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Student Details

Student Number

1433114

Email

M.Fernando@wlv.ac.uk

Assignment Details

Module name

Strategic
Manageme
nt

Module Code

For the attention of

Due date

25th September 2015

Assignment title

Strategic Management Portfolio Tasks

7BE002

Mr.Chamara De
Zoysa

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Executive Summary
The three wheeler (TW) is the most popular and fast selling vehicle in Sri
Lanka. Finance companies grant leasing facilities for TWs due to high profit
margins and high demand in the vehicle market. Central Finance also has
attractive leasing facilities for TWs. But in this strategic plan, Central Finance
is going to make headway the market share in the TW market. They are
going to introduce new leasing facilities, increase the customer service and
special offers for TWs to obtain the competitive advantage from the TW
market.

Introduction of the company

Central Finance (CF) is one of the leading finance companies in Sri Lanka.
The company commenced operations in 1957 as a private liability company
to provide financial facilities to passenger transport and goods haulage in
Kandy and Central province business communities. In 1966 the company was
incorporated in the Colombo Stock Exchange as a public company. It is
registered under the Companies Act No. 07 of 2007, Finance Business Act No.
42 of 2011 and Finance Leasing Act No. 56 of 2000(Central Finance, 2015).
Company is diversified as a group and the main subsidiary companies are
Central Industries PLC and CF Insurance Brokers (Pvt) Ltd. The company
holds 20% share proportion of Nations Trust Bank as one of the main
shareholder. There are 95 credit points spread throughout the country with
Kandy as the Head Office, Show room and Colombo City Office. The main
products are leasing, hire purchasing, saving and Deposits (Central Finance,
2015).

The company holds Rs 66 billion worth of assets, Rs 33 Billion depositors

funds and Rs 20 billion shareholders funds. In the 2014/2015 financial year,
company made Rs 3 billion net profits after tax. That was a commendable
achievement and the profit has increased from 2.7 billion to 3.0 billion
comparing with the previous financial year 2013/2014 (YOY). There are 1624
employees in the company and 123,987 customers island wide (Annual
report of Central Finance 2014/2015).
Introduction to the Strategic Business unit (SBU)
Leasing and Hire purchasing have been carried out under Micro and Macro
segments. Micro segment generates high profit margin due to high interest
rates. Three Wheeler (TW) product operates under the micro sector. It is a
separate strategic business unit (SBU) of the Central Finance and there are 3
kinds of three wheelers which are available in this sector. They are Bajaj, TVS
and Piaggio. This SBU which is under the Marketing Department and there is
a separate product Manager to overlook this SBU.
Considering the three-wheeler market, it is the highest profitable product in
the finance market. This is because the finance companies offer high Internal
Rate of Return (IRR) rate of 25% to 28% to get the maximum profit margin.
There is a huge competition for the three wheeler market and most of the
Banks and non banking finance companies try to obtain the market due to
the high profit margin. Statistics of Motor Traffic department shows, there are
79,038 TWs registered within the year 2014.
Current Challenge of the SBU
Considering the last three years TW performance of CF, The Company
indicates significant improvement. Last three years statistic are as follows:
Year

New TWs

NO of TWs

Registered

Financed from

Market Share

2012
2013
2014

98,815
83,673
79,038

CF
16,547
24,463
33,808

17%
29%
43%

Source Department of Motor Traffic and CF marketing department

The Company's expectation is to gain 60% of market share from the TW
market to enhance the current profit margin of the company. Though the
company TW market share has significantly increased the new TW
registration has continually dropped in the market. There is huge competition
to obtain the TW market share in the leasing market; the main competitors
are Assetline Leasing Company, LB Finance and Citizen Development and
which are in the non banking finance sector. On the other hand, Banks also
diverts their leasing business towards the TWs market focusing the profit
margins. Therefore CF needs to have proper strategic plan to increase the
TW market share from 43% to 60%.
Proposed Changes in the SBU
With this strategic plan, The Company has prepared a 3 years strategic plan
to improve the TW market share from 43% to 60%. In the first year, the
company is planning to increase from 43% to 48%, In the second year from
48% to 55% and in the final year from 55% to 60% market share. All
activities and strategies will be handled by the marketing department and
the performance will be monitored on a monthly basis. The 0bjective of the
strategic plan of Central Finance "shall be the first choice for progressive TW
customers in delivering innovative financial solutions".

