Management and Supervision

McDonald's employs a franchise business model with strong emphasis on consistency, standardization, and efficiency. The company focuses on providing a uniform customer experience across all locations, utilizing detailed operations manuals and training programs to ensure quality control. McDonald's also emphasizes cost control and innovation to adapt to changing consumer preferences and market trends.

If the question is biased, it will skew the results of the survey. This puts all of the data into question for accuracy.

Do you like Coke better than Pepsi? Biased toward Coke. Most people want to say yes to questions. And Coke is listed first.

Which of the two major soft drinks do you like better? The person has to name the one they like best, without any preference shown.

What is a management buyout? Private equity firms like the Carlyle Group, Kohlberg Kravis Roberts (KKR) and many others have made huge returns for investors through buyouts. Using financial engineering and a lot of debt these firms buy companies with little money down. While these types of transactions create spectacular returns for investors, they often shortchange the seller and management teams that drive the business. Thankfully, owners and managers can use these same financial tactics to buy and sell their business and have the benefit accrue to them. link How Most Management Buyouts are Done Private equity firms do hundreds of buyouts a year. Their typical approach is to offer to buy a controlling stake in a company using leverage they obtained from banks based on the financials of that company. Often times these firms commit very little of their own money to purchase the business. With little cash invested, these deals create spectacular returns for the buyout firm. Buyout firms also collect large fees up front, as well as additional advisory fees while operating a company they've acquired, and a big share of the investment profits. The average annual management fee to do business with a private equity firm is about 1.5% to 2.5%. The average share of profits is about 20%. While buyout firms give management ownership, it's usually less than 20% of the company. This type of buyout is the most common and is typically called a Sponsored Leveraged Buyout, where the equity player is the "Sponsor." Non-Sponsored Management Buyouts For financially healthy businesses, there is another approach that utilizes the same financing techniques but management gains operating control. In fact, management can end up owning 85% to 100% of the Company depending on the situation. These types of buyouts are called Non-Sponsored Leveraged Buyouts. Keys to Non-Sponsored Buyouts The process of completing a non-sponsored management buyout is pretty much like any other kind of business financing. The key requirements for a successful non-sponsored buyout include: 1. Quality Company and Team - An ideal situation is for the buyer(s) to already be running a profitable business. Common situations would be a CEO that buys a company from a passive owner or a limited partner buying out his or her majority partner(s). The key is for would-be lenders or investors to have confidence in the management team once the owner walks about the door. Our experience encompasses helping managers and minority shareholders execute non-sponsored buyouts that realize control of the business while allowing them to create significant value. 2. Proactive Management - Many prospective buyers never ask for the opportunity to buy their owner's business. Many are reluctant because they are unfamiliar with the process or believe they can't qualify for financing. Interestingly, it's the financials of the company, not the individuals that drive the ability to perform a non-sponsored buyout. The best way to start such discussions is to informally ask if the owner is open to discussing it. Once you get a 'yes' (even a tentative 'yes'), more homework can begin. 3. Agreement on Purchase Price - Agreeing on a purchase price can be as complicated or as simple as both parties want to make it. Still, most small to mid-sized companies are valued at a multiple of between 4 to 7 times cash flow (commonly called 'EBITDA' - for earnings before interest, taxes, depreciation and amortization). As an example a company that makes $2 million a year EBTIDA would be worth $10 million at a 5 multiple (5X). Knowing this, the most direct way to get a price is to ask the owner their price. Any purchase price within a 4 to 7 range will probably work. In fact, our experience has shown buyers will end up owning more through a non-sponsored buyout than a sponsored buyout even if they have to overpay some in order to buy the company. 4. Understanding of Financing Options - Most companies know they can get debt from banks and equity from buyout funds. However, a there are a variety of lesser known funding sources such as subordinated debt lenders, insurance companies, corporate development companies, hedge funds and other specialty lenders that will lend beyond a traditional bank. These are the same institutions that buyout firms use. Depending on the economic climate many of these firms will lend up to and sometimes over 4 times cash flow (EBITDA). Buyout Math: Putting it all together Following the math here, if a buyer purchases a company for $10Million (5X EBITDA) and can borrow $8Million (4X EBITDA) they end up owning 80% of the Company. Owners are satisfied because they get cash up front with no recourse. Buyers like it because they get control. Also, most of these specialty lenders do not require personal guarantees limiting the downside risk to new owners. Over time the owner's remaining interest can be bought out, often at a higher valuation. Most important, the value to all parties is directly driven by the buyer's performance rather than financial engineering by outside investors. Lantern Capital Advisors Management Buyout Services Lantern Capital Advisors works with management teams to evaluate a company's business and potential for a management buyout. If it is believed that the future of the business provides a strong potential for success, Lantern Capital Advisors will work with management to draft a letter of intent (proposal) to purchase the Company from the owner. Often one of the biggest road blocks to executing a management buyout is the owner's belief whether management is a qualified buyer. To gain the confidence of management and the owner, Lantern Capital Advisors pre-qualifies the buyout with multiple potential lenders/investors prior to submitting a proposal to the owners so that both owner and buyer can feel confident a deal can get done. Lantern Capital Advisors can also help management and owner identify an independent valuation firm to justify the purchase price both for the potential buyer and seller. Once an owner accepts the letter of intent, Lantern Capital Advisors will work with management to draft a business plan and financing request to secure the needed capital. Lantern Capital Advisors will arrange meetings with interested lenders and investors and will assist with the negotiations of all financing proposals. The goal is to find financing that optimizes management's ownership potential and long term objectives.

