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Watch This Video Before Starting Your Food Cart Business Plan PDF!

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.

Here’s Your Free Food Cart Business Plan DOC

This is a high quality, full blown business plan template complete with detailed instructions and all related spreadsheets. You can download it to your PC and easily prepare a professional business plan for your Food Cart business.
Click Here! To get your free business plan template

Free Book for You: How to Start a Business from Scratch (PDF)

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.

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