[Column] Activities and Management for Controlling the 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 emerge unless they do something beyond their monthly routine work, and without considering measures for performance gaps, achieving goals is impossible. Creating performance requires both activity and management. Activity refers to sales and production activities aimed at securing revenue and profit. In contrast, management involves checking whether things are deviating from their intended state. Interestingly, if activities are left unattended, revenue, gross profit margin, profit, 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 cumbersome. Thus, performance is structured in such a way that without the functions of controlled activities and management by people or teams, it will not improve. *For more details on the column, please refer to the related link. For further inquiries, feel free to contact us.*

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