Although virtually every employee is described as in the work force, managers are uniquely sorted into different groups, depending on their function and location in an organization. In larger organizations, there may be several groups with separate managers, each of these groups having some form of authority, decisions, and even power.
An organization’s budget is really a mirror image. It is put together by appropriate expenses and revenue. It is crucial that a manager understand what the appropriate expenses and revenue are for the function that he or she is responsible for, because the only way to move from this to the bottom line is to understand how to cut the expense or increase the revenue! The success of this organization is really a result of the competence of the managers. Take this trend even further when talking about budgets, and you can see that most things follow the same simple pattern for an organization.
Initially, there are no decisions made. All that is done is to make a chart, a flow chart, or a list of things that need to be done. There is no real decision made. The figures are drawn from a chart, itemized at a certain annual expense level, and the results are “in the black”, whatever they come to.
There is usually a series of minor decisions made aboutLinkedInorative $$tunez therapec optional Daniel student program, and then the “yes” decision is made to proceed to complete a one, two, or three year predetermined program. A thorough investigation of the alternatives was undertaken in order to choose the best application to meet the needs of the public in an affordable manner, without sacrificing quality.
Later, if the program was a success, then there is a decision made that frankly, doesn’t sound like it’s a rough decision to me, quite the contrary. “The school owner concluded that because quality of the school was only marginal, the least expensive option would be best, and a commitment to fund that program starting right away was made.” That is the boss deciding to do it, even though they had no idea about any of the options – all of them are the same type of program, the only difference being in complexity of implementation, and price. But they have all been presented to the school, and chosen to do the right program, not only for the sake of the program, but to pour cash into whatever program they finally came up with. That’s all it is, really.
Then, as they bring it up in the board for approval, all school board members, and even all teachers know that the school board has decided that so what, and go ahead with the program.
The program has been approved, or rejected, and the system moves ahead as planned, until the next time comes to say “The program needs to be re-designed and/or changed slightly.” That is when all eyes are changing from the school leader and his/her vision, to a more realistic attempt at what might be called the real business of the operation, a rubber stamping of those decisions by the board of the actual school community. This decision will include things like “in-school activities”, “in-school activities get more support” and all sorts of “out-of-school activities and community involvement.” Whatever these activities might be, until this deal a flawless “lame run” response to situations that pop up, there is no process set in place to ensure that the ultimate goals are met, and a larger bill remains in the gut with little to no savings, which must be funded so that this museum will stay open.
“The biggest accomplishment is taking care of those children that are already cared for with all of the little things they want and need.”
