Title: Management Concepts

and Definitions
Subtitle: Understanding the
Core Principles of Management
Presenter’s Name (optional)
• What is Management?
• Definition: Management is the process of planning, organizing,
leading, and controlling an organization's resources to achieve specific
goals efficiently and effectively.
• Key Elements:
• Planning
• Organizing
• Leading
• Controlling
• Example: A manager setting objectives for the team and guiding them
toward achieving those goals.
• Key Functions of Management
1.Planning:
1. Defining goals and objectives.
2. Developing strategies to achieve them.
3. Anticipating future trends.
2.Organizing:
1. Allocating resources.
2. Assigning tasks.
3. Structuring the organization.
3.Leading:
1. Motivating and directing employees.
2. Creating an effective organizational culture.
3. Communicating effectively.
4.Controlling:
1. Monitoring performance.
2. Taking corrective actions as necessary.
3. Ensuring goals are met.
• Levels of Management
• Top-Level Management:
• Responsibilities: Strategic decision-making, setting long-term goals.
• Examples: CEOs, Presidents, Vice Presidents.
• Middle-Level Management:
• Responsibilities: Implementing policies, coordinating departments.
• Examples: Department heads, Branch Managers.
• Lower-Level Management:
• Responsibilities: Supervising day-to-day activities, managing employees.
• Examples: Supervisors, Team Leaders.
• Management Skills
1.Technical Skills: Specific knowledge related to the job.
1. Example: IT Manager knowing computer systems.
2.Human Skills: Ability to work with and motivate others.
1. Example: A team leader handling conflicts effectively.
3.Conceptual Skills: Ability to understand complex situations and think
strategically.
1. Example: CEO planning the future direction of the company.
• Managerial Roles (Mintzberg's Theory)
1.Interpersonal Roles:
1. Figurehead, Leader, Liaison.
2.Informational Roles:
1. Monitor, Disseminator, Spokesperson.
3.Decisional Roles:
1. Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator.
• Scientific Management (Frederick Taylor)
• Definition: A theory focused on improving efficiency by scientifically
studying work processes.
• Principles:
• Standardization of work methods.
• Division of labor.
• Time and motion studies.
• Incentive-based pay.
• Modern Approaches to Management
1.Contingency Approach: There’s no one best way to manage;
management styles depend on specific circumstances.
2.Systems Approach: Organizations are viewed as systems that interact
with their environment.
3.Total Quality Management (TQM): Focuses on continuous
improvement in all areas of an organization.
4.Lean Management: Emphasizes eliminating waste and improving
processes.
• Importance of Management
• Facilitates goal achievement.
• Enhances efficiency and productivity.
• Helps maintain organizational structure.
• Ensures proper coordination of activities.
• Adaptability to changing environments.
• Conclusion
• Summary: Management is an essential function in every organization,
involving a variety of skills, roles, and responsibilities.
• Final Thought: Effective management leads to a more successful and
sustainable organization.
 Topic 2
• Title Slide
• Title: Management Roles, Skills, and Levels
• Subtitle: A Detailed Overview
• Presenter’s Name (optional)
• Management Roles Overview
• Definition: Management roles are the various tasks and
responsibilities managers perform to fulfill their duties within the
organization.
• Key Concept: Based on Mintzberg’s Managerial Roles, these are
categorized into:
• Interpersonal roles
• Informational roles
• Decisional roles
• Interpersonal Roles
1.Figurehead:
1.Role: Symbolic head; performing social and legal duties.
2.Example: A CEO attending ribbon-cutting ceremonies.
2.Leader:
1.Role: Motivating and encouraging employees; overseeing
performance.
2.Example: A manager conducting performance reviews.
1.Liaison:
1.Role: Networking and maintaining external relationships.
2.Example: A manager working with suppliers or clients.
• Informational Roles
1.Monitor:
1. Role: Collecting and analyzing information from the environment.
2. Example: Reading industry reports, attending meetings.
2.Disseminator:
1. Role: Communicating information to subordinates.
2. Example: A manager relaying a new company policy to their team.
1.Spokesperson:
1. Role: Representing the organization to outsiders.
2. Example: A manager delivering a presentation at a conference.
• Decisional Roles
1.Entrepreneur:
1. Role: Initiating and overseeing new projects and innovations.
2. Example: Launching a new product line.
2.Disturbance Handler:
1. Role: Managing conflicts or crises.
2. Example: Addressing issues during a production failure.
3.Resource Allocator:
1. Role: Distributing resources effectively (time, money, personnel).
2. Example: Deciding the department's budget allocation.
1.Negotiator:
1. Role: Participating in and directing negotiations.
2. Example: A manager negotiating contracts with vendors.
• Management Skills Overview
• Definition: Management skills are the abilities required to perform
managerial tasks efficiently and effectively.
