UNIT 1
OFFICE MANAGEMENT
OFFICE
INTRODUCTION
Every modern organisation is required to have an office. Whether it is a Government department, business firm, school, hospital, or a voluntary organisation, the existence of an office is a must to enable necessary clerical and administrative tasks to be performed properly. An office is required for collection, arrangement, retention and dissemination (communication) of right information at the right time and to the right person. Its activities such as mail handling, filing, indexing, copying, telephone handling etc. must be controlled and supervised properly. An office manager controls all the frequently performed duties in an office. The office manager performs the managerial functions, namely planning, organising, staffing, directing, and controlling.
In this lesson you will learn about the meaning of ‘Office’, functions of a modern office and the need for and importance of office.
OFFICE - MEANING AND OBJECTIVES
If you visit a firm, school or hospital you will find that a number of activities are being performed, such as letters received, dispatched, typing, photocopying, word processing, filing, handling of office machines etc. The place where all such activities are performed is known as office.
Thus office is a service department of an organisation, which is connected with the handling of records and provision of various services like typing, duplicating, mailing, filing, handling office machines, keeping records,
drafting, using information, handling money and other miscellaneous activities.
DEFINITION OF OFFICE
Some of the popular definitions of office are as follows:
v ‘‘Office is a place where clerical operations are carried on’’.—Denyer, J.C.
v ‘‘Office is a unit where relevant records for the purpose of control, planning and efficient management of the organisationare prepared, handled and preserved. It provides facilities for internal and external communication and coordinates activities of different departments of the organisation’’.
v —Littlefield, Rachel and Caruth.
The above definitions highlight the following characteristics—
• collecting information
• processing information
• storing information
• coordinating information
• distributing information
Therefore, an office may be defined as a place where all the activities concerned with collecting, processing, storing and distributing information for efficient and effective management of an organisationare carried out.
In every modern organization, be it a business concern or a Government department, there has to be an office. It is essential for the efficient management of the organization.
OBJECTIVES OF AN OFFICE
The main objectives of an office are as follows:
(1) Aid to Management:
The office provides aid to management in performing the following functions:
(a) Direction: Direction and guidance of management to various sections and departments are issued through the office.
(b) Communication: The office serves as a communication channel between different parts of the organisation. It handles mail.
(c) Planning: The office helps management in planning for smooth functioning and progress of the organisationby providing necessary information and data.
(d) Coordination: The office also facilitates co-ordination by maintaining links among departments.
(2) Preserving Records
The office maintains necessary books and records of the organisation.
(3) Providing Information
It provides the right kind of information to management at the right time.
(4) Providing Office Services
It provides clerical and secretarial services to different executives.
(5) Distribution of work
The office distributes the work among various employees and identifies their duties and functions.
(6) Selection and Appointment
It also handles selection and appointment of employees.
MANAGEMENT
INTRODUCTION
In the present context, managing has become one of the most important areas of human activities of increasing role of large and complex organisation in the society.
Because of their increasing role, the organisation has given attention on the how this organisation can be made more effectives. So this has led to the development of a new field of study known as Management. It has emerged as one of the most important disciplines of study and research.
CONCEPT OF MANAGEMENT
The study of discipline should start with its definition delineating properly its contents and characteristics, defining its scope and boundary and prescribing the objectives for which it stands. From this point of view, we can proceed only when we define management.
However, a precise a definition of management is not so simple because the term management is used in a variety of ways.
Being a new discipline, it has drawn concepts and principles from a number of disciplines such as economics, sociology, psychology, anthropology, and statistics and so on. The result is that each group of contribution has treated management differently.
For example, economists have treated management as a factor of production, sociologists have treated it as a class or group of persons, and practitioners have treated it as a process comprising different activities.
Naturally, all these divergent groups view the nature and scope of management from their own point of view together; it becomes difficult to define management in a comprehensive way.
DEFINITION OF MANAGEMENT
1) According to Peter F. Drucker defines, “Management is an organ; organs can be described and defined only through their functions.”
2) According to Henry Fayol, “To manage is to forecast and plan, to organize, to compound, to co-ordinate and to control”
3) According to Harold Knoontz, “Management is the art of getting things done through and with people an informally organized group.”
