You can use the external and internal analysis in marketing and carry out analysis at both micro and macro levels. You will investigate on the key roles and responsibilities of the marketing function and its linkage with the other functional departments of the organization. You would also focus on the additional elements of marketing mix. This would further lead you to apply the marketing mix to the marketing planning process to achieve business objectives Task 1 At the initial stage, your boss has assigned you a task to produce a detailed report and explain the key roles and responsibilities of the marketing function.
While all businesses need sales and administration skills, for some production will be critical, while in others buying ability will be more important.
A review of your business should identify skills that are important to it and those skills that your current staff, including yourself, already possess.
Do these need developing with formal training or monitoring? Some types of expertise might only be needed from time to time and it may be better to outsource as required, e.
Another option might be to use outside directors or non-executive directors, who can bring substantial commercial knowledge and experience on board. One of your key tasks is to ensure that all roles and responsibilities are clear and that good communications structures are in place in both formal management meetings, briefings, progress reports and informal team building sessions, general feedback areas.
Building the team You might like to consider the following stages in developing your management team: Measure your performance in the market against your competitors.
Analyse any strengths, weaknesses, opportunities or threats - commonly Analyse and evaluate your roles responsibilities as a SWOT analysis - to identify what gaps there are between where the business is and where you would like it to go.
Analyse what skills the business requires and consider what strengths and weaknesses you offer personally. Learn the skills, potential and ambitions of your existing staff and consider less-defined skills such as leadership qualities. Analyse the fit of existing skills to business requirements and establish priorities for the acquisition of missing skills.
Establish where staff development could fill skills needs and consider reallocation of responsibilities to create a genuine team, rather than a group of individual managers. Re-examine any skills gaps.
Look to permanent staff recruitment - where possible it is best to plan ahead by recruiting for future positions and anticipating any prospective skills gaps. Training and development of managers In developing a management team it is important to recognise that most people will need some help and training to be able to fulfil the new roles required of them - especially if they are being promoted from within an organisation.
Formal training may be appropriate to increase their specialist knowledge, but the main support will probably be to help them grow into their new management role with confidence.
There is a wide range of training options now available, including formal courses run externally or in-house. Internal, less formal training sessions can also prove useful, and individuals might benefit from on-the-job training, distance learning, or part-time college courses.
In addition to defined skills training, some thought should be given to developing team spirit and training managers in diversity and flexibility. Team-building exercises can play an important part in helping the management team to better understand and communicate with each other.
Professional performance measurement Development of a management team is an ongoing process. Performance feedback should identify skill gaps, leading to training and future improvement. As you delegate management responsibility and become more removed from the day-to-day feel of the organisation, you will need to have in place good systems to be able to monitor performance.
A suitable balance has to be achieved. You need sufficient feedback from managers to appreciate the overall position of the business, but you also have to allow them the freedom to be able to manage their designated areas.
Performance assessment can usually be divided into two parts - measurement and evaluation. Performance measurement concentrates on key performance indicators KPIsobjective factors that can be clearly identified and measured, such as: Monitoring them should form part of a regular reporting system, perhaps in written monthly reports.
This should not replace more informal and subjective feedback - for example, at weekly progress meetings - to help keep you in touch. Take care to ensure that the team is not over-managed during this process. Management experts are always considering ways of being able to quantify the less tangible factors of management performance.
An example of such a tool is the balanced scorecard method. The balanced scorecard method is a management tool that allows businesses to define their aims and put them into action. It then provides feedback that enables them to implement a program of continuous improvement. Personal performance evaluation and rewards In addition to measuring objective factors using key performance indicators, all managers should be part of a formal appraisal system to evaluate personal development.
A good appraisal system can be extremely useful in identifying support needs, and is also one of the best ways of judging performance, particularly in performance areas that are not so easy to measure. An appraisal allows personal objectives to be discussed and relevant tasks and targets to be agreed on.
An effective appraisal system should have four key stages: Set objectives - be clear in your own mind what you want from employees and make sure they know what that is.
Manage performance - provide your employees with the tools, resources and training they need to perform well. However, be aware that there can be dangers as well as benefits to the linking of rewards to performance.Guidance on the roles and duties of governing boards, and advice on the skills, knowledge and behaviours they need to be effective.
Drawing on the critical analysis of your leadership approach undertaken for (prepare an outline critical analysis of your own leadership approach in your current professional role.), and the guidance on vision development in the Study Guide, create a specific, vision-led action plan for developing your leadership potential over the next two years.
While it’s important to articulate the needs of your department and the role, this time is to gather as much data to evaluate their experience and ensure a proper fit. Be sure to review the interviewee’s resume in advance to assess skills and background.
Complexity characterises the behaviour of a system or model whose components interact in multiple ways and follow local rules, meaning there is no reasonable higher instruction to define the various possible interactions..
The term is generally used to characterize something with many parts where those parts interact with each other in multiple ways, . The following report analyses how strategy implementation is achieved.
The report thus focuses on such aspects as the roles and responsibilities for strategy implementation, resource requirements to implement a new strategy for a given organisation and targets and timescales for achievement in a given organisation to .
The study’s primary objective was to provide DOE project managers with a basic understanding of both the project owner’s risk management role and effective oversight of those risk management activities delegated to contractors.