Organization Analysis
SOWT Analysis

Strength

Weaknesses

1. 95 credit points spread

1. Depending on limited product

throughout Sri Lanka.

2. Adequate funds available for
lending.
3. Use speed credit approval
system for
Credit files approvals.
4. Strong brand image and

range (Leasing and Hire

purchase)
2. Centralized approval system.
3. Lack of activities to develop CF
brand image.
4. Inconvenient office
environment for customers.

stability of the company (Fitch

rating A+)
5. High return on investment.
6.

More than 120,000 customers

linked to the Company

Opportunities

Threats

1. Introduce short terms business

1. High competition in the

loans for corporate clients.

2. Introduce mortgage loans.
3. Pawning market.
4. Introduce loan scheme for

Industry.
2. Government regulation and
policies on financial sector.
3. Commercial banks offer less

professionals with attractive

interest rate for leasing and

interest rate.

hire purchase business.

PESTEL Analysis
Political

All the banks and non banking finance institutions are governed by the
Central Bank of Sri Lanka and they have implemented a monitory policy to
monitor all the banks and non banking financial institutes (Central Bank,
2015). Although previous governments implemented a system to consolidate
all the banks and non banking financial institutes, the new government holds
that plan (Lanka business online, 2015). After the civil war which ended in
2009, government has invested more funds to develop infrastructure, but the
presidential election of 2015 has changed the Sri Lankan political stability
with uncertain policy decisions (Country report Sri Lanka, 2015)
Economical

According to the Country report of Sri Lanka (2015), Sri Lankan GDP growth
rate has been fluctuating from 2013 to 2015. GDP growth has increased from
2012 to 2013 to 6.3% to 7.3%. But after 2013 it has declined to 7.0%. in
2014 and 2015 it was 6.5%. In 2012 Inflation was 7.6 % and it declined to
3.8% in 2014 and subsequently it has increased to 5.4% in 2015.
As per the Sri Lanka SOCIO Economic data (2014) Sri Lankan per capita
income has increased rapidly from 2005 to 2012. In 2005 it was Rs 4,896 but
in 2012 it has increased to Rs 11,932.

According to trade economics (2015), Sri Lankan lending rate has drastically
declined comparing to 2013. Now it is fluctuating between of 7% to 6%.

According to Financial System Review (2013), Total Leasing & Finance

Companies

(LFC)

and

Specialized

Leasing

Companies

(SLC)

have

accommodated Rs. 550 million in 2013 but growth rate has declined from
21.4 to 17.13 comparing to 2012 and 2013. LFC and SLC hold Rs. 350M as
deposit base and growth rate has declined in 2013 from 36.6 to 32.7.
Social
Sri lankan vehicle registration has significantly increased comparing 2007 to
2014. It has increased to a total vehicle population from 3.1M to 5.6 M in

2007 to 2014. Therefore there is a huge social trend for vehicle usage in the
Sri Lankan market (Department of motor traffic, 2015).
Technological
Credit Information Bureau of Sri Lanka which was established in 1990 to
collect all the credit detail of banks and financial companies use it to help
identify the credibility of customers (Credit Information Bureau of Sri Lanka,
2015)
Environmental
Central Finance has not engaged in any kind of activities which are
detrimental to the environment and always has tried to comply with the
environmental laws and regulations (Annual report of Central Finance,
2014/2015).
Legal
Sri Lankan financial system has been regulated by numerous legislative
enactments. The key acts are Monetary Law Act, the Local Treasury Bills
Ordinance, Registered Stocks and Securities Ordinance, Exchange Control
Act, Banking Act, Finance Business Act, Finance Leasing Act, Payment and
Settlement Systems Act and Financial Transactions Reporting Act (Central
Bank of Sri Lanka, 2015).