4) According to F.W. Taylor, “Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way.”
5) Dr.James Lundy, “ Management is principally a task of planning, coordinating, motivating and controlling the efforts of others towards a specifics objectives. It involves the combining of the traditional factors of production (land, labour and capital) in an optimum manner, paying due attention, of course to the particular goals of the organisation”
6) As per J.N. Schulze, “ Management is the force which leads, guides, and directs an organisation in the accomplishment of a pre-determined object.”
7) The American Management Association, “The art of getting things done through other people.”
8) John F. Mee, “Management is the art of securing maximum results with a minimum of efforts so as to secure maximum prosperity for the employer and employee and give the public the best possible services”
9) Louis Allan, “Management is what a manager does”
10) “Management is the process involving planning, organizing, staffing, directing, and controlling human efforts to achieve stated objectives in an organisation”.
Thus, management is the group of activities which make plans, arrange the resources and try to achieve the objectives. In other words, management is the process of planning, organizing, staffing, directing, and controlling of the operations to achieve specified objectives.
CONCEPT OF OFFICE MANAGEMENT
A brief description of how an office can be effectively organize to produce best possible outcome.
DEFINITION OF OFFICE MANAGEMENT
v The definition of office management is the method of looking after and keeping the staff, equipment, and office safe and secure. This is one of the most general forms of management as offices and professions which include them all around the world are found almost everywhere. Offices are the most common workplaces in the 21st century as they have information about varying things from databases to research and censuses and agreement forms and licences. The variations of office work are a great many in number and all offices and office managers utilise the different sections of the office for their own specified tasks and jobs.
v Another definition of office management can be found within the field of politics. As politicians ‘run for office’, which means that they wish to acquire a certain amount of power due to the voting of either the public or the senate etc., they have under their control a group of people who work for them to help them reach that rank in office.
ORGANIZATION
DEFINITION:-
— “Organization is a harmonious adjustment of specialized parts for the accomplishment of some common purpose or purposes.”
-Haney
— “A system of co-operative activities of two or more persons is called organization.”
-Chester Bernard
· According to Allen, “ The process of identifying and grouping of work is to be performed, defining the and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing the objectives.
ORGANIZING FUNCTION OF MANAGEMENT
Organizing is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. According to Chester Barnard, “Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility. Hence, a manager always has to organize in order to get results.
A manager performs organizing function with the help of following steps:-
Identification of activities –
All the activities which have to be performed in a concern have to be identified first. For example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units.
Departmentally organizing the activities –
In this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentation.
Classifying the authority –
Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority helps in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s working.
Co-ordination between authority and responsibility –
Relationships are established among various groups to enable smooth interaction toward the achievement of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it.
PRINCIPLE OF OFFICE ORGANIZATION
1. Objectives and purpose
Organization is the mechanism through which mgt. directs, co-ordinates and control
2. Principle of Specialization definiteness
According to the principle, the whole work of a concern should be divided amongst the subordinates on the basis of qualifications, abilities and skills. It is through division of work specialization can be achieved which results in effective organization.
According to this principle, all the functions in a concern should be completely and clearly defined to the managers and subordinates. This can be done by clearly defining the duties, responsibilities, authority and relationships of people towards each other. Clarifications in authority- responsibility relationships helps in achieving co- ordination and thereby organization can take place effectively. For example, the primary functions of production, marketing and finance and the authority responsibility relationships in these departments should be clearly defined to every person attached to that department. Clarification in the authority-responsibility relationship helps in efficient organization.
3. Principles of Span of Control/Supervision
According to this principle, span of control is a span of supervision which depicts the number of employees that can be handled and controlled effectively by a single manager. According to this principle, a manager should be able to handle what number of employees under him should be decided. This decision can be taken by choosing either froma wide or narrow span.
There are two types of span of control:-
Wide span of control-
It is one in which a manager can supervise and control effectively a large group of persons at one time. The features of this span are:-
Less overhead cost of supervision
Prompt response from the employees
Better communication
Better supervision
Better co-ordination
Suitable for repetitive jobs
According to this span, one manager can effectively and efficiently handle a large number of subordinates at one time.
