Checklist for Starting a Food Cart 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 Food Cart 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!
For more insightful videos visit our Small Business and Management Skills YouTube Chanel.
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 Food Cart 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
Effective
Supervisory Practices
If an employee's job satisfies his or her needs, the
employee responds more favorably to the job. This may happen,
for example, when an employee is given the responsibility for
managing the office on his or her own, and is recognized for
doing it well. Or it may occur when a sales representative is
assigned full responsibility for developing new business as well
as maintaining existing customers in a territory and is
recognized for the accomplishment. Such employees tend to take
their responsibilities seriously, act positively for the firm,
and are absent from work only rarely.
The key point is that when a job satisfies needs, the
employee may bring greater commitment to the job. Some needs
common to all individuals are basics like food, shelter, and
security for the future. Normally a fair wage level and a
feeling of security that the job will continue, tend to satisfy
these needs. Such needs, however, can be satisfied in most jobs
today, and they do not alone evoke heavy commitment by employees
to your firm.
Other needs must also be satisfied. Most of these are
related to:
a. The firm's personnel practices such as complaint
handling or vacation scheduling
b. Working conditions
c. Supervisory practices such as discipline, or the way
instructions are given, and
d. Total compensation, including benefits practices.
If what the firm provides in any of these aspects is
seen by the employees as much poorer than what other firms in
the area provide, dissatisfactions will result. On the other
hand, improvements above an acceptable level generally do not
bring about greater employee commitment in the long run.
For example, total disregard for employee complaints
(personnel practices) can lead to serious problems for the firm.
When employee complaints are handled well, serious problems tend
to be precluded from developing but there is no major gain in
deep employee commitment to the job.
What then does bring about a serious commitment to the
job and firm?
There are five factors that generally cause a deep
commitment to job performance for most employees. These are:
1. The work itself - to what extent
does the employee see the work as meaningful and worthwhile?
2. Achievement - how much
opportunity is there for the employee to accomplish tasks that
are seen as a reasonable challenge?
3. Responsibility - to what extent
does the employee have assignment and the authority necessary to
take care of a significant function of the organization?
4. Recognition - to what extent is
the employee aware of how highly other people value the
contributions made by the employee?
5. Advancement - how much
opportunity is there for the employee to assume greater
responsibilities in the firm?
These five factors tend to satisfy certain critical
needs of individuals:
One need is the feeling of being
accepted as part of the firm's work-team.
Another need is for feeling important
- that the employee's strengths, capabilities and contributions
are known and valued highly.
A third need is for the chance to
continue to grow and become a more fully functioning person.
If the kinds of needs just described are met by paying
attention to the five factors previously listed, an
owner/manager will have taken significant steps toward gaining
the full commitment of employees to job performance. To do this,
several practical strategies can be used, such as:
Establishing confidence and trust
with your employees through open communication and the
development of sensitivity to employee needs
Allowing employees participation in
decision-making which directly affects them
Helping employees to set their own
work methods and work goals, as much as possible
Praising and rewarding good work as
clearly and promptly as inadequate performance is mentioned
Restructuring jobs to be challenging
and interesting by giving increased responsibilities and
independence to those who want it, and who can handle it
Good Delegation
One practical way to work on these strategies is to
practice good delegation.
Simply defined, delegation is the granting of authority
and independence to another person to complete a project. It
must be understood that with the authority to do a job, comes
the responsibility to get it done.
A manager who practices good delegation automatically
also makes use of the strategies which bring greater commitment
on their part.
A second benefit of good delegation - one not related
to the personnel functions - lies in the opportunity it gives
you to spend more of your time on important work which you
cannot delegate.
For all these reasons, delegating work and
responsibility can be very beneficial to you and for your
company. But to be effective, delegation must be used with some
caution. Before delegating a project, you, as the manager, must
first answer two questions:
1. To whom should projects be delegated?
2. What kind and how much work and responsibility can
be delegated to this person?
It is important to understand that delegation involves
projects which include significant decision making. If your
employee is not given the responsibility to make decisions, it
is not delegation. The assigning of routine and repetitive work
does not bring the benefits which delegation can bring and
therefore is not part of the strategy for achieving a climate
that brings greater commitment by employees.
Work assignment, even though the employee is asked to
perform a specific task as assigned, also has the potential to
add to the positive climate - when it is fair and takes employee
preferences into consideration This, obviously, is difficult to
do all the time, but if employees are given as much of a voice
in deciding who should receive non-regular work assignments,
good ones as well as undesirable ones, then these assignments
are likely to have a beneficial impact on morale.
Delegating work to an employee who is not ready to
accept the responsibility can have two negative effects:
The job will not get done or not be
completed on time.
The failures that result from
ineffective delegation will have an understandably bad effect on
the affected employee.
When delegating, it is good to always remember that
effective delegation of work is not giving up all your
authority. The delegate should have a fair amount of freedom,
but the manager must retain some control. This will insure that
the project is satisfactorily completed.
As the Proprietor of Your business you deal
with issues in an almost daily basis. Being familiar with
effective Problem Solving
Techniques can radically alter the
growth of your small business.
