Hi Friends,
                                              Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do.
                                                  There is just no time to look back, no time to wonder,"Will anyone read these pages?"
                                       With regards,
                                       Hemen Parekh
                                       27 June 2013

Friday, 17 July 1970

THE THIN LINE - VIEW POINT

APPENDIX  1
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APENDIX -2

HUMAN RESOURCES     

OBJECTIVES FOR MANAGEMENT PERFORMANCE

When managerial personnel have goals and objectives towards which they are striving, their activities have purpose, direction, and character. Rather than simply working within the status quo or doing what they are told, they know in specific and concrete terms what they are trying to achieve. As a result, they are likely to make better contributions to the corporation and to find greater gratification from doing so. Many corporate activities can be expressed in terms of some degree of accomplishment such as rate, frequency, volume, magnitude, quality, and soundness. Whatever the particular indicator, it can be used as one basis for establishing goals and objectives. Individual performance and effectiveness can then be evaluated as amounts of the goals that are attained or of the objectives which are reached.

MANAGEMENT BY OBJECTIVE IS :-

1.Completely effective: each manager is working to achieve goals and objectives which give direction and character to his effort and are used as standards against which effectiveness is judged and evaluated; these goals and objectives are specific and concrete and set for accomplishment within a period of time which is identified; at the least, they are set between the man and his boss, though others may be involved in setting them as well.

2. Almost completely effective

3.Quite effective

4.Moderately effective

5. As effective as ineffective; specific and concrete goals and bjectives are not established as a basis for 
motivating effort or for measuring effectiveness, yet they do exist in a general sense; managers have 
an appreciation of what they should achieve.

6. Moderately ineffective

7. Quite

8. Almost completely ineffective

9. completely ineffective; specific and concrete goals and objectives are not used to give direction and purpose to individual performance is not thought of in terms of goals and objectives.

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APENDIX -3

KNOWLEDGE EXPECTED AT THE END OF 6 MONTHS


APENDIX -4

1.  OVERALL ORGANISATION:

a)  Achieve a 15 percent return on investment within 4 operating quarters.

b)  Reduce cost during the current operating year 24 percent of approved budgets prorated 6 percent per quarter.

c)  Maintain current asset to current debt ratio not less than 3.0 for the next fiscal year.

d)   Achieve a net profit average atleast 7% of sales and 11% of net worth.

e)  Increase market position for non-defense items from 15% to 30% . Maintain market position for defense items at current levels.

f)   Achieve a product line mix in which 80% of sales is made by no more than 20% of R&D customers.

g)  Complete management controls reporting systems of all operating divisions by April 1.

h)  Complete an operating and financial strategy statement for reaching objectives within 2 months for presentation to the Board of Directors at the May meeting.

i)   Obtain from research efforts two accepted improvements for 10 consecutive months to raise sales of product K 15%.

j)   Reduce plant operating costs to $54 per 100 units produced by January1.

k)  Develop technological capability to introduce two new products in market sector BB at end of 3-Year profit plan.

l)   Reduce capital expenditures; class B, from 350000 to 150000 during the coming biennial.

Hemen Parekh

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