A thesis submitted to mba program of azerbaijan state oil and industry university by adila bahmani

Table 1.1. The link between the increase in the number of employees and the change in the attitude

The number of employees	Attitudes	The development in the number of attitudes
1	1
2	6	5
3	18	12
4	44	26
5	100	56
6	222	122
7	490	268
8	1,080	590
9	2,376	1,296
10	5, 210	2,834
11	11,374	6,164

Source: Richards, P. (1993) ‘Cultivation: Knowledge or Performance?’ in M. Hobart (ed.) An Anthropological Critique of Development: The Growth of Ignorance. London:
Gulick has tried to explain that the division of labour has given rise to coordination, which has a positive effect on organizational and thought. He has noted that there are differences between knowledge and skills among people. The most important element of the organization is the division of labour. Unlike Fail, Gulick has divided the management functions into POSTCoRB, which

• 
  P - Planning (planning)
  
• 
  O - Organizing
  
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  S - Staffing
  
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  D - Directing
  
• 
  Co-ordination (Co-ordinating)
  
• 
  R - Reporting (Reporting)
  
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  B - budgeting.
  

Pointing out that the principle of hierarchy, functional interpretation of the work and the importance of coordination for the organizations, together with Mooney A.Reiley, emphasized that the organization should be formulated to be productive and that it is based on the principles.

