A job description identifies essential and non-essential tasks that are assigned to a specific position. It also identifies reporting relationships and may also describe required qualifications, minimum requirements, working conditions, and desirable qualifications.
Supervisors are responsible for developing and maintaining accurate and current job descriptions for their staff. The duties should be appropriate for the classification and consistent with the class specification. It is not uncommon for duty statements to vary within the same classification due to the various departmental settings and organizational structures.
A job description is a powerful tool that is used:
1. To communicate the job expectations to the employee
2. To focus recruitment efforts
3. To manage employee performance
4. To set employee and organization goals
5. For workload management
6. For succession planning
7. To create training and development plans
8. For the job evaluation and classification process
9. To establish fair, competitive pay rates for staff members
10. To develop career paths and opportunities for job growth
11. To help maintain compliance with federal regulations
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Management by exception is a style of business management that focuses on identifying and handling cases that deviate from the norm, recommended as best practice by PRINCE2.
Management by exception has both a general business application and a business intelligence application. General business exceptions are cases that deviate from the normal behavior in a business process and need to be cared for in a unique manner, typically by human intervention. Their cause might include: process deviation, infrastructure or connectivity issues, external deviation, poor quality business rules, malformed data, etc. Management by exception here is the practice of investigating, resolving and handling such occurrences by using skilled staff and software tools. Good management can contribute to efficiency of business processes. Often in these cases the process will be called exception management, as exceptional cases are not the sole focus of the managerial policy, and exception management (as opposed to management by exception) denotes a more moderate application of the process.
Management by exception (MBE), when applied to business is a style of management that gives employees the responsibility to take decisions and to fulfill their work or projects by themselves.
It consists of focus and analysis of statistically relevant anomalies in the data. If an unusual situation or deviation in the recorded data appears, which could cause difficulties for the business and can’t be managed by the employee at his level, the employee should pass the decision on to the next higher level.
For example, if all products are selling at their expected volumes for the quarter, except one particular product which is underperforming or overperforming at a statistically relevant margin, only the data for that product will be presented to the managers for further investigation and discovery of the root cause.
Management by exception can bring forward business errors and oversights,
ineffective strategies that need to be improved, changes in competition
and business opportunities. Management by exception is intended to reduce the managerial load and enable managers to spend their time more effectively in areas where it will have the most impact.
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The process by which leaders of an organization determine what it intends to be in the future and how it will get there. To put it another way, they develop a vision for the organization's future and determine the necessary priorities, procedures, and operations (strategies) to achieve that vision.
Included are measurable goals which are realistic and attainable, but also challenging; emphasis is on long-term goals and strategies, rather than short-term (such as annual) objectives. Strategic planning assumes that certain aspects of the future can be created or influenced by the organization.
Strategic planning is ongoing; it is "the process of self-examination, the confrontation of difficult choices, and the establishment of priorities"
Strategic planning involves "charting a course that you believe is wise, then adjusting that course as you gain more information and experience"
Lastly, Strategic planning is a tool for organizing the present on the basis of the projections of the desired future. That is, a strategic plan is a road map to lead an organization from where it is now to where it would like to be in five or ten years.
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A strategic business unit (SBU) is an organizational subunit that acts like an independent business in many major respects, including the formulation of its own strategic plans and its own marketing strategy. An SBU may share its parent organization’s corporate identity or develop its own brand identity, depending on the degrees of freedom allowed to the management of the division.
A one-fit-all strategic approach would be inadequate in large, diversified organizations and multinational companies. Dividing the corporation’s operations into SBUs increases efficiency and market focus and efficiently organizes the business portfolio of a broadly diversified company.
SBUs are found to be a viable form of organizational sectioning because they ensure that products and product lines are given specialized focus, as if they were developed and marketed by an independent company. Products with smaller sales volumes and profit margins than a corporation’s top performers would still be nurtured and promoted by its SBU. The division would focus on a market sector that may be small in comparison but still constitutes a profitable market niche.
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The introductory definition of the marketing environment stated that, “it is the sum of the total of the factors or variables which potentially influence the marketing of a product or service".
In order to expose a list of possible influencing factors, it is necessary to refer to references made to the marketing environment by recognized authors.
It consists of a number of external components (i.e., external sub-environments) which influence the organization’s marketing practices either directly or indirectly. In the first chapter of this book, it is indicated that the evolution of the marketing concept and the stages through which it passed, was an outgrowth of the changes in the surrounding environment. This indicates that examining and responding to the marketing environment is considered an important practice for the success of any organization. It is worthwhile to note that marketing is probably the function that is most influenced by the external environment in an organization.
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Supervisors are responsible for developing and maintaining accurate and current job descriptions for their staff. The duties should be appropriate for the classification and consistent with the class specification. It is not uncommon for duty statements to vary within the same classification due to the various departmental settings and organizational structures. 
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