Narrow span of control-
According to this span, the work and authority is divided amongst many subordinates and a manager doesn't supervises and control a very big group of people under him. The manager according to a narrow span supervises a selected number of employees at one time. The features are:-
Work which requires tight control and supervision, for example, handicrafts, ivory work, etc. which requires craftsmanship, there narrow span is more helpful.
Co-ordination is difficult to be achieved.
Communication gaps can come.
Messages can be distorted.
Specialization work can be achieved.
Factors influencing Span of Control
Managerial abilities-
In the concerns where managers are capable, qualified and experienced, wide span of control is always helpful.
Competence of subordinates-
Where the subordinates are capable and competent and their understanding levels are proper, the subordinates tend to very frequently visit the superiors for solving their problems. In such cases, the manager can handle large number of employees. Hence wide span is suitable.
Nature of work-
If the work is of repetitive nature, wide span of supervision is more helpful. On the other hand, if work requires mental skill or craftsmanship, tight control and supervision is required in which narrow span is more helpful.
Delegation of authority-
When the work is delegated to lower levels in an efficient and proper way, confusions are less and congeniality of the environment can be maintained. In such cases, wide span of control is suitable and the supervisors can manage and control large number of sub- ordinates at one time.
Degree of decentralization-
Decentralization is done in order to achieve specialization in which authority is shared by many people and managers at different levels. In such cases, a tall structure is helpful. There are certain concerns where decentralization is done in very effective way which results in direct and personal communication between superiors and sub- ordinates and there the superiors can manage large number of subordinates very easily. In such cases, wide span again helps.
4. Principle of Scalar Chain
Scalar chain is a chain of command or authority which flows from top to bottom. With a chain of authority available, wastages of resources are minimized, communication is affected, overlapping of work is avoided and easy organization takes place. A scalar chain of command facilitates work flow in an organization which helps in achievement of effective results. As the authority flows from top to bottom, it clarifies the authority positions to managers at all level and that facilitates effective organization.
5. Principle of Unity of Command
It implies one subordinate-one superior relationship. Every subordinate is answerable and accountable to one boss at one time. This helps in avoiding communication gaps and feedback and response is prompt. Unity of command also helps in effective combination of resources, that is, physical, financial resources which helps in easy co- ordination and, therefore, effective organization.Authority Flows from Top to Bottom
Managing Director
↓Marketing Manager
↓Sales/ Media Manager
↓ Salesmen
According to the above diagram, the Managing Director has got the highest level of authority. This authority is shared by the Marketing Manager who shares his authority with the Sales Manager. From this chain of hierarchy, the official chain of communication becomes clear which is helpful in achievement of results and which provides stability to a concern. This scalar chain of command always flow from top to bottom and it defines the authority positions of different managers at different levels.
6. Co-ordination
Co-ordination is essential to bring unity of action in the organization. centralization of control of an organization. To secure co-ordination, working relationship should be established. Each worker should be known by the organizational structure, his designation in it and the relationship of his work with other department as well as his executive. Work of all department should be balance in order to avoid conflict or overlapping of functions, with the object of ensuring smooth and efficient working of function. It helps integration of the basic managerial function i.e. planning, organizing, staffing, directing, controlling.
7. Decision-making and continuity
The organization structure should be capable should be capable of ensuring the continuity of existence of an enterprise, and must permit the growth and expansion without dislocation of existing methods. The decision making process should be moved from bottom to upwards.
8. Responsibility
Without authority there cannot be any responsibility. Assignment of responsibility should be coupled with authority sufficient to carry them out. There must be parity between authority and responsibility. Each worker must have sufficient authority to discharge the responsibility assigned to him.
No superior should be allowed to avoid his responsibility by delegating authority to his sub-ordinates. He must be held accountable for the acts of his sub-ordinate.
9. Efficiency
Available human resources should be utilized to the best and fullest capacity in order to achieve the highest efficiency through operation.
