual or project basis to be flexible to respond quickly to changing market conditions. Iron rice bowl employment has vanished. Independents are the new generation employees. Regardless of what your professional expertise is, to be a successful independent you need to be schooled in business. Those who are able to integrate their specialist skills with good business skills are in hot demand across the world. Doctors are going back to school to get a good business education to run their clinics profitably! Universities today require engineers to pick up management skills. Even authors and artists need business education to know how promote and market their works. There is hardly a discipline today that does not include business studies in their curriculum.

Many would claim that the school of hard knocks is the best business education one can receive. No doubt getting knocked around is a good experiential learning process. The handson, practical lessons have their merits. But the headlong rush of business competition means we no longer have the luxury of long learning curves and learning through failures. To succeed in this business environment is akin to succeeding in a battlefield. We need to be schooled in the various strategies and complexities of doing battle. Good, solid business education shortens our learning curves and prepares us to meet the challenges of the competitive business battlefields in a systematic and confident manner.

Affirmative action refers to policies that take factors including "race, color, religion, gender, sexual orientation, or national origin"[1] into consideration in order to benefit an underrepresented group "in areas of employment, education, and business",[2] usually justified as countering the effects of a history of discrimination. Affirmative action is intended to promote equal opportunity. It is often instituted in government and educational settings to ensure that minority groups within a society are included in all programs. The justification for affirmative action is that it helps to compensate for past discrimination, persecution or exploitation by the ruling class of a culture,[4] and to address existing discrimination.[5] The implementation of affirmative action, especially in the United States, is considered by its proponents to be justified by disparate impact.

Social responsibility is an ethical ideology or theory that an entity, be it an organization or individual, has an obligation to act to benefit society at large. Social responsibility is a duty every individual or organization has to perform so as to maintain a balance between the economy and the ecosystem. A trade-off always exists between economic development, in the material sense, and the welfare of the society and environment. Social responsibility means sustaining the equilibrium between the two. It pertains not only to business organizations but also to everyone whose any action impacts the environment.[1] This responsibility can be passive, by avoiding engaging in socially harmful acts, or active, by performing activities that directly advance social goals. Businesses can use ethical decision making to secure their businesses by making decisions that allow for government agencies to minimize their involvement with the corporation. (Kaliski, 2001) For instance if a company is and follows the United States Environmental Protection Agency (EPA) guidelines for emissions on dangerous pollutants and even goes an extra step to get involved in the community and address those concerns that the public might have; they would be less likely to have the EPA investigate them for environmental concerns.[2] A significant element of current thinking about privacy, however, stresses "self-regulation" rather than market or government mechanisms for protecting personal information (Swire, 1997) According to some experts, most rules and regulations are formed due to public outcry, which

threatens profit maximization and therefore the well-being of the shareholder, and that if there is not outcry there often will be limited regulation.[3] Critics argue that Corporate social responsibility (CSR) distracts from the fundamental economic role of businesses; others argue that it is nothing more than superficial window-dressing; others argue that it is an attempt to pre-empt the role of governments as a watchdog over powerful Tricorp corporations though there is no systematic evidence to support these criticisms. A significant number of studies have shown no negative influence on shareholder results from CSR but rather, a slightly positive correlation with improved shareholder returns.[4]

REFERENCES
Carpenter, M., Bauer, T. & Eiderdown, B. (2010). Principles of Management v1.1. Arlington, NY: Flat World Knowledge.p.3.

Consumerism is a social and economic order that encourages the purchase of goods and services in ever-greater amounts. The term is often associated with criticisms of consumption starting with Thorstein Veblen. Veblen's subject of examination, the newly emergent middle class arising at the turn of the twentieth century, comes to full fruition by the end of the twentieth century through the process of globalization.[1] Sometimes, the term "consumerism" is also used to refer to the consumerists movement, consumer protection or consumer activism, which seeks to protect and inform consumers by requiring such practices as honest packaging and advertising, product guarantees, and improved safety standards. In this sense it is a movement or a set of policies aimed at regulating the products, services, methods, and standards of manufacturers, sellers, and advertisers in the interests of the buyer.[2] In economics, consumerism refers to economic policies placing emphasis on consumption. In an abstract sense, it is the belief that the free choice of consumers should dictate the economic structure of a society (cf. Producerism, especially in the British sense of the term).[3] The term "consumerism" was first used in 1915 to refer to "advocacy of the rights and interests of consumers" (Oxford English Dictionary) but in this article the term "consumerism" refers to the sense first used in 1960, "emphasis on or preoccupation with the acquisition of consumer goods" (Oxford English Dictionary).