Even though you Find
answers to your issues, many businessmen and women aren't really
proficient in the methods of problem
solving, and if
solutions fail, they fault themselves for misjudgment. The
problem is usually not misjudgment but instead a lack
of
ability.
This manual Instructs you in some problem
solving techniques. Critical to the success of a company faced
with issues is your
understanding of what the issues are,
defining them, finding solutions, and picking the best answers
for the scenarios.
What's a problem. A dilemma is a
situation that presents trouble or perplexity. Issues come in
many shapes and sizes. By Way of
Example, it can be:
Something did Not work as it should and you do not understand
how or why. Something you need is inaccessible, and something
must
be found to take its place. Employees are undermining a
new program. The market isn't purchasing. What should you do to
live?
Customers are complaining. How do you handle their
complaints?
Where do Issues come from? Problems arise
from every facet of human and mechanical purposes in addition to
in nature. Some issues
we cause ourselves (e.g., a hasty
decision has been made and the wrong person was chosen for the
task ); other issues are caused
by forces beyond our control
(e.g., a warehouse is struck by lightning and burns down).
Issues are a Natural, everyday occurrence of lifestyle, and
so as to suffer less from the anxieties and frustrations they
cause,
we need to find out to deal with them in a reasonable,
logical fashion.
If we accept The fact that issues will
arise on a regular basis, for a variety of reasons, and by an
assortment of sources, we
could: learn to approach problems
from an objective point of view; learn how to expect some of
them; and stop some of them from
becoming bigger issues.
To accomplish This, you need to learn the process of problem
solving. Here, we will instruct you in the fundamental methods
of
problem-solving. It is a step-by-step guide that you may
easily follow and practice. Since you follow this guide, you
will come to
develop some strategies of your own that
function in concert with all the difficulty procedure described
within this guide.
Remember, However, as you see this is
not a thorough analysis of the art of problem-solving but
instead a sensible, systematic,
and simplified, yet
effective, method to approach issues contemplating the limited
time and information most business owners and
managers have.
Additionally, some issues are so complicated that they need the
further aid of specialists in the field, so be
ready to
accept the fact that a number of issues are beyond just one
individual's ability, ability, and desire to succeed.
To
be able to Appropriately recognize the problem and its triggers,
you must do some research. To do so, just list each of the
preceding questions in checklist form, and keeping the checklist
handy, go about gathering as much info as you possibly can.
Remember the relative importance and urgency of the problem, in
addition to your time limitations. Then interview the people
involved with the problem, asking them the questions on your
checklist.
After you've Gathered the data and assessed
it, you will have a fairly clear understanding of the issue and
what the significant
reasons for the problem are. Now, you
can research the causes farther through observation and extra
interviewing. At this time you
should outline the problem as
briefly as you can, list all the causes you have identified, and
list all the areas the problem
seems to be affecting.
At this point, You're prepared to assess your comprehension
of the problem. You have already identified the problem, broken
it all
down to all its aspects, narrowed down it, done
research on it, and you're avoiding typical roadblocks. On a
large pad, write down
the issue, including all the variables,
the areas it affects, and what the effects are. To get a better
visual understanding, you
might also want to diagram the
problem showing cause and effect.
Study what you Have
written down and/or diagrammed. Call on your workers and discuss
your analysis with them. Based on their
feedback, you might
choose to revise. As soon as you believe you completely
understand the causes and effects of the problem,
outline the
problem as succinctly as simply as you can.
Proceed
through your Long list of solutions and cross-out those that
obviously won't work. Those ideas are not wasted because they
influence on those thoughts that stay. To put it differently,
the best ideas you select may be revised depending on the ideas
that
wouldn't work. With the rest of the solutions, use
what's called the"Force Field Analysis Technique." This is
basically an
analysis technique which breaks the solution
down to its positive results and negative effects. To do so
write each solution you
are contemplating on a separate piece
of paper. Below the solution, draw a line vertically down the
middle of this paper. Label
one column benefits and one
column disadvantages.
Now, some more Analytical thinking
comes in to play. Assessing each facet of this solution and its
effect on the issue, list each
of the advantages and
disadvantages you can think of.
1 way to help You think
of the benefits and disadvantages is to role-play every
solution. Call in a couple of your workers and
play out each
solution. Ask them to their own responses. Depending on what you
see and on their opinions, you will have a better
idea of the
benefits and drawbacks of each solution you're thinking about.
After you Complete this procedure for every solution,
pick those solutions which have the Most advantages. At this
point, you
ought to be considering only two or three.
general-contractor general-store gentlemen-club gift-card gift-shop gin glamping glass glitter gluta-drip go-cart gold government-contracting gown-rental gps-tracking grass-cutting greenhouse grillz gun-range gutter-cleaning gym-apparel hair-extension handbag handyman hardware-store hat hauling headband headphone healing healthcare health-coaching Healthcare Heat Press Heel Home Health Care home-improvement home-inspection home-inspection hoodie horse-breeding hostel hot-dog-cart house-painting hr-consulting htv hub human-hair hunting-outfitter hvac hydro-dipping hypebeast hypnotherapy ice-cream-roll ice-cream-truck
Copyright © by Bizmove.com. All rights reserved.