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The elimination of vanishing markings is an important step to be accomplished for generation of a CTMC from a given GSPN/SRN. Two different techniques can be distinguished,
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to shift to another. This problem often referred to as the explorationexploitation trade-off is ubiquitous, appearing at all levels and domains of decision making.
In this book we deal with the job of managing business growth successfully. We do not accept that growth (or rapid growth) is a foregone conclusion, even when there has been growth in the recent past. Markets can change rapidly and customers can be ckle. Each situation needs to be examined and the decision to grow or not to grow taken on its merits. Monitoring and assessing business performance and periodically evaluating existing strategy and future strategic options are crucial activities for directors; leading and managing people to implement the chosen strategy effectively and ef ciently are crucial activities for managers. The following ten chapters tackle the fundamentals of directing, leading and managing a growing business: setting business strategy and getting performance from people. We begin in 2 with business strategy, on the grounds that everything else follows the lead question: in which direction should the business be going By direction we mean the market segments into which you choose to sell and the mix of products and/or services on offer in the chosen markets. We examine strategic options and techniques for making defensible choices that produce the optimum strategic t between markets and organizational competences, thus ensuring that managers have every chance of implementing the chosen strategy pro tably within planned nancing limits. We follow with further market-related issues in 3, which deals with dayto-day marketing and sales decisions. This involves more than merely advertising and printing brochures. What frameworks are available to ensure that you can meet the needs of your customers effectively and ef ciently How can you communicate effectively with your chosen markets and generate pro table leads This chapter also deals with the development of a complete marketing function that includes the usual promotional and website roles as well as the increasingly vital ones of gathering market and customer feedback data, competitor research, product development and customer care. 4 provides a general outline of organizational design and development. Effective and ef cient organizational change is at the core of successful business growth managers need the skills of diagnosing organizational problems accurately to ensure that proposed changes will align structure, people, processes and systems more closely with the existing and emergent needs of customers. Having put in place the right organization to deliver the strategy, in 5 we discuss the management skills required to get teams of people to perform their tasks effectively and ef ciently. Once overall corporate objectives are communicated to team leaders, they in turn can brief their teams clearly, set achievable goals for individuals, monitor progress towards these goals and provide constructive feedback on achievements. These, with an understanding of motivation and demotivation, are the essential skills of managing people at work. Managing people effectively and ef ciently requires much more than these essential skills, however. In 6 we discuss the role of the leader who understands delegation and who can apply the situational leadership model to teasing out superior performance, thus distinguishing ordinary teams from excellent ones. Striking the right balance of contributions to team performance through speci c team roles (and recruiting for these roles) is one aspect of
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1. Combine the sugar, syrup, water, and salt in a saucepan. Bring to a boil, stirring to dissolve the sugar. Boil the mixture until it reaches 240 F (115 C). (See Sugar Cooking, 35.)
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