Page 21 - 90-2-21
P. 21

THE WORLD OF CONSTANT CONNECTION // 2(90)2021

ĻĿĿ łĵ ĺľIJŌ ĺIJ                                             the future which may not necessarily encompass
                                                                  an entire 12-month period. In an overly dynamic
‫ڊښڝ ڜڟڝښڜڛڒ ڑڎڛڒڍڊښڝڔڊڕڒ ڛ ڟڊڕڑڎڍڊ ڤ ڎڎڢ‬        environment two-, six-, or eight-month forecasts
‫ڒڔ ڝڎ ڑښڎڊ ڔڎڏڡڤڒڢڔڎ ڕڗښڑڗڋڒ ڔڊ ڡڊڗڕڊڣ‬           may be fair enough.
‫ږڊڌ ڛڒڑڎږڊ ڕ ڑښڎڊڍڊڊڒ ږڊژڕڗړڎړڔڊڤڛڗ ڟ ڑڒڑ‬
‫ڎ ښڊڌڤښڗ ڌڗښږڎڋڗڔڝ ڍڒڡڎڛڒڛڊ ڋڎښڝڨڊڛڕڗڕ‬            COORDINATION
‫ږڊڛڒ ڜڟڝ ڍڗښژڊڒ ڜ ڟڊڞږڊڌ ڛڒڋڎ ڔ ڋڎ ڍڗڦڕڗڕ‬
‫ڞڝڛڨ ڑڒړڊڛڛڊڛڒږڎ ڥڎڢڑڎ ښڊڌڛڒ ڋڎښڝڨڊڛڕڗڕ‬          Try your best to build a structure with all units
‫ڝ ڛڎښڊ ڍڒڢڎ ښ ڍڒڏڑڒ ڋڎ ڌڍڝڏڍڊ ږ ڊڒ ڜ ڟڎڞڎڗښ‬     operating as individual companies procuring
‫૿ڗښ ڐڊڋڊڛଁڊ ڍڒڢڒڑڎڛڊڛڊ ڛڒڋڎ ږڎڡڗ ڕڊڌڛڒڋڎ ڛښ‬     services from one another as they would do from
‫ڝ ڜڟڝښڜڛڊ ڔڎڏڡڊ ڋڎڋڒ ڔڊڡڗڕڊڣڛڒړڒڕڗږڗړڎ‬            outsourced providers. It is a fact that, compared
‫ڊ ڕڒ ڜژڗڛڒڋڎ ڛښڝ ڛڎښڛڒ ڋڎڏڨڛڛڔ ڝڎڑښڎڔڝښ‬            WRXVLQJLQKRXVHUHVRXUFHVZHDUHPRUHHᎱHFWLYH
‫ڛڒ ڋڎ ک ښڊڨڊڍڛڋڎڌ ڥڒڋڝږڎړ ڛڒڋڎ ږڎڡڗ ڕڊڌڒښڝڔ‬      when buying services from outsiders. Putting
‫ڊ ڏڎڦ ڠ ڒڒڕڍڊ ڏڒ ښڋڎږڝڋڗښڞڝڤ ڊڒڤڊڐڒڕڒږڒڕ‬       in place this kind of internal “market economy”
‫ڊڕڨڗڕڛڒڋڎ ڛښڝ ڛڎښଁڒ ڢڋڎږڐڒڕڤڊ ڛڎ ڍڗښږڊڑ‬        encourages every structural unit to be extra
‫ڛڒ ڋڎښڒڔڝ ڕښڗڞڒ ڔڊ ښڢڕ૿ڛڒ ڋڎ ښڒڤ ڕڎڢڛڒ ڋڎښ‬        judicious when spending the resources of others,
‫ڛڒڋڎڜ ږ ڎڒڔړڊڋڎږڝ ڣښڊ ږڎڢڛڒڨ ڛڒ ښڊڨڍڊ ڔڏڤڊږ‬  setting the stage for natural cost minimization.
‫ڋڎ ږڎڏ ڣڊڕڒ ڏڒ ښڋڗڨ ڛڒ ښڊڨڊ ڏڨڛڊڍڊڋڗ ڔ ڊڒڗڔ‬   Also, when goals list maintaining quality, customer
‫ڝڋڎڛږڊ ڔڊ ڋڊڍڗښڞڝڛڨ ڑڒ ړڊڛڊڒ ښڎ ڦڒڏڌڒڋڎڔ‬         loyalty, and other qualitative indicators instead of
‫ڑڋڎ ښڊڏ ڌڊڏڍڊښڝ ڛڟڎ ڔژ ڕڗړڊڍڍڊڔ‬                     colorless wording urging us to “reduce resource
                                                                  consumption,” we employ better balanced and
‫ڎڔ ڥ ڒڎڢڒ ڔڒڦڊږڒڔڎ ږڎ ڌڍڊ ڕڎڢڛڒږڊڤڗڕڊڕڊ‬          more complex approaches to the problem.
‫ڛڒ ښڗڢڛڋڎڔ ڝڎڑښڎڔڝښڝ ڜڟڝ ښڜڛڛڗڡڒڊڋ‬
‫ڊڑڒښڝڍږڝڌڍڊڔ ڝڗ ښ ڍ ڏڊڕڒڊڍڒ ښ ڋڒ کڎڢ‬             Competition among structural units and, at the
‫ڊ ڞڗڡ ڔڎڏږڝښڐڝڛڒڋڗڔ ڕڗ ښڢڕڊږ‬Svenska                same time, teamwork and cooperation may be
Handelsbanken‫ڊڒڑڒ ڔڊ ڌڊڕڒ ڌ ښڊړڛڒڕڊ‬                     part of this task, as illustrated by the example of
                                                                  Svenska Handelsbanken.

                                                                  www.magticom.ge                                       19
   16   17   18   19   20   21   22   23   24   25   26