Checklist for Starting a Flower Nursery Business: Essential Ingredients for Success
If you are thinking about going into business, it is imperative that you watch this video first! it will take you by the hand and walk you through each and every phase of starting a business. It features all the essential aspects you must consider BEFORE you start a Flower Nursery business. This will allow you to predict problems before they happen and keep you from losing your shirt on dog business ideas. Ignore it at your own peril!
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A Step by Step
Guide to Starting a Small Business
This is a
practical manual in a PDF format, that will walk you step by step through all the
essential phases of starting your Flower Nursery business. The book is packed with
guides, worksheets and checklists. These strategies are
absolutely crucial to your business' success yet are simple and
easy to apply.
Copy the following link to your browser and save the file to your PC:
https://www.bizmove.com/free-pdf-download/how-to-start-a-business.pdf
Administrative
Personnel Procedures
Favorable employee relations require competent handling
of the administrative aspects of the personnel function. These
include the management of:
Work hours
The physical working environment:
Facilities
Equipment
Payroll procedures
benefit procedures, including insurance matters, and
vacation and holiday schedules
Work Hours
Work hours must meet the needs of the business but
should also be flexible enough to take the personal needs of
each employee into account. For example, it may be possible to
set business hours from 8:00 a.m. to 6:00 p.m., and allow most
people to choose any regular work day within those hours. It may
not even be necessary for everyone to work the same total hours
per week. You might let some employees work a shorter week to
fill peak loads or to keep the business open for more than eight
hours a day. In any case, allowing some flexibility in working
hours will not only result in increased employee satisfaction,
but will likely lead to greater productivity as well.
No matter how flexible working hours are, however, it
is important that each employee understand the hours to be
worked. Often a simple chart of names and work hours is all that
is needed to assure that everyone knows at a glance, who is
working when.
The Physical Working Environment
Conditions of facilities and equipment can greatly
affect the attitudes of employees. The temperature, lighting and
cleanliness in and around the working area and the general
maintenance of equipment are all important to an employee's
satisfaction on the job. Even a draft or a cold floor can make a
difference in a person's perception of you as a good employer.
Employees need facilities for lunch, especially if
there are no restaurants in the area. Good employee practices
suggest that a refrigerator, a sink, and even a small employee
lunch area for breaks and lunch hours should be available.
Clean toilet facilities and a personal locker or
adequate closet space for clothing of employees are a necessity.
Parking arrangements are also important. When an employee comes
to work and finds no parking place, and has to look for one,
possibly for some time, he or she will not start the day ready
for high achievement. When it is necessary to ask employees to
park fairly far away - such as in a shopping mall where the
better parking spaces have to be reserved for customers, the
need for this inconvenience should be clearly explained to
employees when they are first hired.
Fairness in assigning people to equipment, or equipment
to people is another important procedural matter which affects
the satisfaction your people gain from their work. It is no
slight matter if the new vehicle or the new computer is assigned
carelessly, without good reason.
Individually, each of these aspects of working
conditions can be significant sources of complaints and even
grievances. Together they have great influence on the work
climate that exists in your firm. Unless you consider all of
them seriously, and keep the needs of your employees in mind,
your employees will feel that you have little regard for their
physical well-being.
Payroll Procedures
Wages and salaries are such important matters to
employees that it is not only important to pay fairly, but also
promptly and accurately.
People want to receive their pay when they have been
told to expect it. Your staff reacts favorably, not only to
prompt payment, but to the immediate correction of any errors
that may have occurred. Employees are rightfully annoyed if
their legitimate requests are treated as impositions. Cheerful
attention to such problems will generally be appreciated
especially if it is clear evidence of a spirit of concern for
the employee's welfare. An opportunity to show such concern
presents itself every so often when a minor emergency will force
someone to ask for his or her pay a day or two early. If it is
at all possible, and the emergency is valid, it brings goodwill
to satisfy such a request. When such exceptions are granted,
however, it should be made clear, in a nice way, that they
cannot become regular practice.
Benefit Procedures
A benefits program brings the best results when
employees who have claims are helped with filing them and if
someone follows up when an insurance company does not process
the claim promptly. Information on benefits should, of course,
be provided to employees, from time to time.
Vacation time, too, is important to employees. Some
have to coordinate with spouses, others take advantage of
special travel offers or other opportunities. As much as
possible, good personnel policies require that vacation
schedules are prepared early during the year so employees who
want to make plans find out whether their preferred dates are
available. You can, of course, specify that you will close
certain weeks or that, at all times, certain positions have to
be covered (two salespeople have to be on the floor at all
times, or someone has to be in the shop who can weld, or someone
has to cover the telephone, etc.).
To prevent conflicts from affecting business
performance, it should be understood how they will be resolved -
by who asked for a date first or by seniority or some other way.