Simple meaning is - how many people are directly reporting to one manager.

Span of management also known as span of control means how many subordinates are handled by a superior. It is one of the basic functions of organization.

Simple meaning of Span of Management is how many people are directly reporting to one manager.

Frederick Winslow Taylor (1856-1915) is regarded as the father of scientific management who sort to improve industrial efficiency. Frederick was followed by Henry Laurence Gantt (1861-1919) who is considered the father of planning and control techniques. His Gantt Charts were used on projects such as the Hoover Dam and US Interstate Highway System. Up until the 1950's, projects were managed on a rather informal and ad hoc manner. It wasn't until the advent of the Polaris Missile Submarine Programme (1950's) that mathematical models were developed (e.g. PERT by Booz-Allen & Hamilton, Critical Path Method by the DuPont Corporation and Remington Rand Corporation). These techniques were evolved by the American Association of Cost Engineers (AACE). Active participation by the US DoD saw the introduction of earned value in the 1960's, however it has only really started to be used after 2000 when the methods of recording data to feed the methodology began to be implemented by companies. 1969 is another key milestone with the formation of the Project Management Institute (PMI) that was created to serve the interests of the PM industry. 1972 saw the formation of the Association of Project Managers (APM), a registered UK Charity committed to developing project and programme management. 1981 saw the start of the creation of the PM Body of Knowledge Guide. Microsoft entered the arena around 1984 with the first commercial version of Microsoft Project, however it wasn't until the 1995 (after several iterations) that it became the common office PM software for PMs. 1989 saw the launch of PRINCE (PRojects IN controlled Environments) a structure methodology for UK public projects by the UK CCTA, followed by a release of PRINCE2 in 1996. 2007 saw the launch of the APM plan to achieve Chartered Status for the PM profession in the UK.

Diversity is important in the workplace because a diverse population has different backgrounds, experiences, knowledge and understanding. A diverse workplace is better able to solve problem and implement new ideas because there are more people able to come up with the needed solutions and ideas. Diversity keeps life interesting. We know what we and our friends think - especially if our friends are like us. If we mix it up a little, we might come to different conclusions.

the difference between production management and operation management?

A manager's most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes

All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization. Some of these functions include:

· Planning: This step involves mapping out exactly how to achieve a particular goal. Say, for example, that the organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.

· Organizing: After a plan is in place, a manager needs to organize her team and materials according to her plan. Assigning work and granting authority are two important elements of organizing.

· Staffing: After a manager discerns his area's needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees. A manager in a large organization often works with the company's human resources department to accomplish this goal.

· Leading: A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees.

· Controlling: After the other elements are in place, a manager's job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track.

it allows you to train members and associates

Global business is a business that is based in a single country but acquires some meaningful share of its resources or revenue from other countries. A domestic strategy is a business that does all of its business in a single country.

Key Features, Advantages, and Benefits of Standards Realize a direct return on investment by • lowering installation and startup costs • reducing need to maintain large inventories • enabling interchangeability of components. • improving design with less "custom" effort • increasing safety Use of standards in industry • improves communication • provides practical application of expert knowledge • represents years of experience and avoids necessity of starting each project from ground up. Standards help you achieve operational excellence by • improving performance • lowering maintenance Costs • reducing downtime • enhancing operability • saving money.

Man,Money,Material,machine & Market these are the 5 M of any organization

Effective and efficient customer service is important because many companies sell the same or similar products, a company may only be able to retain customers by the quality of its service. Customers will quickly call a competitor.

Sales Administration Management refers to # The procedure of sales planning, tracking, and reporting. # The continuous process of keeping eye on sales of products.

PERT is a chart used to organize schedules and manage tasks within a project. PERT is an acronym of Program Evaluation Review Technique.

International Project Management Association is an entity formed in 1965 in Vienna

Accuracy

Analyze at least three factors that influence the boeing

company's strategic, tactical, operational, and contingency planning.

The pain curve tell that proper planning is painful but pays off in less pain later in the project. whereas absence of planning in the start exposing to pain which gradually increases & may reach unbearable levels.

Artifact has some interesting meanings, but the meanings seem to have in common some connection to the physical world of objects, or at least of observable things. Simple tools or other kinds of objects, like objects found at an archeological site would be called artifacts. Artifact can refer to body characteristics that have no functional value; I think the appendix would qualify. The word can also refer to something like non-harmful blips in an electrocardiograph that might come from some extraneous energy source. In these senses, organisation would be hard to class as an artifact. Organisation is more a concept than an artifact. However, you might get away with saying that organisations are artifacts of a certain age, or culture, or econony-- that kind of thing. But a good editor would probably discourage this use.