• Main Categories:
• Technical Skills
• Human Skills
• Conceptual Skills
• Technical Skills
• Definition: The ability to use specialized knowledge, tools,
techniques, and resources related to specific tasks or departments.
• Key Points:
• Required mostly at lower levels of management.
• Managers need to be proficient in the specific work of their team.
• Example: An IT manager understanding computer networks, or a
production manager knowing how to operate machinery.
• Human (Interpersonal) Skills
• Definition: The ability to work effectively with others, build
relationships, and motivate people.
• Key Points:
• Necessary at all levels of management.
• Involves empathy, communication, leadership, and conflict resolution.
• Example: A manager fostering teamwork or resolving disputes within
their team.
• Conceptual Skills
• Definition: The ability to think abstractly, analyze complex situations,
and solve problems from a broader perspective.
• Key Points:
• Mostly required by top-level management.
• Involves strategic thinking, planning, and envisioning the bigger picture.
• Example: A CEO crafting long-term strategies for the company’s
future growth.
• Levels of Management
• Overview: There are three primary levels of management, each with
distinct roles and responsibilities:
• Top-Level Management
• Middle-Level Management
• Lower-Level Management
• Top-Level Management
• Role: Set long-term goals and overall strategy for the organization.
• Responsibilities:
• Visionary leadership.
• External relations (government, stakeholders, etc.).
• Strategic decision-making.
• Examples: CEOs, Presidents, Board of Directors.
• Skills Focus: High on conceptual skills, moderate on human skills, low
on technical skills.
• Middle-Level Management
• Role: Bridge between top management and lower levels,
responsible for implementing policies and coordinating
departments.
• Responsibilities:
• Translating top management's strategic goals into operational tasks.
• Managing teams or departments.
• Reporting to top management and overseeing lower-level managers.
• Examples: Department Heads, Regional Managers, Division
Managers.
• Skills Focus: Balance of conceptual, human, and technical skills.
• Lower-Level Management
• Role: Focuses on day-to-day operations and directly
supervising employees.
• Responsibilities:
• Ensuring daily tasks are completed.
• Training and supervising non-managerial employees.
• Addressing issues at the operational level.
• Examples: Supervisors, Team Leaders, Foremen.
• Skills Focus: High on technical and human skills, low
on conceptual skills.
• Conclusion
• Summary: Management involves various roles, skills, and levels, each
critical to ensuring an organization’s success.
• Final Thought: A manager's ability to adapt and balance these roles
and skills depending on their level will influence the efficiency and
effectiveness of their management style.
 Topic no2
• Slide 1: Title Slide
• Title: Management Functions and Roles of Managers
• Subtitle: A Comprehensive Overview
• Presenter’s Name (optional)
• Management Functions Overview
• Definition: Management functions are the essential activities that
managers perform to ensure the smooth operation of an
organization.
• Key Functions:
• Planning
• Organizing
• Leading
• Controlling
• Planning
• Definition: The process of defining organizational goals, developing
strategies, and outlining tasks and schedules to achieve these goals.
• Key Activities:
• Setting objectives.
• Forecasting future trends.
• Developing policies and procedures.
• Importance:
• Provides direction and reduces uncertainties.
• Helps in resource allocation and prioritization.
• Example: A company planning a market expansion strategy
• Organizing
• Definition: The process of arranging resources and tasks in a
structured way to achieve organizational objectives.
• Key Activities:
• Defining roles and responsibilities.
• Creating an organizational structure.
• Allocating resources (human, financial, and material).
• Importance:
• Establishes a framework for efficient work.
• Ensures coordination between departments.
• Example: A manager assigning teams to different projects.
• Leading
• Definition: The process of motivating, directing, and influencing
employees to work towards the achievement of organizational goals.
• Key Activities:
• Providing motivation and leadership.
