Jean Roberts

Jean Roberts: Small and medium enterprise

You are viewing Jean Robert's collection of Small and medium enterprise. The following entries are available under this category:

• Life-cycle of a Grant Application or Submission
• Applying labels to categorise individuals is out of control
• Boardroom Tensions, Traumas and Triumphs
• Survival Protection Plans for SMEs and Nonprofits
• Moving into and out of the position of Board Chairperson
• Improving the Workplace Environment – through left- and right-brain orientation
• Governance of Rural and Regional Nonprofit Service-providers
• Forecasting involves the past, present and future
• Managing Staff – the issue of promotion
• What is Committee-itis?
• Member-based Clubs – a financial and operational analysis
• Artful use and application of Effective Communication
• Jean’s Eight Simple, Effective and Reliable Planning Tools – in one file
• Nonprofit Sector – an overview of the rate of change
• Quoting is more than just price – if you want your business or service to survive
• Benefits of Reflection – in Pursuit of Facts
• Why Nonprofit Boards and SME Owner-Managers should bother about Policies
• Nonprofit Board Self-appraisal – is this something your Board does every year?
• Some of the Myths associated with Quoting
• Questions for Nonprofit Boards or Committees on the financial aspects of their governance role
• Planning a new initiative – a simple and effective checklist
• Crisis Management Strategy – using cashflow as an example
• Checklist to increase a Peak Body’s effectiveness
• Difference and relationship between Worry and Concern
• Boards need to know what they need to know!
• How and why I write the way I write – Jean Roberts
• My simple, effective and reliable planning tool No. 8: Symbols
• Self-employment – as an alternative to working for a wage
• Difference between ‘Stakeholder Analysis’ and ‘Stakeholder Survey’
• Nonprofit Boards – they have a Critical Responsibility to Monitor
• The gulf – and transition – between mediocrity and success
• CEO Performance Appraisal/Review in a Nonprofit Organisation
• My simple, effective and reliable planning tools – the Table: Step 7
• Risky Changes for Small Business Owner/Managers
• Comments on Major Sections of Board or Committee Minutes
• My simple, effective and reliable planning tools – the Arrow: Step 6
• My simple, effective and reliable planning tool – the Square: Step 5
• My simple, effective and reliable planning tool of – the Circle: Step 4
• My simple, effective and reliable planning tool – the Straight Line: Step 3
• My simple, effective and reliable planning tool – the Triangle: Step 2
• Role of Patron in a nonprofit organisation – active or passive?
• My simple, effective and reliable planning tools – including a circle, a triangle and a straight line: Step 1
• Most common concerns about writing grant applications, submissions and proposals
• Where two or more are gathered, there is potential for conflict – with free discussion paper included
• Managing Fear in Relation to Change
• Delivering Quality Services – a free checklist for Service Providers
• Entrepreneurship and Innovation depend on HRD
• Is there such a thing as a non-community ?
• Checklist to guide an internal review of your quoting and tendering procedures
• Complexity vs Simplicity
• One of my early lessons as a Trainer
• Knowledge and information transfer – how and why technology is a major problem
• Manage your Corporate Language, please!
• Business Brainpower as a tool in connecting organistional and personal values
• 5-Levels of Quality Maturity in Nonprofit Board Performance
• In-house Research begins with an Archaeological Dig of your Organisation
• Business Brainpower as a tool in Training and Development
• Jean’s Nonprofit and Social Enterprise Organisational Health Check
• Submission/tender writing – how does it rank in your Company’s priorities?
• Jean’s Checklist for Reading or Writing a Tender or Submission Brief
• Burn-out Protection Plan for SMEs and Nonprofits
• The Politics of Collaborative Effort in Nonprofit and SME Workplaces
• Making Ethics Work – Free Trial
• Succession Planning Checklist for SMEs and Nonprofits
• Opportunities for innovation abound in these ‘tough times’
• Managing Workplace Relationships
• A package of three Management Group Activities for in-house/on-site Learning and Development
• Critical Success Factors in Quoting and Tendering
• Board Chairpersons need to understand how their Board Members talk
• Management Styles in SMEs and Nonprofit Organisations
• Guiding Principles relating to Measurable Consumer Outcomes
• Have you thought of applying the principles of Deliberate Practice to your life as a Small Business Owner/Manager?
• Writing an Evaluation Report for a funded or contracted service
• Individual Work Practices – don’t ignore them!
• In-House Risk Register Workshop – practical strategies based on individual work practices
• Jean’s Consultation and Consultative Decision Making Model
• Role and Function of a Peak Body – from the perspective of a Peak Body’s Board and CEO
• Theoretical Quality Framework for Nonprofits and SMEs
• Theoretical Frameworks – why we need them in governance and management
• Role of a Peak Body – from the perspective of the membership base
• Jean’s Making Ethics Work Checklist launch
• Jean’s Making Ethics Work Checklist – a work in progress
• Jean’s Checklist: Making Ethics Work – a working definition
• Jean’s Checklist: Making Ethics Work – Leaders and Managers must manage relationships within their workplace.
• Jean’s Making Ethics Work Checklist – the nature and impact of change
• Jean’s Making Ethics Work Checklist – Management and Leadership Styles
• Jean’s Making Ethics Work Checklist – Parameters and Focus
• Jean’s Checklist: Making Ethics Work – does this begin and end with Management and Leadership?
• Jean’s Checklist: Exposing the traps in tendering and outsourcing
• Why did Jean Roberts choose William Shakespeare as her business mentor?
• Managing Fear in relation to Change
• Managing fear as a very small business!
• Typical behaviours of proactive, reactive and crisis management styles
• A Management Group Activity to address role clarity and job satisfaction
• A Management Group Activity to assess the effectiveness of a statement of philosophy
• A Management Group Activity to assess the effectiveness of internal policy and procedure manuals
• Management and Leadership: Risk and Quality are two sides of the one coin
• Owner/Managers as Managers, Leaders, Innovators and Entrepreneurs
• Difference and relationship between ‘Management’ and ‘Leadership’ – and their link with ‘Innovation’ and ‘Entrepreneurship’
• Management styles – pro-active, re-active and crisis
• Jean’s on-the-job coaching – Customer/Client/Consumer Service Quality
• Jean’s on-the-job mentoring – Risk Scenario
• Jean’s on-the-job Case Study – Effective Meetings
• Major Signs of Business Failure – early 1990s and today
• Jean’s definition of Integrated Service Planning/Performance Appraisal-Management
• Jean’s definition of Effective Communication
• Skills Involved in Tendering
• Time and Task Management
• Jean’s Core Business Strategy No. 1: Unshakeable Fact Test in effective decision-making
• An extract from One Man Show – The purpose of a marketing strategy
• Introduction to Key Performance Indicators (KPIs), Measures and Targets for Small and Medium Enterprises (SMEs)
• Understanding the relationship between Entrepreneurship, Innovation and Creativity
• Entrepreneurial Initiative as a Sole Operator
• Learning from one’s own experience
• Highlights from my attendance at the 2008 Institute for Small Business and Entrepreneurship (ISBE) World Conference
• Evaluation of training
• Corporate Social Responsibility
• One Man Show – the smallest of small business
• Planning and implementing a strategy for growth
• Opportunities for innovation abound in these ‘tough times’
• Be kind to yourself by improving your management of ‘Time’ and ‘Tasks’

