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In every business setup there are numerous activities undertaken on a daily basis that lead to the fulfillment of the objectives of an organization. These activities are the ones that form the core of a business and are carried out by assigning people to perform them. For these activities to be carried out effectively there are various resources that are required. Business managers undertake the responsibility of deciding how duties will be allocated and what resources will be used to perform the said duties. This is done in order to ensure smooth running of the organization. This procedure of assigning tasks to individuals and allocating of resources to be utilized is what is called organization. To ensure effective and efficient running of business, managers should have well laid out plans to achieve there objectives which is to make profits. This will involve employing skilled staff and assigning them duties that they are well qualified to do. It therefore calls for a manager to identify his juniors' capabilities and allocate duties appropriately and also not forgetting to allot resources where they are mostly needed. Good business organization should create a sound framework within which work is performed. Managers need to ensure that their business operations flow smoothly and harmoniously. This can be achieved by learning how to apportion tasks and resources correctly. Constant check-ups and rectifications are needed for this will ensure smooth running of work. Sound business management should also be concerned with maintaining good working atmosphere. This can be achieved by deciding what activities need to be carried our, by whom, by what resources and making sure that they are executed in the most organized manner possible. For without this an organization will not be able to achieve its major objective which is to make money. Stephen is an business management expert. He researches and studies on big and small business strategies . Website: Business Management Strategies for efficient business operations.
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