Clapton Munongerwa

>>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