Добавил:
ivanov666
Опубликованный материал нарушает ваши авторские права? Сообщите нам.
Вуз:
Предмет:
Файл:Basics of entrepreneurship in the motor transport industry. Study guide
.pdf
Diagnostics
Dysfunctions
Solution
– people don't apologize
to colleagues
– mistakes are not
acknowledged
– nothing is known about
the lives of colleagues
1. ABSENCE OF TRUST
– dismissal
of «non-team players»
– initiating frank
conversations
– demonstration
of vulnerability
by a leader
– problems are not
discussed openly
– meetings are boring
– decisions are made
formally
2. FEAR OF CONFLICT
– open discussion
of problems
– holding interesting
meetings
– quick decision making
and implementation
– colleagues’ tasks
are not interesting
– no one remembers
the goals
– decisions taken
are not implemented
3. LACK
OF COMMITMENT
– clear formulation of goals
– abandonment of the desire
for certainty
discussion of responsibilities
and tasks
– lack of mutual criticism
– failure to meet deadlines
and promises
– lack of mutual control
4. AVOIDANCE OF
ACCOUNTABILITY
– encourage constructive
criticism
– encouragement
to help colleagues
– creating interest
in decisions
– sacrifices for the sake
of the team are impossible
– the atmosphere does
not depend on the results
– colleagues’ successes
are not encouraging
5. INATTENTION
TO RESULTS
– stimulation
of organizational changes
– celebrating collective
victories
– reward only
for contribution
to achieving common goals
Fig. 9.9. Diagnosing team dysfunctions
151
How to conduct a kick-off meeting correctly?
A kick-off meeting is a starting meeting before the launch of a project.
Such meetings help introduce team members, outline goals, and make
cooperation transparent. Of course, provided that the meeting is conducted
correctly.
The goals of holding a kick-off:
Introduce project participants and assess the balance of power in the
team.
Discuss key issues regarding the project.
Make sure that everyone understands the goals of the project and
their role.
Additionally motivate and inspire before the launch.
Create the right expectations.
Establish work rules.
In order for the kick-off meeting to go well, it is advisable to follow a few
simple rules.
Rule 1. Plan the kick-off well.
It is necessary to think through the structure, content of the meeting, plan
everything in advance and send out invitations.
Rule 2. It is better not to start the meeting too formally.
Before the formality, an «icebreaker» is used – a joke, a short story,
a question – anything so that before the meeting everyone does not sit with an
overly serious look and does not phub.
Rule 3. Inform in advance.
So that it does not turn out that people from the working group find out
about the very existence of the project only at the kick-off – this is too sudden
stress.
Rule 4. No need to go into details!
For this, there will be a whole long project, and now, the more details the
more questions, and this is not needed at the kick-off. If necessary, «park» the
question for further discussion after the meeting.
But the question remains open, how should a good kick-off meeting be
conducted? Does it have a certain structure?
In order to be able to plan the perfect kick-off, it is suggested to use
the following plan:
1. Introduction
You need to introduce yourself and ask the participants to do the same.
This is especially important when they are not familiar with each other.
2. Meeting agenda
It is necessary to determine from the very beginning in what order the
project will be discussed, when to ask questions, etc. Meetings of this type are
not a monologue. The entire team needs to participate.
152
3. The essence of the project and the goals of the team
Do not forget that the meeting brings together specialists from different
fields. It is necessary to indicate the general goals and, if possible, clarify them
by field for each group of participants or individual participants. Describe what
result is expected.
4. Description of the project stages
The project is divided into stages, specifying the result of each and the
deadline. It is worth making sure that nothing is missed.
5. The role and responsibility of each
One of the main goals of the kick-off meeting is to explain in detail who
does what, what groups the participants are united in and how they work with
each other. It is also important to make a list of contacts for each participant.
The terms of communication are clarified.
6. Project monitoring
The team needs to be told how the project will be monitored. It is best to
conduct regular updates on the progress of the project once a week and always
in writing.
Such a report may contain the following items:
project implementation status in percentage;
adherence to the work schedule (for example, using colors: green –
excellent, orange – there are issues for discussion, red – the deadline has been
missed, it is necessary to review the order of work on the project);
budget compliance status (the same three colors);
state of satisfaction in the team (similarly); state of satisfaction in the
team (similarly);
a brief summary of what was done, the result of the work;
issues awaiting resolution;
risks – what, in the opinion of the specialist, can go wrong.
7. Evaluation of work results
At the kick-off meeting, it is determined how the work will be assessed,
whether it has been done and how well. Should the participants meet the
deadlines? Within the budget? Agree everything within the team as quickly as
possible? Use new methods or technologies? Make the least number of
mistakes?