Theory of Excellence. Today, companies that can succeed in a successful growth rate will take advantage of it to take advantage of technological development and market share from competitors in the world markets by consistently responding to changes in consumer needs. You can test yourself by answering these questions to find out if you are an administrator who can demonstrate the flexibility needed in this direction. 1. Do you think that innovations are made by large companies with the most effective research and development parts, angry and angry small firms? According to a study conducted by the American National Science Foundation, smaller firms are gaining 24 times more new product or production leadership. Another research also indicates that the size of the research and development part exceeds seven people when it is over. Considering that 90% of research and development funds in developed countries are used by large enterprises and public economic enterprises, we can take care of the future. But let's go to the second question immediately without handicapping: Do you believe that firms that are successful in implementing innovations are companies that care about long-term planning, such as a company that has 325 separate committees to investigate new products, or are the cheapest prototypes in tight fabric companies going on trial markets? Correct answer. Firmly establishing many options and testing them in smaller markets, firms that are holding the mainstream markets are much more successful than those who come out to the big market after long studying less. 3. One of the richest oil fields in the world with the best geologists, the most up-to-date tools and resources, and the smallest independent firms that have been using extensive research into their well-being is more The chance to extract oil from each tower built on rich reserves is about 10%. The most expensive and successful research could have this chance only up to 20%. Individuals were able to dig 10 times more dollars per dollar. For this reason, the chances of finding oil have been much greater than the giant rivals. We see that the results of the investigation with managers' assumptions on various issues, such as company magnitude, organizational style, style of management, are not always appropriate, for example, since many managers have swift growth, two-thirds of the new employment opportunities created by the private sector have been undertaken by enterprises employing less than 25 employees. One of the main reasons for less productivity in the Japanese industry and less unemployment is that in America, England and West Germany, only 17% of industry workers work with smaller modules in less than 100 people, while the total industrial workforce of these small enterprises in Japan does not come to work in larger factories it is rarely found in small factories where the worker is more flexible and energetic to events such as slow down the job, job misunderstanding. It is also easier to monitor the quality of the smaller modules and control the work. 58% employed. it is rarely found in small factories where the worker is more elastic and energetic to events such as failing to come to work, slow down the business, and misunderstanding. It is also easier to monitor the quality of the smaller modules and control the work. It is much easier for both groups to understand and comprehend the company's goals when a small enterprise establishes a dialogue between the employee and the manager. Kenichi OHMAN, director of the Tokyo Office of McKinsey Consulting Company, explains: The organization and the people working in Japan are synonymous with inclining human beings to create a company and product love and to hire a worker's humble risks and creativity. The above citation is based on the work "Advanced Search - Lessons from America's Best Managed Companies" by Thomas Peters and Robert WATERMAN, who surveyed 62 major American companies to understand the reasons for success. Writers who investigate various financial ratios such as the ratio of the internal rate of return between the 1960-1980s, the investment profitability ratio, the aggregate growth rate of self-esteem, the businessmen, the consultants, the writers and journalists on the subject, 21 studied the firm's depth, and also conducted long interviews with 34 companies. The findings of Peters and Waterman's results compare with the environment and behaviours of firms that cannot achieve the same level of success are the universal features that can light the country's managers. Especially if you do not get a complete note of the above exam, we recommend that you take a look at these results. A-Movement In the face of the approach of successful companies to an analytical approach, this process of analysis does not undermine their ability to move and slow down the work. The motto of most people: Do it, try it. Such companies attach great importance to the experiments. Over a year, 250 engineers want to test their cheap prototypes of a group of five to work on a new product, isolated on the market, immediately to their customers. Successful firms apply certain methods to prevent classification and vulnerability caused by the inevitability of the greatness: 1-Point Writers have found that successful companies have a special emphasis on fast, sincere and versatile communication. Administrators who are easily accessible, even frequently visited by the factory, as well as the point of sale, can provide a consistent flow of communication, rapidly aware of events and details. In addition, they are effectively directing the information gathered to them. Frequent committee meetings, written memos, teleconferences are among the tools used for this flow. The information stream is not just above the bottom. Successful firms pay attention to the fact that the flow is versatile, and encourage administrators of the same level to exchange information frequently. Sales meetings, project teams, even weekend trips and other social activities are used to support this communication. In successful companies, we see that communication is intense, far from formal, open and honest. For example, Walt Disney Productions has a badge in which everyone has their first name on their shirt, including the Chairperson and appeals to each other first. IBM's open door policy, which employs 350,000 people, is a sacred tradition inherited from the founder of the company, Watson. Employees have the opportunity to visit all their supervisors, including the Chairman. 2-Reconstruction We can say that this is an elastic structure. Successful firms in mind that the bureaucratic management model cannot be sufficient in an environment of rapidly changing technological and economic conditions. Activities such as production and sales are carried out in conventional organized parts. However, new markets, special committees for research and development, project groups and even smaller companies are set up. More free and entrepreneurial work is encouraged compared to existing organizations within these groups. When they reach their goal, their assets are ending, that is, integrating with the parent structure or changing structures. Elastic structure, continuous reconstruction, purpose-oriented structure, among the key elements that enhance the mobility and competitiveness of successful firms. 3- Openness to Practice The most striking indicator of the desire for successful companies to succeed in their writers is that they are eager to try new things. The success of the environment should be welcomed, but it must also be met with insight into unsuccessful practices. The motto of action is reflected in the approach of such companies. When planning for the application, it is preferable to do it quickly rather than long-term thinking, and specific approaches are over-abstract. The movement is usually started with easy topics, so the strength of the taste is enhanced, and the spiritual power is strengthened. The chain consisting of successive small successes, while increasing the thickness of the company's overall performance is determining. Rapid start 'consistent behaviour, delicate scratch and diminishes time' to quickly enjoy the taste of your life. But do not suppose that these firms are pursuing an adventurous way. On the contrary. Their decisions, the products they have developed, the strategies they create can often be tested in certain market sectors, geographical areas or customer groups, even if positive results are achieved. Everything's an analysis of some of the basic options that are created to make it a little market part is a way to save money and reduce risks. If you do not want to be in the market, it's another way to get a cheap prototype in a tight circle and get reactions. Because people have a more concrete way of thinking, more constructive criticism, and more explicitly expressing their reactions when faced with a concrete example. A large number of successive and consistent experiences are a prerequisite for success. We find that the secret of success in oil and mining exploration is more drilling and excavating, not a long-term study. The situation in the consumer goods sector, where seven out of every ten products is not successful, is the same. Comprehensive analyzes increase the likelihood of success for many years. But with a rapidly expanding range of products, the number of successful products increases with the firm. However, it is necessary to demonstrate the quickness required when entering the market to withdraw from the market even after harvest. To do that, managers need to have the ability to decide quickly. Also, courage: Those who recommend the product inspection should have the courage to cancel the project even when the experience has a negative impact. 4- Facilitation of Success In successful firms, we can see that the marketing activities of products with millions of dollars turnover can be managed by several product groups. We observe that the headquarters' staff are small, hierarchical. Also, correspondence should be short-rooted, for example, in Procter & Gamble, to have a very good reason to dismiss a single page. Many decisions at Emerson Electric are built on weekly reports that report only stock, sales, and profitability. Texas tostruments also have such a formula: More than one target is not a target. Targets, correspondence, and bureaucratic structures are the most important elements of speed and activity. Experiences, project-based temporary teams, frequently changing pictures and topics, rapid communication opportunities, simplicity and emphasis are based on these two assumptions: people have the ability to carry out limited information in their minds; they may be more enthusiastic and creative, as long as they feel partly independent. B- Customer Orientation The second most important feature of successful companies is their importance to their customers. Many companies record the importance of this, but successful firms in every field and fanatically keep the client in the foreground. Durable and normal dimensions of service, quality and reliability ensure a strong commitment to their customers and generate long-term sales and revenue growth. 1-Service Request. Joe Girard is America's most successful vendor in the automotive industry. Sixteen years ago, he sold a lot of new cars and trucks in the back. He explains his secret: Every month I have over 13,000 cards. In my opinion, sales actually begin after the sale. My new customer is ready for a thank-you note before leaving the company's car park. Every month he follows a message of different size and type, such as Birthday, Father's Day, New Year's Greetings. Joe Girard's feature is not that he found a new sales technique. Like all successful companies, it has a special interest in their customers and can make them feel like that. There is no difference between philosophies of former IBM President Thomas J. Waston Jr la Joe GIRARD, who holds more than 60% of the global computer market and employs hundreds of thousands of people. According to Waston, the best advertising slogan used by the company is IBM Service, because the company's main goal is to provide our customer with the best possible service possible in the world. A fanatic approach to bending it to the subject is IBM. For example, it is essential to respond to every customer complaint within 24 hours. Each system client offers to focus on the fact that it has the most economical solution to information processing problems, rather than selling it to the highest value ... Top-level managers of the company often visit a customer. IBM's vendors go through a 15-month course of study. During the professional life cycle, information is often updated with short-term courses. For example, eight General Harvard professors and six General Manager courses offered by IBM teachers are aimed at examining how the general managers of firms think. From the seller to the President of the Board, everyone is attending courses at least 15 days a year. This extraordinary attention to customers is seen in Walt Disney Productions and McDonald's, one of America's top companies in the service sector. Pointing to this point, both senior executives of both companies have to personally serve the customer, for example, Disney's manager and assistants spend a week in Disney's fun parks selling tickets, ice creams, sandwiches, running on stage, and browsing the audience on trains and buses. Let's not forget that for the ticket sales, which is the simplest job, Disney needs to undergo four-day training. According to Peters and Waterman, all of the successful firms have dominated the company's service themes (Edwards, M.; 1996).