Porters Five Forces Analysis

Competitive rivalry
There are 22 Licensed Commercial Banks, 9 Licensed Specialized Banks, 36
Registered Finance Companies registered under the Central Bank of Sri

Lanka, therefore there is a high competition in the financial industry in Sri

Lanka (Central Bank of Sri Lanka, 2015).
Bargaining power of customers
Due to high competition, customers have high bargaining power to bargain
with the company. This is because competitors have a power to offer low
interest rates to customers to gain business. Therefore customers have high
bargain power in the financial market.
Bargaining power of suppliers
Suppliers of the financial market are Vehicle dealers, Car sales, Vehicle
introducers and Vehicle brokers. They direct customers towards financial
companies to obtain leasing facilities for vehicles. Due to the high
competition in the financial market, Suppliers have high bargaining power to
influence the financial companies.
Threat of new entrants
The Central Bank has formulated rules and regulations, financial relevant
acts, starting capital and market competition; therefore there is low
possibility for new entrants to enter the financial market.
Threat of substitute products
Banks and non banking financial institutions highly promote mortgage loans
instead of leasing facilities. There has been a momentum of increase which
indicates considering past years. Therefore substitute products available for
leasing and hire purchase is a big treat to the industry.

Mackenzies 7ps Analysis

Products

Vehicle Leasing, Deposits and Savings, vehicle hire and investments are the
main products of the Central Finance. Under vehicle leasing, there are lot of
sub products available in the market they are: Three Wheeler leasing, Motor
Bike Leasing, Registered car/van leasing, Unregister Car/Van leasing, Electric
car Leasing, etc. The company has introduced several sub products for the
convenience of the customers (Central Finance Company PLC , 2015).
Pricing
Pricing of the industry is interest rates. All the lending interest rates are
monitored by the Central Bank of Sri Lanka.
The company uses discounted cash flow analysis, effective interest rate
calculations, forecasts future cash flow calculations, using recent arms
length transactions between knowledgeable willing parties and valuation
techniques which make maximum use of market inputs, for the company
pricing concept (Annual report of Central Finance, 2014/2015).
Place
There are 95 credit points spread throughout the country with the Kandy
Head Office, Show room and Colombo City Office to provide the financial
solution for the customers who are island wide. Customers can pay their
rentals from any credit point in Sri Lanka (Annual report of Central Finance,
2014/2015).
Promotion
Company has conducted many promotional activities based on sub products.
As a promotion the company provides many kind of complimentary items for
products. i.e. free insurance and gas cooker for Three Wheelers.
In 2014/2015 Financial year, the company launched a Mega Leasing
Masaya providing special offers to customer to increase the sales volume
(Annual report of Central Finance 2014/2015).

People
There are 1624 employees in the company and 123,987 Customers Island
wide with the Central Finance Company PLC (Annual report of Central
Finance 2014/2015).
Process
The company uses speedy online IT system to provide leasing facilities for
customer. All the processes are computerized and it is very convenient to
grant financial facility to a customer within a day. The company has carried
out comprehensive credit evaluation processes prior to investment decisions
(Annual report of Central Finance 2014/2015).
Physical Evidence
The company provides conveniences to customers in branch premises, Head
office and City office.

Literature Review
Strategic Management
Strategic management is the combination of arts and science; it helps to
change the organizations towards success. It guides the organization to long
term planning to achieve goals and objectives (Afsa, 2011). Main stages of
Strategic management are formulating, implementing, and evaluating (Davis
2011). Strategic management always helps to create a competitive
advantage (Hill & Jones, 2011). Strategy is defined as a large scale of action
plan which is related with the organizational environments to achieve long
term organization goals and objectives (Bartol & Martin, 1994). It allocates
organization resources towards goals and objectives (Bateman & Zeithamal
1990).