• Communicating effectively with team members.
• Handling conflicts and providing guidance.
• Importance:
• Inspires and energizes employees.
• Ensures alignment with organizational objectives.
• Example: A manager encouraging team members to meet deadlines
through effective communication and support.
• Controlling
• Definition: The process of monitoring, evaluating, and ensuring that
organizational goals are achieved as planned.
• Key Activities:
• Setting performance standards.
• Measuring actual performance.
• Taking corrective actions when necessary.
• Importance:
• Ensures goals are met efficiently.
• Helps identify areas for improvement.
• Example: A manager evaluating sales performance and adjusting
strategies based on actual sales figures.
• Management Functions in Action
• How They Work Together: These functions are interconnected and
cyclical:
• Planning: Sets the objectives and strategies.
• Organizing: Allocates resources to execute the plan.
• Leading: Ensures the team is motivated to follow the plan.
• Controlling: Monitors progress and makes adjustments.
• Role of a Manager Overview
• Definition: A manager’s role is to coordinate and oversee the
activities of others to ensure that organizational goals are met
efficiently and effectively.
• Key Categories of Roles (Mintzberg's Framework):
• Interpersonal
• Informational
• Decisional
• Interpersonal Roles of a Manager
1.Figurehead:
1. Role: Performs ceremonial and symbolic duties.
2. Example: A CEO representing the company at a charity event.
2.Leader:
1. Role: Provides leadership, guidance, and motivation to employees.
2. Example: A manager leading team meetings and setting goals for the team.
3.Liaison:
1. Role: Acts as a link between the organization and external parties.
2. Example: A manager coordinating with clients and stakeholders.
• Informational Roles of a Manager
1.Monitor:
1. Role: Gathers internal and external information relevant to the organization.
2. Example: A manager reading reports to stay informed about market trends.
2.Disseminator:
1. Role: Communicates important information to subordinates and teams.
2. Example: A manager sharing new company policies with the team.
3.Spokesperson:
1. Role: Represents the organization to external audiences.
2. Example: A manager speaking at a conference about the company's
achievements.
• Decisional Roles of a Manager
1.Entrepreneur:
1. Role: Initiates and manages changes or projects.
2. Example: A manager launching a new product or service.
2.Disturbance Handler:
1. Role: Deals with conflicts and unexpected issues.
2. Example: A manager resolving a dispute between employees.
3.Resource Allocator:
1. Role: Distributes resources effectively across departments or projects.
2. Example: A manager deciding on the budget for a marketing campaign.
4.Negotiator:
1. Role: Participates in negotiations with other companies, suppliers, or clients.
2. Example: A manager negotiating a contract with a supplier for better pricing.
• Skills for Effective Management
• Technical Skills: The knowledge of specific tasks and processes.
• Human Skills: The ability to work well with others.
• Conceptual Skills: The ability to think strategically and solve complex
problems.
• Importance: Balancing these skills is essential for success across all
managerial roles.
• Conclusion
• Summary: Managers perform essential functions—planning,
organizing, leading, and controlling—and fulfill various roles to ensure
that organizations operate smoothly.
• Final Thought: Understanding and mastering these functions and
roles are key to being an effective manager in any organization.
• Title: Vision, Mission, Goals, and Objectives
• Subtitle: Understanding Organizational Purpose and Direction
• Presenter’s Name (optional)
• What is Vision?
• Definition: A vision statement defines the future state an organization
aspires to achieve. It serves as a source of inspiration and provides a long-
term direction.
• Key Characteristics:
• Future-oriented.
• Inspirational and aspirational.
• Concise and clear.
• Importance:
• Guides strategic decision-making.
• Motivates employees and stakeholders.
• Example: "To be the global leader in sustainable energy solutions."
• Components of a Vision Statement
• Clarity: The vision should be clear and easy to understand.
• Inspirational: It should inspire employees and other stakeholders.
• Future-Oriented: Focused on long-term aspirations.
• Challenging but Achievable: It should push the organization towards
growth.
• What is Mission?
• Definition: A mission statement defines the purpose of an
organization, explaining why it exists, who it serves, and what it does.
• Key Characteristics:
• Focuses on the present.
• Addresses who the organization serves, what it does, and how it delivers
value.
• Action-oriented.
• Importance:
• Provides a clear understanding of the organization’s primary focus.