What applies to vacations also applies to holidays, to
some extent. Your company's paid holidays should be well known
to the entire staff of course. Here, too, flexibility could be
used. If you are in a business which is open during some
holidays, schedules should be prepared far in advance so
everyone knows who is expected to work and who will have the day
off. If your business can be flexible, it is a good idea to let
people shift holidays if they would prefer to do so, or even
allow them to work and earn an extra day's pay. Here, as in all
other personnel functions, it is better to adopt flexible
policies which give great freedom to employees to satisfy
personal needs. With such flexibility in the personnel function,
a business can be much more insistent that rules and work
standards be adhered to. This is a fair arrangement. In
personnel policies, the company tries to do the best possible to
adapt to the needs and expectations of people. In return,
employees are expected to honor the company's need for
reliability, adherence to reasonable rules, schedules and work
standards - all of which have to be clearly communicated by
words and deeds.
Since the Proprietor of Your business you
deal with issues on a nearly daily basis. Being comfortable with
effective Problem
Solving Techniques can radically alter the
development of your business.
Although you Find
solutions to your issues, many businessmen and women aren't
really skilled in the methods of problem solving,
and if
solutions neglect, they fault themselves for misjudgment. The
issue is usually not misjudgment but instead a lack of
ability.
This manual Instructs you in some problem
solving techniques. Crucial to the success of a business faced
with issues is your
understanding of what the problems are,
setting them, finding answers, and picking the best answers for
the situations.
What's a problem. A problem is a
situation that poses trouble or perplexity. Problems come in
many shapes and dimensions. For
example, it may be:
Something did Not function as it should and you also don't
understand why or how. Something you need is inaccessible, and
something has to be found to take its place. Employees are
undermining a new program. The marketplace is not purchasing.
What do
you do to live? Clients are complaining. How do you
handle their complaints?
Where do Issues come from?
Issues arise from each facet of human and mechanical functions
in addition to from nature. Some issues
we cause ourselves
(e.g., a hasty choice has been made and the wrong person was
chosen for the job); additional issues are brought
on by
forces beyond our control (e.g., a warehouse is struck by
lightning and burns down).
Problems are a Natural,
regular occurrence of lifestyle, and so as to suffer less from
the anxieties and frustrations they cause,
we need to learn
how to deal with them in a rational, logical manner.
If
we accept The simple fact that problems will appear on a regular
basis, for many different motives, and by an assortment of
sources, we could: learn to approach problems from an objective
point of view; find out how to expect some of these; and prevent
some of them from becoming larger problems.
To
accomplish This, you need to learn the process of problem
solving. Here, we will teach you in the fundamental procedures
of
difficulty. It is a step by step manual that you may
easily follow and exercise. Since you follow this guide, you
will eventually
develop some strategies of your own that work
in concert with all the difficulty process described in this
guide.
Keep in mind, However, as you see this is not a
comprehensive evaluation of the art of problem-solving but
rather a practical,
systematic, and simplified, yet powerful,
method to approach issues contemplating the limited time and
advice most company owners
and managers have. Additionally,
some issues are so complicated that they need the additional aid
of specialists in the area, so
be ready to accept that a
number of issues are beyond one person's ability, skill, and
desire to be successful.
In order to Appropriately
identify the issue and its triggers, you have to do some study.
To do so, just list all the preceding
questions in checklist
form, and keeping the checklist handy, go about gathering as
much information as you possibly can. Remember
the relative
importance and urgency of the issue, in addition to your time
limitations. Then interview the people involved with
the
problem, asking them the questions on your own checklist.
After you've Gathered the data and reviewed it, you will
have a fairly clear understanding of the problem and what the
significant
reasons for the issue are. Now, you can research
the causes further through observation and additional
interviewing. Now, you
should summarize the problem as
briefly as you can, list all the causes you have identified, and
list all of the areas the issue
seems to be affecting.
Now, You're prepared to assess your comprehension of the
issue. You've already identified the issue, broken it all down
to each of
its aspects, narrowed down it, done research on
it, and you're avoiding typical roadblocks. On a large mat,
write down the issue,
including each of the variables, the
regions it affects, and what the consequences are. For a better
visual comprehension, you may
also want to diagram the
problem demonstrating cause and effect.
Study what you
Have written down or diagrammed. Call in your employees and talk
about your investigation with them. Based on their
feedback,
you might choose to revise. As soon as you believe you fully
understand the causes and effects of the issue, summarize
the
problem as succinctly as easily as possible.
Proceed
through your Long list of alternatives and cross-out those that
obviously will not work. Those notions are not wasted
because
they influence on those thoughts that remain. In other words,
the very best ideas you pick may be revised based on the
thoughts that would not work. Together with the remaining
solutions, use what's known as the"Force Field Analysis
Technique." This
is basically an analysis technique that
divides the solution down to its positive effects and negative
effects. To do this, write
each solution you're contemplating
on a separate piece of paper. Below the solution, draw a line
vertically down the center of the
paper. Label one column
advantages and one column disadvantages.
Now, some more
Analytical thinking comes into play. Assessing each facet of
this solution and its effect on the issue, list every
one of
the advantages and disadvantages you may think of.
One
way to help You think of the benefits and disadvantages is to
role-play each solution. Call in a couple of your employees and
perform out each solution. Ask them for their responses.
Depending on what you see and on their opinions, you'll get a
clearer
idea of the benefits and drawbacks of each solution
you are considering.
Once you Complete this process for
each solution, pick those solutions that have the Many
advantages. At this point, you ought to
be considering only
two or three.
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