Corporate strategy is a long process which determines the objectives,

purposes, policies and plans to achieve organization goals (Andrews, 1987).
Organizations need to develop strategies to service in the market and to
obtain competitive advantage (Porter, 1998).

Strategic Structure
Structure implies relationship of power, depending on acceptances of
managerial power by respective subordinates and society. It is called
legitimacy

or

authority.

Organizations

structure

depends

on

the

respective pattern of the individuals and groups (Ritson. 2011). Structure is

the basic framework of positions, groups of positions, reporting relationships
and interaction patterns to drive organizational goals and objectives (Barney
& Griffin, 1992).
Organizational Culture
Organization culture is a dynamic phenomenon and it always surrounds us, it
is a combination of leadership behavior, set of structures, routines, rules, and
norms. Culture is an important factor for effective performance of the
organization and strong culture is more effective for organizations (Schein,
2004).
Cognitive and symbolic are the main component of the organization culture.
The cognitive factor consists of mutual assumptions, beliefs, norms, and
attitudes. It always depends on what organizational members share and their
mental schemes (Smircich, 1983).
Centralized systems are limited authorities delegated and other authorities
are centered in one place, one person or limited numbers of group or groups,
centralized employees are not empowered to make decisions. Decentralized

means authorities are delegated to the lower level and decentralized

employees are empowered to make decisions (Montana and Charnov 1993).
Environmental Analysis Tools
Before implementation of a strategy, organizations must analyze the macro
and micro environment through relevant analysis tools. Organizations use
these tools to avoid strategic surprise, mitigate the risk and long term health.
Business environments always change the environmental analysis tools to
help

organizations

to

adapt

to

changing

environments

(Wheelen

&

Hunger,2012)

SWOT Analysis
SOWT analysis helps to analyze organizations internal context of strengths
and weaknesses and internal context of opportunities and threats (Valentin,
2005). SOWT is a common tool and a very effective tool of strategic planning
(Schneider and De Meyer, 1991). Environmental analysis is important for
effective strategic planning. SOWT is a step and it is very useful to scan the
environment of the organization (Pashiardis, 1996). As per Christensen
(1997), SOWT expresses as mapping and identifying the driving forces the
organization needs to consider and relevant strategies can be developed
to address these forces.
The external factors are treats and opportunities, these are opposite to each
other and organizations can convert treats as opportunities, further it is a
guideline called competitive forces to identify existing treats and arising
treats

in the respective industry and include new competitors, substitute

products, problems with customers and suppliers (Horn, Niemann et al.

1994).
PESTEL analysis

PESTEL is used to scan macro environment of the organizations it stands for

Political, Economic, Socio-cultural, Technological, Environmental and Legal.
These are all uncontrollable factors and this scan helps to identify how the
macro environment affects the organization and how to mitigate the
organizational risk (Oxford Learning Lab, 2012).
Organizations need PESTEL analysis on a regular basis to identify the
environmental trends. This will help to impact opportunities to create in the
market and how organizations would react against the macro environment
(Team FMS, 2013).
Porters Analysis
Porters five forces develop to analysis the companies environment and the
competitive position of the industry and current rivalry threats. This is
considered as a main framework in the strategic planning (Porter, 1979).
Organizations can use this model to deal with the competition rather than
looking at it in a narrow perspective. The tool scans the competition in a wide
perspective which includes customers, suppliers, potential entrants and
substitute products (Porter, 2008).
This model is very helpful to determine the competitive strategic plan
towards success of the organizational strategic goals and objectives (porter,
1980).
Strategic Implementation
Strategic implementation is strategy put in to action towards the increase of
performance of the organizations. Levels of strategic implementation are
functional, business and corporate to execute strategic planning. Its depends
on the organization and it can be a quality improvement, to position the
products in different place in the market, price increase or decrease, mergers
and acquisitions or downsizing organizations (Hill & Jones, 2011).