8. Planning the next meetings
The schedule of the next meetings should be agreed upon. This will once
again remind the participants of the deadlines and the amount of work that they
must submit on time.
In such cases, interactive methods are used:
Short videos or presentations about the project and the team.
Flipchart to visualize the idea while answering questions. This involves
the entire team.
153
Types of conflict and ways to resolve them are given in Table 9.6.
Type of conflict
How it manifests itself
What will help
Conflict over resources
(material, time,
financial)
Such conflicts arise at the
point of contact of interests.
Lack of material and financial
resources leads to clashes and
struggle for them.
– Transparency of calculation
of needs.
– Optimization and
collaboration.
– Win-win strategy
(the interests of
not one, leading party, but all
partners are put at the forefront).
– Appeal to sponsors
to find additional resources
within the project triangle.
Conflict of roles
For example, the Motivator
offends and provokes others,
the Pedant strictly and
persistently demands ideal
quality, the Idea Generator is
inattentive to details and does
not pay attention to the ideas
of others.
– Introduction of a culture
of constructive feedback
in the team.
– Conducting retrospectives.
– The presence of a facilitator
at meetings
– Open distribution of roles and
their periodic update, paying
special attention to the goals
and main tasks of each role.
Conflict of motives
Usually arises at the goalsetting stage. In a team,
it sounds like this: «We are
like-minded, but we are
different, and when drawing
an image of the desired future,
we place accents differently».
Team goal-setting procedures
(will allow you to expand and
detail the image of the future,
increase the attractiveness
of the common goal).
Conflict of the mode
of action
The presence of such
conflicts characterizes
the Normation stage. They
are not usually emotional
in nature, but develop
exclusively as substantive.
Team members discuss the
best course of action.
Development of rules, norms,
standards and procedures.
Interpersonal conflict
Confrontation between two
people, their confrontation
due to disagreements and
differences in views.
Resolution of conflicts
according to the following
algorithm:
1. Determine the cause and
essence of the problem.
2. Talk to everyone affected by
the conflict, discuss opinions.
Types of conflict and ways to resolve them
Table 9.6
154
End of the table 9.6
Type of conflict
How it manifests itself
What will help
3. Find out the desires and
interests of the participants.
4. Find all possible solutions,
trying not to refuse other
offers and highlight the best
options.
Generation conflict
Disagreements between
representatives of different age
groups. As a rule, the reason
lies in the fact that older
employees are attached to the
company and cling to their
experience, ignoring the need
for change. Young
professionals value a personal
approach to motivation,
recognition of their
contribution, development
and personal time. Moreover,
they love everything new,
and are happy to take risks.
– Creating and maintaining
a culture based on respect
for each other, the ability to
see the positive side, tolerance
for difficult character traits,
and the ability to consciously
smooth out tense situations.
– Communicating the
company's corporate values
to each new employee.
– Holding corporate events
that will increase the loyalty
of young employees and unite
the team.
– Holding informal events to
«get to know» each other.
– Accepting different values
of generations, finding
common ground between
them.
interested people who know their business and are ready to work productively to
achieve the project goals is assembled. And it seems that success is guaranteed,
but in reality everything turns out to be much more complicated.
account at the start so that everything really works out as it should.
deadlines: «Do it tomorrow»! An example of pessimistic deadlines: «We want
There are situations when there is an idea for a project, a team of
There are several main reasons for project failure that are best taken into
Basic or obvious:
Unclear, vague or contradictory requirements.
Unrealistic project implementation deadlines. An example of optimistic
9.9. The main reasons for project failure
155
to make this product in 3 years»! Life changes very quickly, and in 3 years the
results of this project may lose their relevance.
Lack of resources or struggle for resources (material and human).
Incorrect planning.
Errors in the stages of implementation.
Incorrectly determined the stages of project implementation or placed
erroneous assumptions in the basis of the plan.
Incorrect risk assessment.
Let's say we foresaw these six reasons and assessed everything
adequately. There are defined requirements, there are clear and realistic
deadlines, there are the necessary resources, the risks are correctly identified.
Then the project will be successful? Unfortunately, this is not a fact, since there
are still implicit reasons why the project may fail.
Implicit reasons:
Low customer involvement
The customer came up with an idea, the project started, and during its
implementation, they lost interest in this idea. Or they simply thought at the start
that all that is required of the customer is to give an idea and protect it, and then
the project team will do everything itself.
Lack of support from the sponsor
The project team did everything perfectly, but the sponsor decided that
this idea is not worthy of further support. Or the sponsor is not actively involved
in supporting this idea, does not lobby for decisions on the implementation of
the project or the allocation of resources for it.