There structure formulate should enable the enterprise to function efficiency and achieve its objective with minimum cost and effort
10. Grouping
The work of the enterprise is divided into certain groups of activities and placed ion charge of different department of sections. The work load must be equally distributed to ensure smooth working of the enterprise. Periodical evaluation of the work load of department and the worker should be made by the management.
11. Personal ability
As people constitute and organization, proper selection, placement and training are necessary. Organizational structure must ensure optimum use of human resources.
12. Flexibility
Organization must be flexible so that it can be adjusted to charging conditions. It must permit expansion, replacement, merger etc. it should not be rigid.
FORM OF ORGANIZATION
1. Line organization
Line organization is the most oldest and simplest method of administrative organization. According to this type of organization, the authority flows from top to bottom in a concern. The line of command is carried out from top to bottom. This is the reason for calling this organization as scalar organization which means scalar chain of command is a part and parcel of this type of administrative organization. In this type of organization, the line of command flows on an even basis without any gaps in communication and co- ordination taking place.
Features of Line Organization
v It is the most simplest form of organization.
v Line of authority flows from top to bottom.
v Specialized and supportive services do not take place in these organization.
v Unified control by the line officers can be maintained since they can independently take decisions in their areas and spheres.
v This kind of organization always helps in bringing efficiency in communication and bringing stability to a concern.
Merits of Line Organization
v Simplest- It is the most simple and oldest method of administration.
v Unity of Command- In these organizations, superior-subordinate relationship is maintained and scalar chain of command flows from top to bottom.
v Better discipline- The control is unified and concentrates on one person and therefore, he can independently make decisions of his own. Unified control ensures better discipline.
v Fixed responsibility- In this type of organization, every line executive has got fixed authority, power and fixed responsibility attached to every authority.
v Flexibility- There is a co-ordination between the top most authority and bottom line authority. Since the authority relationships are clear, line officials are independent and can flexibly take the decision. This flexibility gives satisfaction of line executives.
v Prompt decision- Due to the factors of fixed responsibility and unity of command, the officials can take prompt decision.
Demerits of Line Organization
v Over reliance- The line executive’s decisions are implemented to the bottom. This results in over-relying on the line officials.
v Lack of specialization- A line organization flows in a scalar chain from top to bottom and there is no scope for specialized functions. For example, expert advices whatever decisions are taken by line managers are implemented in the same way.
v Inadequate communication- The policies and strategies which are framed by the top authority are carried out in the same way. This leaves no scope for communication from the other end. The complaints and suggestions of lower authority are not communicated back to the top authority. So there is one way communication.
v Lack of Co-ordination- Whatever decisions are taken by the line officials, in certain situations wrong decisions, are carried down and implemented in the same way. Therefore, the degree of effective co- ordination is less.
v Authority leadership- The line officials have tendency to misuse their authority positions. This leads to autocratic leadership and monopoly in the concern.
1. Functional organization
v Functional organization has been divided to put the specialists in the top position throughout the enterprise. This is an organization in which we can define as a system in which functional department are created to deal with the problems of business at various levels. Functional authority remains confined to functional guidance to different departments. This helps in maintaining quality and uniformity of performance of different functions throughout the enterprise.
v The concept of Functional organization was suggested by F.W. Taylor who recommended the appointment of specialists at important positions. For example, the functional head and Marketing Director directs the subordinates throughout the organization in his particular area. This means that subordinates receives orders from several specialists, managers working above them.
Features of Functional Organization
v The entire organizational activities are divided into specific functions such as operations, finance, marketing and personal relations.
v Complex form of administrative organization compared to the other two.
v Three authorities exist- Line, staff and function.
v Each functional area is put under the charge of functional specialists and he has got the authority to give all decisions regarding the function whenever the function is performed throughout the enterprise.
v Principle of unity of command does not apply to such organization as it is present in line organization.
Merits of Functional Organization
v Specialization- Better division of labour takes place which results in specialization of function and it’s consequent benefit.
v Effective Control- Management control is simplified as the mental functions are separated from manual functions. Checks and balances keep the authority within certain limits. Specialists may be asked to judge the performance of various sections.
v Efficiency- Greater efficiency is achieved because of every function performing a limited number of functions.
v Economy- Specialization compiled with standardization facilitates maximum production and economical costs.
v Expansion- Expert knowledge of functional manager facilitates better control and supervision.