Steps of implementation are establishing objectives, devise policies,

motivate employees, and allocate resources. Implementation needs to have
a strategy supportive culture, build an effective organizational structure,
redirecting of market efforts, preparing budgets, develop information system,
develop a rewarding system for employees to create competitive advantage.
It is called action stage. This is utilizing of employees and resources
towards organizational success (David, 2011).
Strategic Controls
According to Mockler (1972) He expresses that controlling is an effective
monitoring system to create and check actual performance with standard
objectives, check whether there are any deviation with actual standards and
take action to rectify the deviations of implemented strategy. It is useful to
measure effective and efficiency of utilized resources.
Ninety percent of strategies fail at the implementing stage due to lack of
controls (Kaplan and Norton ,2001). It is important to have an effective
control system to successfully implement the strategies and achieve
organization goals and objectives (Simons, 1994). Strategic control system
thrusts strategy to generate results (Hax & Majluf, 1996).

Findings
01. Current structure
The Three Wheeler (TW) product implemented under the marketing
department has a separate product manager to overlook the product. He is
responsible for island wide TWs sales. Current Structure is as follows:
GM Marketing

Product Manager

Brach Manager

Marketing Staff
All product decisions are handled by the General Manager (GM) Marketing
and the TW Product Manager is under purview of the GM marketing. But the
Product Manager (PM) is responsible to achieve given target from all the
branches. His target is taken from number of TWS but branches and
company target are measured by rupees values. A Product Manager will find
it difficult to handle 92 branches and develop the TW market share.

02. Current Vehicle Leasing System

Currently the company uses TWs as a normal product and promotes the
product through 92 islandwide credit points (Branhes). The values of the TWs
are Bajaj-Rs 510,000, TVS Rs 505,000 and Piagio- Rs 555,000.
Prices cannot be increased of the TW market share because the credit points
do not have a vehicle category wise target. The assigned targets are
measured in rupee value. Normally branch targets depend on the area
potential. Branch targets are between 15 Million to 50 Million. Targets are
calculated reducing customers down payment and therefore marketing staff

always tries to higher value the leasing vehicle to achieve their individual
targets and branch targets.
03. Display Vehicle at Branch premises.
Due to the above mentioned reasons, branches do not like to display TWs in
their branch premises. This is because they dont like to encourage TW
businesses. But most of the branches have facilities to display TWs in front of
their branch premises.

04. Credit Approval System

All the credit facility approvals are handled through the Credit department.
They have authority to increase the IRR rate, exposure of the vehicle and
approve or reject the leasing facility. But the Product Manager is not
empowered to decide the interest rate or recommend the customers to
finalize the TW business.
The Product Manager always collects details from the competitors and tries
to reschedule the CF TW product to challenge the competitors but he doesnt
have

enough

authority

to

make

credit

decisions

to

challenge

the

competitors.
05. Registered TWs Valuation system
Registered TWs are leased based on the TW valuation. CF uses internal
valuation system to value the TWs. But competitors obtain TW valuation
from registered outside valuer. Therefore outside valuers values are higher
than the CF valuations. Competitors offer higher credit amount to customers
than the Central Finance. Product Manager finds it difficult to manage this
situation because he has no authority to influence the CF valuation system.

06. Repossessed Vehicle selling system

Company sells the repossessed vehicle again to the customers but most of
the time vehicles are sold as cash business. Therefore the company misses
the leasing opportunities and it can be used to increase the company TW
business volume.