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Stage 1:           Conception – the planning stage where you clarify the desired outcome

Why this?  You have to know …

Let’s explore this practice!

• Joseph Mayo, an early writer

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Invitations …

Such goals and objectives are usually expressed in positive terms as to:

1. desired outcomes

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If you find yourself a prospective Chairperson, make an objective assessment of:

1.    the current situation, including:

• the nature and level of support currently available to the role, and to the person in that role,
• reason for the position becoming

…

I have spent many years considering and anticipating human behaviours – particularly in developing and negotiating opportunities and solving problems within a variety of business, organisational and work-place environments.

Initially concentrating on organisational policies and procedures, I soon realised that …

The social and economic impact of natural, environmental and economic downturns and disasters have been well documented through recent years.  This article focuses on the impact upon nonprofit organisations in rural and regional communities.  

Such events and their ongoing impact …

A key person in any organisation will often be engaged in forecasting, which includes:

• assessing risk,
• setting measurable outcomes,
• estimating income and costs,
• scheduling tasks and activities to achieve the required completion date,
• allocating responsibilities,
• monitoring performance,
• financial

…

A Manager will at some stage of her/his career face the need to promote or ‘elevate’ a member of their staff to a new or higher level of authority and responsibility – which is likely to be due to either …

Committee-itis is an infection which invades the body of a committee through one or more committee members.

Recognising Committee-itis – imagine this:

You’ve just come back from a committee meeting.  And what you saw was a group of people who …