Hans Kasper, MS-CPA, PS

Available Services
Management Training
 

Managing a business can be one of the most difficult and time-consuming tasks facing a business owner.  We can train you and your management staff in the fields of management science and management psychology with successful, workable models that include:

• Product and Critical Task Definition

• Critical Task Assignment and Scheduling

• Important Task Definition

• Important Task Assignment and Scheduling

• Procedural Definition and Implementation

• Management by Delegation of Authority with Review
   

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Most owners and managers get caught up in the everyday tasks that they believe are important in running their business, but rarely reflect on product and critical task definition.  Without this creative and reflective thinking-process, the competitive edge that will keep the company alive two to five years from now may be lost.  Areas that we will look at in a unique way that will create an “Ah ha” moment are:

• What are your products?  Seems simple, doesn’t it?  But, you need to look at it a unique and different way—creatively rather than functionally.

• What are the perceived, the substantive, and the real values of your products?

• What are your core beliefs about the company?  What are the true and false premises?  What is your future vision for the business—is this vision credible?

• What are your company’s critical tasks—at the owner, president, or board level, at the managers’ or department level, and at the staff level.

• How many critical tasks should a company, department, or an employee have—how are these tasks assigned and scheduled?
   

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While some important tasks do get handled on a timely basis, many do not and some are not completed at all.  This is due to the fact that everything but important tasks are being completed.  Important tasks can best be described as second-class critical tasks.  Important tasks are those that will help your business run smoother and will give you time to work on the critical tasks.

• How are important tasks and critical tasks different?

• What are your company’s important tasks—at the owner, president, or board level, at the managers’ or department level, and at the staff level?

• How many important tasks should a company, department, or an employee have?

• How are important tasks assigned and scheduled?

• How are critical tasks and important tasks linked together?
   

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Management science has provided many proven techniques to the business community to help us get the job done.  The problem is, we override the science, do what we want, and wonder why we don’t achieve the results we desire.  To achieve the outcome we want, we need to:

• Know the difference between centralized management, decentralized management, and management by delegation of authority with review, and why the first two do not work from a psychological point-of-view.

• Know the definition of procedural implementation, why it is important, how you can not go forward without it, and how it will free up your time.

• Know how procedural implementation creates a turnkey management system that forces a focus on the critical and important tasks of the company.

• Know how a turnkey management system adds increased monetary value to your company, which is the real goal, isn’t it?