Recommendation
1. Restructure The TW SBU

Organization

restructuring

helps

to

better

formulation

and

strategy

implementation (Eby and Buch, 1998). Organizational performance depends

on structure and the degree of centralization; resources and information
access of staff, the nature of assigned tasks and the individuals handling
procedure directly affect the increase performance (Richard et al., 2009;
Pfeiffer and Salancik, 1978). Out sourcing is a good methodology to increase
the organizational performance without manpower, fixed cost and variable
costs; Restructuring and redesigning of organization process

can drastically

improve organizational current performance, and speedy service to the

customers (Norley et al., 2001).
As per the findings and above theoretical aspects, it is difficult for a Product
Manager to handle entire island wide TW operation. Therefore restructuring
is necessary by the SBU as follows:

GM Marketing

Product
Manager

TWs
promotion
Vehicle

Assistant
Product
Manager 01

Assistant
Product
Manager 02

Assistant
Product
Manager 3

Marketing
Staff for TWs

Marketing
Staff for TWs

Marketing
Staff for TWs

Outsourced TW
Agents

Outsourced TW
Agents

Outsourced TW
Agents

As per the above module the company will recruit three Assistant Product
Managers allocating three groups of branches comprising of 30,31,31
branches respectively to each Assistant Product Manager. The Product
Manager will directly report to the GM marketing and the Assistant Product
Managers will be monitored and supervised by the Product Manager. Targets
will be allocated to all three Assistant Product Managers.
Selected TWs marketing staff, who are specialized in TWs from current
marketing cadre and they will be empowered to register outsourced agents
on a commission basis. Every marketing officer needs to assign three our
sourced agents and customer service and monitor all parts handled by the
assigned marketing officer.
Marketing officers need to visit the outsourced agents to access the
development of the TWs new business. The company will pay the
commission after business is finalized. The Marketing Officer can get his
incentive from the number of TWs which he had done in the particular
month.

The company will grant authority to Product Manager to review the market
interest rates and all competitive activities. The Product Manager needs to
develop the product towards creating a competitive advantage.
As per the above restructured schedule the Product Manager needs to handle
the TWs promotion vehicle to create awareness throughout the country. He
will decide the areas and display TWs in a bigger vehicle and promote TW
product to get the maximum sales.
2. Strategy Implementation
Targets
Assume Number of

Expected

TW per Year

Year
2

79,000

year
3

80,000

Year

Total

Targets

Number
of TWs

PM 01

PM 02

PM 03

48

37,920

12,640

12,640

12,640

55

44,000

14,667

14,667

14,667

Year
80,000
60
48,000
16,000
Note assumption based on previous year TW registrations

16,000

16,000

Three Assistant PMs will be allocated the above targets and the Assistant
PMs will divide their target to their respective marketing officers. The
Marketing Officer will allocate to the outsourced agents and they can achieve
the target from their individual contacts.
TWs unit wise target will be assigned to 92 branches and would be
encouraged for them towards increase TW business. All branch managers are
responsible to supervise the marketing officers and achieve the assigned unit
wise TW goals. Over achievers will be entitled to claim their incentives
accordingly.

Display of TWs at branch premises will be supportive to achieve given

targets. This is because marketing officers will find it easy to promote TW
business through the vehicle display and it will help attract more customers
to branches.
The Product Manager needs to review the market interest rates and inform
the credit approving officers. The PM is empowered to decide on the interest
rates according to the competitors rates with the approval of the Director
Credit. He has the responsibility to maintain the company weighted average
interest rate. So that it will not affect the company profit margins.
Review the internal registered TWs valuation system against the internal
valuation according to the market price. Therefore the company has an
opportunity to get more from registered TW market and increase the number
of registered TW sales. PM needs to review the market price and negotiate
with the internal valuers to get the correct valuation for registered TWs.
Repair and modify all the repossessed vehicles, value them according to the
market price and conduct vehicle leasing fair of sale those vehicle. This
system will be effective to marketing officers and Assistant Product Manager
to increase the TW sales.
3. Controlling and Monitoring
All the controlling and monitoring system will be handled by the PM and he
needs to report the progress to the marketing GM. PM meets the Assistant
PMs once a month and discusses all the promotion activities, issues and
suggestions as well as their sales volumes. PM needs to review all the sales
figures and to find if there are any non performing marketing officers to take
decision to guide them towards achievement of the targets.
Assistant product managers need to report all the sales reports every
evening to the PM. The PM will monitor the daily island wide TW sales. The

Marketing Officers need to send their daily report to their respective product
managers.
All the performance of the marketing officers will be evaluated through the
balanced score card evaluation system. It includes key performance
indicators and every three month the assistant product managers need to
submit their respective marketing officers evaluations to the Product
Manager. Promotions and salary increments will be based on the evaluation
system.

