Checklist for Starting a Funeral Home 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 Funeral Home 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 Funeral Home 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
Dealing with
Employee Grievances
When discipline is based heavily on enforcement,
complaints will inevitably arise from too rigid adherence to
rules or from excessive penalties for violations. But discipline
related problems are not the most frequent sources of
grievances. Dissatisfactions leading to grievances can come from
almost anywhere. Complaints about discrimination and favoritism
in work assignments, work standards, or physical working
conditions are frequent sources of grievances. It is important
to remember, though, that anything about which an employee is
dissatisfied can lead to a serious grievance. Grievances need
not necessarily be based on real problems; they can be the
result of misunderstandings.
If a positive climate exists, in which there is
considerable trust between employees and manager,
dissatisfaction rarely turns into grievances.
Even in the best environment though, the people who
work for you will occasionally feel unhappy about something.
They may not get paid on time, or may feel that the room is too
hot, too cold, drafty or too dark. They may feel that they
deserve a merit increase, or you may have hurt their feelings
inadvertently. When this happens; good personnel policies
require that employees know how they can express their
dissatisfaction and obtain some consideration.
A written grievance procedure, known to employees, can
be very helpful in creating a positive atmosphere. It informs
employees how they can obtain a hearing on their problems and it
assures that you, the owner/manager, become aware that the
problem exists. When employees know that someone will listen to
them, grievances are less serious and hearing a complaint
carefully often is half the job of resolving it.
A good grievance procedure begins with the manager
making it a point to be actively looking for signs of possible
sources of dissatisfaction, and by noticing changes in employee
behavior which signal that a problem may exist. This often makes
it possible to handle a situation when it is still easy to
resolve. Positive and effective grievance prevention requires,
besides the positive discipline steps discussed previously in
this section, a few steps which will assure that the best
possible solution to the problem is found. Such steps could
include:
1. Discussion, on a one-to-one basis between the
employee and you, or if there is a supervisor,
with him or her. Often misunderstandings are cleared up
at this point and that ends the grievance. If more than a
misunderstanding is involved, a compromise solution can often be
found at this point.
There are a number of steps which you, or your
supervisor, should follow to assure the best results from such a
discussion:
a. Make sure that the employee is comfortable and that
your conversation will not be disturbed. An atmosphere of
concern and trust is necessary and these precautions can help to
start the discussion on a positive note.
b. Listen to the employee attentively and hear him or
her out. This will help you more clearly understand the entire
problem, not only the immediate cause of the dissatisfaction.
There is often more than one thing which disturbs an employee
and contributes to the problem.
c. Explain how you see the situation.
d. When all the facts are known, try to come to some
mutual understanding or workable compromise. If that is
impossible, suggest that you will think about the situation and
that the employee should do the same thing. Set a specific date
when you will let the employee know what it is that you can, and
will do.
e. Follow up on the situation. Make certain that you
carry through on all aspects of your decision. If you promised
to review something, or to have something fixed, be sure that
these really happen. Otherwise employees will not feel that you
are sincere with them when you discuss their complaints and
dissatisfactions with them.
2. If disagreement continues, employees should be
aware that they can bring the subject up again for further
discussion or that they can take it to the owner/manager if
their initial discussion was with a supervisor.
3. Some small businesses use the managers of
neighboring businesses to serve as mediators in such disputes.
If that is done, the business owners agree to help each other in
such situations. The "mediator" talks independently to employee
and owner and thus brings an impartial point of view to the
situation. A competent mediator can make both sides see the
situation clearer, and it is therefore more likely that a
mutually satisfactory solution can be found.
If a mediator is used, his or her role should be
clarified; that function is to explore and seek various possible
solutions that might be acceptable to both sides, not to suggest
specific solutions.
This guide has presented ways to implement a grievance
procedure in a small business. There are several positive
results of a good grievance procedure:
1. Providing relief for any negative feelings of
employees, before these feelings are released in
non-constructive ways - being late, not reporting for work, etc.
2. Restoring employee morale by clearing
misunderstandings and improving working conditions.
3. Notifying management of any dissatisfactions at an
early stage.
As the Proprietor of Your own business you
deal with problems on an almost daily basis. Getting familiar
with powerful Problem
Solving Techniques can radically affect
the development of your business.
