[Column] Activities and Management for Controlling a Team

I would like to introduce a column article.

The team's performance is designed not to improve. Understanding this fact begins to reveal the meaning of achieving results through leadership and management. Small and medium-sized enterprises have a structure where profits do not materialize unless they do something beyond the monthly routine work, and without considering measures for performance gaps, achieving goals is impossible. Creating performance requires both activity and management as two wheels. Activity refers to sales and production activities aimed at securing sales and profits. In contrast, management involves the task of checking whether things are deviating from the ideal state. Interestingly, if activities are neglected, sales, gross profit margins, profits, productivity, and funds naturally decrease. On the other hand, if management is neglected, expenses, accounts receivable, and inventory naturally increase. In other words, if a group is not controlled, activities will be carried out according to individual judgment, and management is often neglected because it is seen as troublesome. Therefore, performance is structured in such a way that it does not improve unless the functions of controlled activities and management by people or teams are incorporated. *For more detailed content of the column, you can view it through the related link. For more information, please feel free to contact us.*

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