Conclusion
This strategic plan has gone through all the theoretical aspects and
managerial implementation of this plan to increase the company TWs market
share in Sri Lanka. This plan doesnt increase the company staff cadre but
only the newly recruited three assistant product managers and other existing
staff will be utilized to increase the market share. Therefore additional cost of
staff will not increase and the incentives will be paid based on the
performance. The interest rate is also monitored and controlled according to
the company profit Margin. This strategic plan can improve the TW market
share and it will be effective to increase the company profits and create a
competitive advantage in the TW financial industry.

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Personal Development Plan

Introduction
Perseverance keeps honor bright. Without a strategic life plan we are
unable to reach the goals and to survive in a competition. With the
globalization, every person needs to have a methodology to succeed in life.
Vision, Mission, Goal and Objectives are key aspects of successful life. We
can use strategic management to achieve our goals and objectives towards
climbing our carrier ladder.
I work as a Cluster Manager in a Finance Company. The chapter of How Do
You Fit the Design in Daft (2013), helps to identify my gaps between current
status and the future goals. As well as it teaches us to identify our Strength,
Weaknesses, Threats and Opportunities in our professional life.
Every person should have a personal development plan to succeed in life. I
have learnt how to develop personal strategy and the path to reach success
from Strategic management module. This personal development plan always
live is within me, and it always reminds me of who am I?, and Where I am?
And What I have to do?.

My Goals
My personal goals are as follows:
a. To complete the MBA within a year and be a Masters qualified person.
b. Success as a Cluster Manager and to be a General Manager in the
same industry before 2020.
c. To own a company and be its Managing Director by year 2025.

Evaluation of style
According to Draft, (2013), evaluate our personal thinking style from six
questions. He has given four perspectives to identify our thinking pattern.
They are structure, human resources, political and symbolic.
Going through the questionnaire I got 21 marks. My best perspective is
human resources. As a human recourses person, I am really concerned about
people, their needs, and support and motivate them towards organizational
goals and objectives.
My second perspective is structure. My political and symbolic perspectives
are low. Therefore I have identified my weaker perspectives and expect to
develop them to my future success objectives.

Mind and Environment

Draft, (2013) describes our mind set to an organization, in a certain and
uncertain environment. Organizations always change, this study analysis
that we are in is about stable or unstable organizational environment.

There are positive questions in the questionnaire and I have got 8 marks.
According to this analysis, I work in a uncertain environment. These kinds of
organizations always try to change in a particular industry, Therefore I need
to have innovative ideas to face the competition. I understood the areas I
need to focus for a successful future.

Personal networking
In this analysis, questionnaire the focus is to measure our personal
relationships in society. It evaluates our personal networking through ten
questions. This will help to identify, our spontaneous nature of reaching out
to others on personal networking?.
I have got 8 marks from this task. It indicates my personal networking in an
avarage level but I have a keen interest to expand my personal network for
my future carrier development. As a manager, building relationships are
essential tools for our day to day work.

Are you ready to fill an international role?

This analysis indicates our confidence to negotiate sales contacts with others
in a foreign country and coordinate a new product for overseas uses. I have
got 5 marks from the questionnaire. I realized that my international role is
not in a adequate level. Therefore I pursue to develop my skills to face
internationally.

Manufacturing vs. Service

This analysis describes about our behavior. There are 8 questions asked from
us to identify our behavior. I have got 4 a and 4 bs.
According to the Drafts (2013) interpretation, the right brain represents a
and the left brain represents b. Therefore using my right brain and left

brain equally and I think my trend of thought is at sufficient level to achieve

my goals and objectives.