• Helps guide everyday operations and decision-making.
• Example: "To provide affordable, sustainable energy solutions to
communities worldwide."
• Components of a Mission Statement
• Purpose: Why does the organization exist?
• Values: What does the organization stand for?
• Strategy: How does the organization plan to achieve its mission?
• Customers: Who does the organization serve?
• Core Activities: What does the organization do to fulfill its mission?
• Vision vs. Mission
• Vision Statement:
• Future-focused.
• Describes where the organization wants to go.
• Long-term, aspirational.
• Mission Statement:
• Present-focused.
• Describes what the organization does and why it exists.
• More action-oriented.
• Example:
• Vision: "To be the most innovative technology company in the world."
• Mission: "To design and deliver cutting-edge technology solutions that
empower individuals and businesses."
• What are Goals?
• Definition: Goals are broad, long-term outcomes that an organization
strives to achieve. They are aligned with the vision and mission and
provide direction for growth and success.
• Key Characteristics:
• General statements about desired outcomes.
• Long-term in nature.
• Focused on overall impact rather than specific metrics.
• Importance:
• Helps set priorities and allocate resources.
• Provides a broad framework for decision-making.
• Example: "Expand market share by 25% over the next 5 years."
• What are Objectives?
• Definition: Objectives are specific, measurable actions or steps that
lead to the achievement of broader goals.
• Key Characteristics:
• Specific and clearly defined.
• Measurable with specific criteria.
• Time-bound with a clear deadline.
• Actionable and achievable.
• Importance:
• Helps track progress towards goals.
• Provides clear direction for teams and individuals.
• Example: "Increase customer satisfaction ratings by 15% within the
next year."
• Goals vs. Objectives
• Goals:
• Broad and general.
• Focused on long-term outcomes.
• Not necessarily time-bound or specific.
• Objectives:
• Specific and detailed.
• Short-term actions to achieve goals.
• Time-bound and measurable.
• Example:
• Goal: "Become a market leader in sustainable products."
• Objective: "Launch 10 new eco-friendly products in the next 12 months."
• SMART Objectives
• Definition: SMART is a framework for setting clear, actionable, and
measurable objectives.
• SMART Criteria:
• Specific: Clearly defined and focused.
• Measurable: Quantifiable with indicators of success.
• Achievable: Realistic and attainable.
• Relevant: Aligned with broader goals and the mission.
• Time-bound: Set within a specific timeframe.
• Example:
• Specific: Increase customer retention rate.
• Measurable: By 20%.
• Achievable: Through improved customer support.
• Relevant: To overall business growth.
• Time-bound: Within 1 year.
• Aligning Vision, Mission, Goals, and Objectives
• How They Work Together:
• Vision: Provides long-term direction and aspiration.
• Mission: Defines purpose and what the organization does.
• Goals: Provide broad long-term milestones aligned with the vision and
mission.
• Objectives: Define specific, measurable steps to achieve goals.
• Example:
• Vision: "To lead the world in renewable energy."
• Mission: "To deliver innovative, sustainable energy solutions."
• Goal: "Increase renewable energy production by 50% in the next 5 years."
• Objective: "Build 3 new solar plants by the end of next year."
• Conclusion
• Summary: Vision, mission, goals, and objectives work together to give
direction and purpose to organizations. Understanding the
distinctions and connections between them is critical for effective
strategic planning and execution.
• Final Thought: Successful organizations continually align their
activities with their vision and mission through clear goals and
actionable objectives.
• Title: Elton Mayo & the Hawthorne Studies and Tom Peters & Robert
Waterman’s Theory
• Subtitle: Key Contributions to Management Thought
• Presenter’s Name (optional)
• Elton Mayo and the Hawthorne Studies
• Slide 2: Who Was Elton Mayo?
• Definition: Elton Mayo (1880–1949) was an Australian psychologist
and sociologist, often considered one of the founders of industrial
psychology and organizational behavior.
• Key Contribution: Known for his pioneering work on the importance
of human relations in the workplace, particularly through the
Hawthorne Studies.
• Context: His studies shifted management focus from solely technical
and mechanistic processes to the social needs of workers.
• What Were the Hawthorne Studies?
• Definition: A series of experiments conducted from 1924 to 1932 at
the Western Electric Hawthorne Works in Chicago, aiming to
understand how different work conditions affected worker
productivity.
