Reporting and Analysis of Results
by MORRIS L. CROUSE Partner, Chicago Office
Presented before the American Management Association orientation seminar on Profit Planning with Budgetary Control, New York City—February 1963
IT HAS NOT BEEN my privilege to hear the preceding speakers, but from what I know of their competency as a group to deal with the assigned subjects, I am sure you have been well enlightened in the basic philosophies and principles of profit planning as a management-
control tool. Some of what I have to say is bound to be repetitious
of their comments. It has been my experience, however, in attending meetings of this sort, that basic concepts can stand a considerable
amount of repeating as long as they are structured in the light of different individuals' actual experiences. We need constantly to be reminded of basic concepts or we stray a little too far from them. In preparing today's talk I have found it refreshing to rethink my own way through just what are the fundamentals of sound reports.
MANAGEMENT PRINCIPLES: THE KEY TO REPORT REQUIREMENTS
Mr. Edward C. Schleh, President of Schleh Associates, Inc., Management Consultants, in his book entitled Management by Results1
points out that the whole of sound management is based on principles. An axiomatic principle of effective management calls for successful delegation of work effort and duties. Mr. Schleh emphasizes
a point that ties in with the theme of this seminar, Profit Planning.
He points out that the key to successful delegation is to delegate by the results you expect. These projected results should be quantified to a maximum practicable extent into meaningful figures and amounts.
By way of example, to show the application of this principle, compare the probable effectiveness of the following two ways of outlining
objectives for a Sales Manager:
A. During the coming year, get in touch with all dealers in your territory, encourage them to step up their calls on customers, and assist them in every way possible with display
materials and sales training. Meanwhile, keep the costs of your department to a minimum.
1 Edward C. Schleh, Management by Results, New York, McGraw-Hill.