Is goal setting your style?

With this analysis, there are 9 questions to identify our goal setting style. I
have got 7 marks out of 9 questions. I have identified that; I need to improve
my goal setting style. As a manager, goal setting is a very important aspect
to perform in my job.
According to the interpretation of goal settings, measuring results and
reviewing progress of people and department are main parts that I have to
identify in those areas to practically use my personal and professional life
improvement.

What size organization for you

This question describes my preference of selecting a large organization or a
small organization. In this assessment, I have got more than 6 marks that is I
really like to work in a large organization. Being a manager in a large scale
organization is my dream. I know, it is difficult to climb my carrier ladder
because it is a large organization with a big hierarchy. But I would like to take
that challenge and as my goals. I want to be a GM in five years time.
Therefore I try to develop my abilities and capabilities towards my goals and
I could achieve my personal objectives in a large scale organization.

Your strategy / Performance Strength

This question expresses that, I am good to strategy implementation and my
weakness is strategy formulation. Therefore I want to gain more experience
about strategy formulation. As a manager, I always need to implement
strategies to achieve my goals but if I fail to formulate, it could be affecting
for my carrier. This analysis helps me to develop myself.

The pleasure / pain of working on a team

I have gone through the questions and I realized that, I am good to work
along and as a team member. As a Cluster manager I have to guide a team.
Therefore I should be a good team player before handle a team. Good team
player should have a positive mind set and good knowledge to understand
others feeling. Motivation of others is a major role in a team and it will help
other to achieve the targets. I understand that I need to develop my team
working attitudes towards mu success

Corporate culture preference

The question describes four cultures based on 8 questions. The cultures are
clan culture, adoptability culture, mission culture and a bureaucratic culture.
I have got high marks for clan culture and mission culture. Adoptability
culture and bureaucratic culture marks are same and low. According to the
interpretation I have strong preference to the adoptability and bureaucratic
cultures. I have learnt that, I am really comfortable and effective with the low
preference clan and adoptability cultures.

Are you innovative

This question reflects my innovative ideas and activities. It helps to describe
in 8 questions. I have got 6 marks out of 8 questions. As per the
interpretation my marks indicates that I do not fear to change and I have
adapted to the changes before others. Therefore I have identified my ability
of innovation. As a manager in a financial industry, the industry changes
every movement. Therefore I need to change according to the environment

with the new thoughts and ideas that I really like the change every moment
in my life.

Making important decisions

Decisions marketing perspective reflects, how I am capable to make a

decisions and what are the areas I need to focus. I have identified that; I am
a Linear style decision maker. I always think about Logic, Date, Facts,
Concepts, and Reasons before making any decision. But I realized that,
considering other points of inner knowing, Felt sense, Instincts, Hunch and
Feelings are very important to be a good decision maker.
As a Cluster manager, I need to make decision every day to guide my
subordinate and achieve my goals and objectives. Therefore I understand the
importance of the linear decision style and nonlinear decision making style. I
can use both the styles for my success.

Political Skills
This question shows my political skill towards influencing of people. I have
got more than 6 marks from the answers. It indicates I have a good political
strength but I realized that, as a Manager I need to improve my political skill.
Because when I guide my subordinates, I have to influence them to get the
maximum productivity as well as political factor support to develop
collaborative culture with the external environment. However being a
politicized is a bad attitude which will cause difficulty or misunderstanding to
others.

Conclusion
I have gone through all questions and the entire questionnaire to reach my
different perspectives. By this I would be able to identify my weaknesses and

my strengths. Now I have a better understanding myself and all the

perspective studies towards my goals and objectives. This always reminds
me of who am I?, and Where I am? And What I have to do?. It will steer me
to success my life.

Reference
Daft, R. L., (2013) Organization Theory and Design, 11th edition, Mason, OH:
Cengage Learning