7 Year Old Blood In Stool

Fundamentals of business management

practical handbook for SMEs

Preface

Some time ago, Franz Beckenbauer was asked to explain the reasons for its success first as a player and then as a manager in the game of football.
His answer:
The game of football is an activity very simple. There are few rules easy to understand and follow. Two teams play against each other trying to score as many goals as possible. It is the opponent to score more goals to win the game. That is all.

What I am now going to assert their noses at several:
Managing a business is to ensure that the revenues exceed the costs. Everything here .

Unfortunately, many business management books overlook this simple statement. E 'instead of something you have to always remember and from which must always leave. I can not remember at this point that the most important management lesson I have ever received almost the beginning of my career.

I was at the time, I talk about many years ago, a young manager / consultant who ran in Zambia, on behalf of a company of the Mediobanca Olivetti dealer in the country, engaged in the same time, countries south of Sahara on behalf of Olivetti stessa.Un Saturday afternoon I was offered the Directorate General of a factory and articulated trucks: I took possession of the office on Monday morning. It was the Lusaka Engineering Company, 1,400 people, 40% State participation in Zambia, 40% and 20% Mediobanca Fratelli Piacenza. My last experience of management had been until then the direction of technical customers on the London area (230 technicians). I felt so honest to declare my hesitation to take the job on grounds of manifest lack of experience. I had a lot of courage: I forgot to tell me that the offer was made personally by Dr. Enrico Cuccia. And it is from him I received a lesson in management that I will never forget. The man spoke very little, then I got to meet him a couple more times in Africa and Milan. He wrote on a piece that I still have four sentences: invoices, invoices, receipts, payments received and payments made . I turned the paper perché lo leggessi e disse: “Guardi ingegnere lei lunedì va in fabbrica, per due settimane non prende nessuna decisione e tutte le sere si fa portare nel suo ufficio dal Direttore Amministrativo questi quattro numeri, alla fine delle due settimane riunisce tutti i direttori (non usava la parola manager) intorno al tavolo della Direzione, tiene i numeri in ordine davanti a sé e comincia a fare domande. Vedrà che dopo la riunione sarà in grado di prendere decisioni.” Seguii le istruzioni alla lettera, per fortuna avevo una segretaria inglese non molto attraente ma molto efficiente, e dopo due anni della mia gestione la Price Waterhouse potette stilare un report pieno di complimenti.

Ecco questo ebook wants to be aimed at providing the basic elements necessary for the proper and practical management of an SME.

do not have to read the first chapter to last, but may be consulted when there is a need and desire.