Demerits of Functional Organization
v Confusion- The functional system is quite complicated to put into operation, especially when it is carried out at low levels. Therefore, co- ordination becomes difficult.
v Lack of Co- ordination- Disciplinary control becomes weak as a worker is commanded not by one person but a large number of people. Thus, there is no unity of command.
v Difficulty in fixing responsibility- Because of multiple authority, it is difficult to fix responsibility.
v Conflicts- There may be conflicts among the supervisory staff of equal ranks. They may not agree on certain issues.
v Costly- Maintenance of specialist’s staff of the highest order is expensive for a concern.
2. Line and staff organization
Line and staff organization is a modification of line organization and it is more complex than line organization. According to this administrative organization, specialized and supportive activities are attached to the line of command by appointing staff supervisors and staff specialists who are attached to the line authority. The power of command always remains with the line executives and staff supervisors guide, advice and council the line executives. Personal Secretary to the Managing Director is a staff official.
Features of Line and Staff OrganizationThere are two types of staff :
v Staff Assistants- P.A. to Managing Director, Secretary to Marketing Manager.
v Staff Supervisor- Operation Control Manager, Quality Controller, PRO
v Line and Staff Organization is a compromise of line organization. It is more complex than line concern.
v Division of work and specialization takes place in line and staff organization.
v The whole organization is divided into different functional areas to which staff specialists are attached.
v Efficiency can be achieved through the features of specialization.
There are two lines of authority which flow at one time in a concern :
Line Authority
Staff Authority
Power of command remains with the line executive and staff serves only as counselors.
Merits of Line and Staff Organization
v Relief to line of executives- In a line and staff organization, the advice and counseling which is provided to the line executives divides the work between the two. The line executive can concentrate on the execution of plans and they get relieved of dividing their attention to many areas.
v Expert advice- The line and staff organization facilitates expert advice to the line executive at the time of need. The planning and investigation which is related to different matters can be done by the staff specialist and line officers can concentrate on execution of plans.
v Benefit of Specialization- Line and staff through division of whole concern into two types of authority divides the enterprise into parts and functional areas. This way every officer or official can concentrate in its own area.
v Better co-ordination- Line and staff organization through specialization is able to provide better decision making and concentration remains in few hands. This feature helps in bringing co- ordination in work as every official is concentrating in their own area.
v Benefits of Research and Development- Through the advice of specialized staff, the line executives, the line executives get time to execute plans by taking productive decisions which are helpful for a concern. This gives a wide scope to the line executive to bring innovations and go for research work in those areas. This is possible due to the presence of staff specialists.
v Training- Due to the presence of staff specialists and their expert advice serves as ground for training to line officials. Line executives can give due concentration to their decision making. This in itself is a training ground for them.
v Balanced decisions- The factor of specialization which is achieved by line staff helps in bringing co- ordination. This relationship automatically ends up the line official to take better and balanced decision.
v Unity of action- Unity of action is a result of unified control. Control and its effectivity take place when co- ordination is present in the concern. In the line and staff authority all the officials have got independence to make decisions. This serves as effective control in the whole enterprise.
Demerits of Line and Staff Organization
v Lack of understanding- In a line and staff organization, there are two authority flowing at one time. This results in the confusion between the two. As a result, the workers are not able to understand as to who is their commanding authority. Hence the problem of understanding can be a hurdle in effective running.
v Lack of sound advice- The line official get used to the expertise advice of the staff. At times the staff specialist also provide wrong decisions which the line executive have to consider. This can affect the efficient running of the enterprise.
v Line and staff conflicts- Line and staff are two authorities which are flowing at the same time. The factors of designations, status influence sentiments which are related to their relation, can pose a distress on the minds of the employees. This leads to minimizing of co- ordination which hampers a concern’s working.
v Costly- In line and staff concern, the concerns have to maintain the high remuneration of staff specialist. This proves to be costly for a concern with limited finance.
v Assumption of authority- The power of concern is with the line official but the staff dislikes it as they are the one more in mental work.
v Staff steals the show- In a line and staff concern, the higher returns are considered to be a product of staff advice and counseling. The line officials feel dissatisfied and a feeling of distress enters a concern. The satisfaction of line officials is very important for effective results
PROCEDURE OF OFFICE MANAGEMENT
According to chrles O Libbey “ office procedure are a series of clerical acts organized under the supervision to accomplish the purpose of the office.