Lack of flexibility
You made a plan at the start, the project lasts for six months, and during
the entire six months you strictly adhere to the plan and decisions that were
made at the beginning. In modern practice, it is impossible to implement
projects like this. It is important and necessary to make changes at almost every
stage of the project implementation, since as you move from stage to stage, new
factors, risks and needs will be revealed that were not obvious at the start.
Thus, there are nine reasons that can lead to a project failure if they are
not taken into account at the start. These are formal requirements, deadlines,
risks, distribution of roles and responsibilities, involvement of the sponsor and
customer, flexibility of planning. In order not to miss any of this, it is important
to know all the stages of the project life and understand at what stages it is
necessary to take these factors into account and check the team to see if all the
reasons have been taken into account.
156
CONCLUSION
The study guide covers the main issues in the course «Basics of
entrepreneurship in the motor transport industry» related to the organization,
planning, management of the activities of organizations, in particular motor
transport enterprises, to achieve their goals.
The methodological basics of entrepreneurship in the field of motor
transport are presented.
Legal issues are considered taking into account scientific and educational
publications of specialists in this field, given in the list of references.
Particular attention is paid to the practical focus of the content of the
textbook, taking into account the dynamics of changes in the situation in the
transport services market, the development of the organization's management,
marketing and modern technologies.
The experience of various authors in the field of organizing the activities
of a motor transport enterprise and project management is summarized.
Publications of Russian scientists in the field of organization management,
scientific and practical publications of leading specialists in the transport field,
industry laws and regulations are analyzed. Issues of taxation of business entities
in motor transport are considered.
157
LIST OF REFERENCES
1. Gusev S.A., Slavina Yu.A., Yaguzinskaya I.Yu. Logistics: study guide. –
Saratov, SSTU, 2019. – 156 p.
2. Vesnin V.R. Management: textbook. – M.: TC Velbi, Prospect, 2004. –
504 p.
3. Kabachenko T.S. Psychology of management: study guide. –
M.: Pedagogical community of Russia, 2005. – 384 p.
4. Edusteps. Education abroad step-by-step [website]. – URL:
https://edusteps.com.ua/blog/822-testy-na-proforientaciyu-metodika-dzh-ghollanda.html (access date: July 07.2022)
5. Ambler T. Practical management / translate from English, endorsed by
Yu.N. Kapturevsky. – SPb: Piter, 2003 – 400 p.
6. Assael H. Marketing: Principles and strategies: textbook of higher
school. – Moscow: INFRA-M, 2004. – 804 p.
7. Berezin I.S. Marketing and market research. – M.: Russian Business
Literature, 2003. – 416 p.
8. Golubkov E.P. Basics of marketing: textbook. – M.: Finpress, 2004. –
656 p.
9. Gruzinov V.P. Scheme of marketing activities. – Moscow: INFRA-M,
2004. – 305 p.
10. Principles of marketing: transl. from English. / Ph. Kotler,
G. Armstrong, D. Sonders, V. Wong. – 2nd eur. ed. – Kiev, Moscow; SPb.:
Williams, 1998 – 105 p.
11. Kotler Ph. Marketing management. – SPb: Piter Com, 1998 – 896 p.
12. Marketing: textbook for higher school / N.D. Eriashvili, K. Howard,
Yu.A. Tsypkin et al.; endorsed by N.D. Eriashvili. – 3rd ed., revised and
enlarged. – Moscow: UNITY-DANA, 2003. – 631 p.
13. Moiseeva N.K., Konysheva M.V. Marketing management: theory,
practice, informational technologies: study guide / edited by N.K. Moiseeva. –
M.: Finances and statistics, 2002. – 304 p.
14. Ott R. Making questionnaires. Effective advice and recommendations on
marketing of your goods and services: translated from English. – Moscow:
Inf.publishing house «Filin», 2003 – 320 p.
15. Sberleasing [website]. – URL: https://www.sberleasing.ru/about/
news/info/chto_takoe_lizing/ (access data: Dec. 08.2021).
158
16. Economist manual: journal. 2013. No 7. [website]. – URL:
https://www.profiz.ru/se/7_2013/lizing_transporta/ (access data: Dec. 08.2021).
17. Gazprom Leasing Group [website]. – URL: https://www.carcade.com/
about/leasing/lizing-transporta-effektivnoe-razvitie-biznesa (access data:
Dec. 08.2021).
18. Leasing federation [website]. – URL: https://fedleasing.ru/articles/
enciklopediya-lizinga/osnovnye-ponyatiya-avtomobilnogo-lizinga/ (access data:
Dec. 08.2021).
19. International economic forum [website]. – URL: https://be5.biz/
ekonomika1/r2013/3413.htm (access data: Dec. 08.2021).