• Key Experiments:
• Illumination experiments (lighting adjustments and productivity).
• Relay assembly test room experiments (impact of work conditions and group
dynamics).
• Bank wiring room experiments (observation of group behavior and output).
• Key Findings of the Hawthorne Studies
1.The Hawthorne Effect:
1. Definition: The phenomenon where individuals improve an aspect of their
behavior in response to being observed.
2. Example: Workers increased productivity not due to changes in physical
conditions, but because they felt observed and valued.
2.Social Factors Matter:
1. Productivity was strongly influenced by social dynamics and employee
satisfaction.
2. Group dynamics: Informal social groups and workplace culture played a key
role in worker performance.
3.Importance of Communication:
1. Encouraging open communication between managers and workers led to
increased productivity.
• Implications of the Hawthorne Studies
• Human Relations Movement: Shifted management focus from task
efficiency to considering workers' emotional and social needs.
• Importance of Employee Engagement: Highlighted that employee
morale, satisfaction, and sense of belonging significantly affect
productivity.
• Management Strategy: Encouraged management to foster positive
relationships and supportive environments to increase effectiveness.
• Tom Peters and Robert Waterman’s Theory
• Slide 6: Who Are Tom Peters and Robert Waterman?
• Tom Peters: Management expert, author, and consultant known for
his work on business excellence and organizational effectiveness.
• Robert Waterman: A management consultant and author who co-
authored In Search of Excellence with Tom Peters.
• Key Contribution: Developed the 7-S Framework, which highlighted
the interconnectedness of key organizational elements for success.
• Introduction to the 7-S Framework
• Definition: The 7-S Framework is a management model developed by
Peters and Waterman in the 1980s. It proposes that organizational
success comes from the alignment of seven key elements.
• The Seven Elements:
• Strategy: The plan to achieve organizational goals.
• Structure: How the organization is arranged (hierarchy, reporting lines).
• Systems: Day-to-day processes and procedures.
• Shared Values: Core values or culture guiding the organization.
• Skills: The competencies and capabilities of employees.
• Style: Leadership style and organizational culture.
• Staff: The people in the organization (their roles and development).
• The 7-S Framework Explained
1.Strategy: Clear, long-term plan for competitive advantage.
1. Example: A company aiming to become a market leader by adopting new
technologies.
2.Structure: The organization’s hierarchy and how teams are
structured.
1. Example: Decentralized or flat structures for greater innovation.
3.Systems: Processes and routines that guide daily operations.
1. Example: An efficient supply chain system to ensure product delivery.
4.Shared Values: The organizational culture and ethos.
1. Example: A tech company emphasizing innovation and creativity.
• The 7-S Framework Explained (continued)
5.Skills: The organization’s and employees' abilities.
5. Example: Strong R&D capabilities in a tech company.
6.Style: The leadership and management approach.
5. Example: A participative leadership style fostering collaboration.
7.Staff: Employee development, motivation, and talent management.
5. Example: Investing in training programs for continuous skill development.
• Importance of the 7-S Framework
• Interconnected Elements: Success in an organization depends on the
alignment and coordination of all seven elements.
• Holistic Approach: Peters and Waterman emphasized that focusing
on just strategy or structure is not enough—effective change requires
addressing all the elements.
• Adaptability: The 7-S Framework is still widely used in today’s
dynamic environments for diagnosing issues and ensuring alignment
across organizations.
• In Search of Excellence
• Book Overview: In 1982, Tom Peters and Robert Waterman published In
Search of Excellence, where they studied 43 companies known for their
high performance.
• Key Lessons:
• Bias for Action: Successful companies value quick decision-making and action.
• Close to the Customer: They build strong relationships and focus on customer
needs.
• Autonomy and Entrepreneurship: They empower employees to innovate and take
initiative.
• Productivity through People: They value employee contributions and teamwork.
• Influence: The book shifted management thinking towards flexibility,
customer-centricity, and empowering employees.
• Conclusion
• Summary: Elton Mayo’s Hawthorne Studies highlighted the
importance of social factors and employee engagement in
productivity, while Peters and Waterman’s 7-S Framework
emphasized a holistic approach to organizational success through the
alignment of strategy, structure, and values.
• Final Thought: These theories transformed management thinking by
focusing on the human side of organizations and the importance of
integrated, flexible management models.
