Clapton Munongerwa

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>>thank you for stopping by and please do not forget to leave a comment... “Identifying the dollar impact of productivity gains has become much simpler, thanks to this profit robust measurement procedure.” Value Proposition Productivity is the NOW best thing! The idea of ‘growing the cake’ through producing more products using relatively less resources has taken centre stage in the corporate world regardless of the type, size or nature of the business. The amazing and yet unparalleled benefits of improved organisational productivity are evident and very much desirable especially in these economic turbulent times characterised by volatility, uncertainty, complexity and ambiguity (VUCA world). Productivity is now the most important long term organisational growth indicator by any standard. But wait a minute… If you can’t measure it, then you can’t manage it ! This is why we are offering the Profit Linked Productivity Measurement and Analysis Model. This model tracks t

>>thank you for stopping by and please do not forget to leave a comment... This section summarises some of the research key findings on researches conducted with regards to productivity in Zimbabwe. Case studies of specific industries are analysed and the recommendations are noted. Chigara and Moyo, (2014) examined the factors affecting productivity on building projects in Zimbabwe. They used structured questionnaires comprising forty pre-selected factor for data collection. Using a five-point Likert scale, consultants and building contractors expressed their views on the relative importance of pre-selected factors on labour productivity. Their results showed that, unavailability of materials, late payment of salaries and wages, suitability/adequacy of plant and equipment, supervisory incompetence, and lack of manpower skills, were the top five most important factors impinging on labour productivity in Zimbabwe.   They also recommended, adequate work planning, effic

>>thank you for stopping by and please do not forget to leave a comment...   The foregoing analysis shows a varying degree of awareness on productivity issues among stakeholders in the different sectors/ industries covered in the study.  3.1 Awareness on the concept of productivity differed by industrial sectors with establishments in the manufacturing and commercial sectors displaying a greater degree of understanding than their counterparts in the Transport, Agriculture and Construction sectors. 3.2 Most establishments made an effort to measure productivity although they used varying methods such as turnover per employee, revenue over total cost, output per machine hours, sales per employee, and material usage efficiency depending on the sector/ industry. 3.3 Training of personel was the msot popular method used by firms in a bid to boost productivity levels ahead of other measures such as performance related remuneration or intrduction of new technologies. 3.4 The

>>thank you for stopping by and please do not forget to leave a comment... Today I share the report of the Productivity Awareness Survey which was aimed at ascertaining the levels of productivity awareness within Zimbabwean organisations. The findings are quite interesting. Follow the link below and enjoy! Productivity Awareness Report

>>thank you for stopping by and please do not forget to leave a comment... Keep It Short and Simple (KISS) Strategic planning usually involves setting of ambitious goals which in most cases goes be beyond the capacity of the organisation to achieve in light of the surrounding realities. These goals are usually put across to outline the direction of the business in a bid to justify the existence of the Management to the shareholders.   “If you miss the moon you will definitely land among the stars” is the common statement often asserted by the managers. Whilst there is nothing wrong with being ambitious, experience has proved that the narrower the focus of the company, the more likely it is to achieve the goals and vice versa. It goes without saying that trying to solve everything at once will result in the organisation not solving anything at all. It is no secret that those managers who let “greed” control their planning have nothing to show for their approach. On the

>>thank you for stopping by and please do not forget to leave a comment... It is not unusual for business firms to respond to viability challenges by trimming off employees, even when the affected employees are the highest contributing factor in terms of productivity.   For most organisations, cost containment measures first affect the employees especially the lower level employees through retrenchment. At times, the remuneration for a single manager will be equivalent to that of about ten shop floor employees who are prone to be shown the exit door at the slightest signal of a slump in profits. Sounds familiar right? This paradox then leads one to ask: “Is retrenchment always a good idea for cost containment?” Whilst retrenchment as a cost containment measure is a noble idea, experience has shown that it often leads to a decline in organisational performance and product quality. A downward spiral trend in organisational performance is frequently precipitated when due dil

>>thank you for stopping by and please do not forget to leave a comment... UNDERSTANDING NATIONAL PRODUCTIVITY ORGANISATION (NPOs) LESSONS FOR ZIMBABWE Introduction Productivity has become a topical issue in the recent years and has generated huge interest in many countries world over. The endeavour to increase the quantity of output produced per unit of input employed has triggered extensive research on this subject which has the potential to turn around the fortunes of organisation and economies at large. In order to harness the potential gains which can be derived from improved productivity, there has been recommendations to consolidate the productivity initiatives within various sectors and organisations of a given country.      This then led to the formation of various organisations to cater for productivity issues, referred to as productivity centres in a number of countries. In Africa for example, countries such as Botswana, South Africa, Tanzania, Kenya, Burki

>>thank you for stopping by and please do not forget to leave a comment... Why should we Measure Productivity? In this issue we delve into the measurement of productivity and the importance of measuring productivity by organisations. We interrogate the critical role productivity measurement plays especially in relation to productivity improvement within companies. Whilst there are a number of performance indicators which can be used to evaluate a business such as profitability, return on capital employed and gearing ratio among others, productivity remains the most useful indicator particularly in determining the long run growth path of any company. There are various ways in which productivity is measured within organisations and these may be partial, multifactor or total factor productivity. Partial or single factor productivity is where output is expressed as a ratio of one input factor. These inputs can be   labour, capital and materials. A simple illustration for si