Office procedure may also be termed as office routines.
Carl heyel described “ procedure is a series of logical steps by which all repetitive business action is intiated , performed , controlled and finalized.
A procedure establishes what action is required, who is reqired to act, and when the action is to take place. Its essence is chronological sequence and its implementation is translated into result or actions.
1. Establish office management routines and stick to them.
Routine tasks need routine procedures if you want to stay organized and keep things running smoothly. Set up routines for handling paperwork and office systems. For instance, every piece of paper that comes into your office should be handled once, acted upon, and filed – not haphazardly piled on a desk. Office systems, such as computers, will need both administration and what I call panic mode procedures. When the system crashes or a computer-related piece of equipment fails, everyone in your office needs to know who to call and what not to do (such as try to fix the problem themselves). These data management articles provide helpful tips for everything from office filing systems through computer backup procedures. 2. Set up clearly delineated responsibilities.
Good office management depends on people knowing who is responsible for what – it’s people who are accountable who get things done. What would happen, for example, if the purchasing for your small business was done by whoever whenever? Would you be able to find a paper clip when you wanted one? Or print off a report when you needed to? Putting one person in charge of ordering all equipment and supplies solves the problem and keeps things running smoothly. It’s the same with (computer) systems administration. You need to have one person responsible for the security of your computer system and keeping track of things such as accounts, passwords and software. Otherwise, chaos will proliferate.
3. Keep records – and keep your business records updated.
Keeping records sounds like the easiest part of good office management – until you consider the need to keep those records both accessible and updated. But my first rule for controlling chaos will help you get a grip on this; make updating records an office routine. When you get a new customer or client, for instance, it only takes a moment to enter him into your contacts database. Then it will only take another moment or two to update the record after you’ve spoken to him on the phone. (Note, too, that thanks to the new Privacy Act, records of customer permissions will have to be kept and customers need to have access to their records. See What You Need To Know About PIPEDA for more about complying with the Privacy Act.) 4. Take a walk through your office and have a sit.
Is your office an example of space management or space mis-management? When you walk through the office, do you have to detour around obstacles or run the risk of tripping over something? When you sit down at a desk, could you actually work comfortably there? Are things logically arranged so that the things that you would use most at the desk are closest to hand? There are a lot of things crammed into offices nowadays, from printer stands through filing cabinets. For good office management, you need to be sure that all the things in the office are arranged for maximum efficiency – and maximum safety. The Basics of Small or Home Office Design provides tips for safely meeting the power, lighting and ventilation needs of your office space. 5. Schedule the scut work.
It’s too easy to put off things that you don’t like doing, and I don’t know very many people that enjoy scut work. Unfortunately, an office, like a kitchen, won’t function well without a certain amount of scut work being done. If you are a small business owner who’s in the position of not being able to assign whatever you view as scut work to someone else, force yourself to get to it regularly by scheduling time each week for it. Take a morning or afternoon, for instance, and spend it making the cold calls or catching up on the accounting (or updating the records).
6. Delegate and outsource.
In a perfect world, everyone would only be doing what he or she had time to do and did well. As the world is not perfect, instead a lot of people are doing things that they don’t have the time or talent to do well. Delegating and outsourcing can not only improve your small business’s office management, but free you to focus on your talents as well, thereby improving your bottom line. Virtual assistants can handle many of your office or administrative tasks. For more on delegating, see Decide to Delegate.
7. Make business planning a priority.
Many small business owners spend their days acting and reacting – and then wonder why they seem to be spinning their wheels. Business planning is an important component of good office management and needs to be part of your regular office management routine. Successful small business owners spend time every week on business planning, and many use daily business planning sessions as a tool for goal setting and growth. If you have staff, involve them in business planning, either formally or informally.