• Title Slide
• Title: SWOT Analysis: A Strategic Tool for Business Success
• Subtitle: Understanding Strengths, Weaknesses, Opportunities, and
Threats
• Presenter’s Name (optional)
• Introduction to SWOT Analysis
• Definition: SWOT Analysis is a strategic planning tool used to identify
an organization’s internal Strengths and Weaknesses, as well as
external Opportunities and Threats.
• Purpose:
• To assess internal and external factors affecting the organization.
• To inform strategic decision-making and planning.
• Importance:
• Helps organizations leverage their strengths and opportunities while
addressing weaknesses and minimizing threats.
• Components of SWOT Analysis
• Four Quadrants:
• Strengths: Internal attributes that give the organization a competitive
advantage.
• Weaknesses: Internal factors that could hinder performance or success.
• Opportunities: External conditions that the organization can exploit to its
advantage.
• Threats: External factors that could cause problems or put the organization at
risk.
• Strengths in SWOT Analysis
• Definition: Positive internal attributes that enhance the organization’s
ability to compete and succeed.
• Key Characteristics:
• Competitive advantages.
• Unique resources or capabilities.
• Strong brand reputation.
• Efficient processes or superior technology.
• Examples:
• Strong brand loyalty.
• Skilled workforce.
• Exclusive access to resources or patents.
• Weaknesses in SWOT Analysis
• Definition: Internal limitations or challenges that hinder the organization’s
performance or competitiveness.
• Key Characteristics:
• Inefficiencies or outdated technologies.
• Skills gaps or lack of resources.
• Poor reputation or weak brand.
• Inconsistent product quality.
• Examples:
• High employee turnover.
• Weak online presence.
• Poor financial management.
• Opportunities in SWOT Analysis
• Definition: External factors or trends that the organization can take
advantage of to grow or improve its market position.
• Key Characteristics:
• Market growth or emerging customer needs.
• Technological advances.
• Changes in regulations or political environments.
• Strategic partnerships or new markets.
• Examples:
• Growing demand for eco-friendly products.
• Expansion into new geographic markets.
• Advancements in digital technologies.
• Threats in SWOT Analysis
• Definition: External challenges or risks that could negatively affect the
organization’s success.
• Key Characteristics:
• New competitors or substitute products.
• Economic downturns or changing regulations.
• Negative changes in consumer preferences.
• Technological disruptions.
• Examples:
• Intense competition in the industry.
• Economic recession affecting consumer spending.
• Changes in data privacy regulations.
• Example of SWOT Analysis (Case Study)
• Company: ABC Tech Solutions
• Strengths:
• Innovative product line.
• Strong customer support.
• Weaknesses:
• Limited international presence.
• High production costs.
• Opportunities:
• Expansion into emerging markets.
• Strategic partnerships with tech firms.
• Threats:
• Rapid changes in technology.
• Increasing competition from global players.
• How to Conduct a SWOT Analysis
• Step 1: Gather Data
• Analyze internal reports, customer feedback, and market trends.
• Step 2: Identify Internal Factors
• List the organization’s Strengths and Weaknesses.
• Step 3: Identify External Factors
• Identify potential Opportunities and Threats.
• Step 4: Prioritize and Strategize
• Focus on using strengths to capitalize on opportunities and minimize threats.
• Advantages of SWOT Analysis
• Simplicity: Easy to understand and apply across various industries.
• Comprehensive: Considers both internal and external factors.
• Flexibility: Can be used for any project, team, or organization.
• Strategic Alignment: Helps align organizational strategies with current
conditions.
• Limitations of SWOT Analysis
• Lack of Prioritization: Does not provide a way to prioritize strengths,
weaknesses, opportunities, and threats.
• Subjectivity: Results depend on the perspectives of those conducting
the analysis.
• Over-Simplification: It may oversimplify complex issues and fail to
capture nuances.
• Static View: Provides a snapshot in time but does not account for
evolving conditions.
• Conclusion
• Summary: SWOT Analysis is a vital tool for identifying internal
strengths and weaknesses while analyzing external opportunities and
threats. It guides organizations in formulating strategies that align
with their current environment.
• Final Thought: Successful organizations frequently update and use
SWOT analysis as a part of their continuous improvement and
strategic planning processes.