20. Economist manual: journal. 2005 No. 5. [website]. – URL:
https://www.profiz.ru/se/7_2005/class_l_opp/ (access data: Dec. 08.2021).
21. Alfa-leasing [website]. – URL: https://alfaleasing.ru/wiki-leasing/
lizingovye-produkty/mezhdunarodnyy-lizing/ (access data: Dec. 08.2021).
22. Eurasian Union of Scientists: journal [website]. – URL: https://euroasiascience.ru/ekonomicheskie-nauki/ (access data: Dec. 02.2022).
23. Moe delo. Internet bookkeeping [website]. – URL:
https://www.moedelo.org/club/article-knowledge/nalogooblozhenie-osno (access
data: Dec. 02.2022).
24. Nalog-nalog.RU [website]. – URL: https://nal og-
nalog.ru/nds/stavka_nds/kakoj_poryadok_oblozheniya_nds_transportnyh_uslug/#:
~:text=A4 (access data: Dec. 02.2022).
25. President of Russia website [website]. – URL: http://kremlin.ru/acts/
news/56205 (access data: Dec. 02.2022).
26. Resolution of the Government of the Russian Federation of Dec. 26.2011
No. 1137 (as amended on Apr. 02.2021) «On the forms and rules for filling out
(maintaining) documents used in value added tax settlements». ConsultantPlus
[website]. – URL: http://www.consultant.ru/document/cons_doc_LAW_124837/
(access data: Dec. 02.2022).
27. Official website of the Federal Tax Service [website]. –
URL: https://www.nalog.gov.ru/3rn61/taxation/taxes/patent/ (access data:
Dec. 02.2022).
28. Tax Code of the Russian Federation (TC RF) of July 31, 1998 N 146-FZ
(latest revision). ConsultantPlus [website]. – URL: http://www.consultant.ru/
document/cons_doc_LAW_19671/ (access data: Dec. 02.2022).
29. Letter of the Ministry of Finance of the Russian Federation dated Feb.
06, 2013 No. 03-07-11/2568 «On VAT taxation of funds received by the supplier
159
of goods from the buyer to reimburse the costs of their delivery». Information and
legal support «Garant» [website]. – URL: https://base.garant.ru/70359952/ (access
date: Dec. 02.2022).
30. Letter of the Ministry of Finance of Russia dated Dec. 29.2012 No. 0307-15/161 «On the preparation of invoices when rendering services under a freight
forwarding agreement». Official website of the Federal Tax Service [website]. –
URL: https://www.nalog.gov.ru/rn77/about_fts/docs/4104971/ (access date:
Dec. 02.2022).
31. Federal Law of June 30, 2003 No. 87-FZ «On Transport and Forwarding
Activities» (latest revision). ConsultantPlus [website]. – URL:
http://www.consultant.ru/document/cons_doc_ LAW_43006/ (access date:
Dec. 02.2022).
32. Civil Code of the Russian Federation (CC RF) of November
30.1994 No. 51-FZ (latest revision). ConsultantPlus [website]. – URL:
http://www.consultant.ru/document/cons_doc_LAW_5142/ (access date:
Dec. 02.2022).
33. Order of the Ministry of Finance of the Russian Federation dated
Oct. 31.2000 No. 94n (as amended dated Nov. 08, 2010) «On approval of the
Chart of Accounts for accounting of financial and economic activities of
organizations and Instructions for its application». ConsultantPlus [website]. –
URL: http://www.consultant.ru/document/cons_doc_LAW_29165/ (access date:
Dec. 02.2022).
34. Resolution of the Government of the Russian Federation dated Dec.
21.2020 No. 2200 (as amended dated Nov. 30.2021, as amended dated
Mar. 12.2022) «On approval of the Rules for the carriage of goods by road and
on amendments to clause 2.1.1 of the Road Traffic Rules of the Russian
Federation» (as amended and supplemented, entered into force dated Mar.
01.2022). ConsultantPlus [website]. – URL: http://www.consultant.ru/document/
cons_doc_ LAW_371981/ 6df33f3542074be62ebd59d8ebcabd38cd3159cb/
(date of access: Dec. 02.2022).
35. Letter of the Ministry of Finance of the Russian Federation dated June
21, 2004 No. 03-03-11/103 «On taxation of freight forwarding services».
Website of the Association of International Automobile Carriers (AIAC)
[website]. – URL: https://www.asmap.ru/detail/35260Pis%27mo-Ministerstvafinansov-RF-ot-21.06. 2004%22O-nalogooblozhenii-ekspeditorskih-uslug %22
(access data: Dec. 02.2022).
160
Соседние файлы в предмете [НЕСОРТИРОВАННОЕ]