Even though you Find
answers to your problems, many businessmen and women aren't
really proficient in the ways of problem solving,
and if
solutions fail, they mistake themselves for misjudgment. The
issue is typically not misjudgment but rather a lack of skill.
This guide Instructs you in a few problem solving
techniques. Crucial to the success of a business faced with
problems is the
understanding of just what the problems are,
setting themfinding solutions, and picking the best solutions
for your scenarios.
What is a problem. A dilemma is a
situation that poses difficulty or perplexity. Issues are
available in many shapes and
dimensions. For example, it may
be:
Something did Not work as it should and you don't
understand why or how. Something you will need is unavailable,
and something
must be found to take its place. Workers are
undermining a new program. The marketplace isn't purchasing.
What do you do to live?
Clients are complaining. How can you
manage their complaints?
Where do Issues come from?
Issues arise from every facet of human and mechanical functions
as well as from nature. Some issues we
cause ourselves (e.g.,
a hasty decision has been made and the wrong individual was
chosen for the task ); additional issues are
caused by forces
beyond our control (e.g., a warehouse is struck by lightning and
burns down).
Problems are a Natural, regular occurrence
of life, and so as to suffer less from the anxieties and
frustrations they cause, we
must find out to manage them in a
rational, logical manner.
If we accept The fact that
problems will appear on a regular basis, for a variety of
motives, and by an assortment of resources,
we can: learn to
approach problems from an objective point of view; find out how
to anticipate some of them; and stop some of them
from
becoming larger issues.
To accomplish This, you need to
learn the process of problem solving. Here, we will teach you in
the basic procedures of
problem-solving. It's a step by step
guide which you can easily follow and exercise. As you follow
this manual, you will
eventually develop some tips of your
own that work in concert with the difficulty process described
in this guide.
Keep in mind, Though, as you read that
this is not a thorough evaluation of the artwork of
problem-solving but rather a sensible,
orderly, and
simplified, yet effective, method to approach issues
contemplating the limited time and information most company
owners and managers have. In addition, some problems are so
complicated that they need the further aid of experts in the
field, so
be ready to accept that some issues are beyond one
person's ability, ability, and desire to succeed.
To be
able to Appropriately identify the issue and its causes, you
must do some research. 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 problem,
in addition to your time limitations. Then interview the people
involved with
the problem, asking them the questions on your
own checklist.
When You've Gathered the information and
reviewed it, you'll have a pretty clear comprehension of the
issue and what the major
causes of the issue are. Now, you
can find out more about the causes further through monitoring
and extra interviewing. At this
time you should outline the
problem as briefly as possible, list all the causes you've
identified, and list all of the regions the
problem appears
to be affecting.
At this point, You're ready to assess
your comprehension of the issue. You have already identified the
problem, broken it all down
into each of its aspects,
narrowed it down, done research on it, and you're avoiding
typical roadblocks. On a huge mat, write down
the issue,
including each of the variables, the regions it affects, and
what the consequences are. For a better visual
understanding,
you may also wish to diagram the problem demonstrating cause and
effect.
Study what you Have written down or diagrammed.
Call on your employees and talk about your investigation with
them. Based on their
feedback, you may choose to revise. As
soon as you believe you completely comprehend the causes and
consequences of the problem,
outline the issue as succinctly
and as simply as you can.
Go through your Long list of
solutions and cross-out those who obviously won't work. Those
notions are not wasted for they
influence on those thoughts
that stay. To put it differently, the very best ideas you select
may be revised based on the thoughts
that would not work.
With the rest of the solutions, use what's known as the"Force
Field Analysis Technique." This is
fundamentally an analysis
technique that breaks the solution down to its positive results
and negative outcomes. To do so write
each solution you're
contemplating on a different piece of paper. Below the solution,
draw a line vertically down the middle of
the newspaper.
Label one column advantages and one column disadvantages.
Now, some more Analytical thinking comes into play.
Assessing each facet of this solution and its influence on the
problem,
listing every one of the advantages and
disadvantages you can consider.
One way to help You
think about the benefits and disadvantages would be to role-play
each solution. Call in a couple of your
workers and play out
each solution. Ask them for their responses. Depending on what
you see and on their opinions, you'll have a
better idea of
the benefits and drawbacks of each alternative you are thinking
about.
After you Complete this process for each
solution, select those solutions that have the Many advantages.
At this point, you ought
to be considering only two or three.
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