Management

APO - TES Bangladesh Furniture Manufacturing 1
AREAS OF MANAGEMENTAREAS OF MANAGEMENT
• Managers work in different departments ofManagers work in different departments of
an organization.an organization.
• Most departments specialize in activitiesMost departments specialize in activities
relating to finance, operations, marketing,relating to finance, operations, marketing,
human resource, administration, publichuman resource, administration, public
relations and others.relations and others.

Finance ManagersFinance Managers
 They deal with managing financial resources.They deal with managing financial resources.
 Activities - cash management, investment,Activities - cash management, investment,
budgeting and to some extent, accounting.budgeting and to some extent, accounting.
Operations ManagersOperations Managers
 Managers who perform these functions areManagers who perform these functions are
concerned with managing processes in theconcerned with managing processes in the
production of the organization's products andproduction of the organization's products and
services.services.
 Responsibilities - production control, inventoryResponsibilities - production control, inventory
control, quality control, plant layout, machinecontrol, quality control, plant layout, machine
identification and setting out safety measures.identification and setting out safety measures.

Marketing ManagersMarketing Managers
 Concerned with the organization's marketing andConcerned with the organization's marketing and
sales.sales.
 Also involved in product design, its promotion andAlso involved in product design, its promotion and
distribution.distribution.
Human Resource ManagersHuman Resource Managers
 Responsible for hiring, training and developingResponsible for hiring, training and developing
people.people.
 Advise the company on industrial relations.Advise the company on industrial relations.
 Responsibilities - plan human resource needs,Responsibilities - plan human resource needs,
select and recruit employees, orientate them,select and recruit employees, orientate them,
prepare for their training and development needs,prepare for their training and development needs,
help design compensation and benefit packages,help design compensation and benefit packages,
and formulate appraisal systems.and formulate appraisal systems.

Administrative ManagersAdministrative Managers
 These managers do administrative work. TheyThese managers do administrative work. They
normally possess a sound knowledge of thenormally possess a sound knowledge of the
business but are not experts in the field.business but are not experts in the field.
Public Relations ManagersPublic Relations Managers
 Managers deal with public relations and theManagers deal with public relations and the
media -from both the electronic and print sectors.media -from both the electronic and print sectors.
 Write speeches, answer questions pertaining toWrite speeches, answer questions pertaining to
the company.the company.
 Duty is to make the organization visible to theDuty is to make the organization visible to the
public.public.

CAUSES OF PROBLEMSCAUSES OF PROBLEMS
1.1. Delays caused by errors and mistakesDelays caused by errors and mistakes
2.2. Work returned because of faultyWork returned because of faulty
workmanship.workmanship.
3.3. Difficulties caused by changes inDifficulties caused by changes in
methods or proceduremethods or procedure
4.4. Excessive wear and tear on equipment.Excessive wear and tear on equipment.
5.5. Difficulties in mastering new equipment.Difficulties in mastering new equipment.
6.6. Untidiness of work area.Untidiness of work area.

7.Too much waste or work to rectify.7.Too much waste or work to rectify.
8. Specifications not followed.8. Specifications not followed.
9. Quality-standards not met.9. Quality-standards not met.
10. Errors caused by careless measuring.10. Errors caused by careless measuring.
11. Risks of the job not known.11. Risks of the job not known.
12. Careless of personal safety.12. Careless of personal safety.

13. Safety devices not properly used.13. Safety devices not properly used.
14. Materials not stacked properly.14. Materials not stacked properly.
15. Ignorance of safety rules.15. Ignorance of safety rules.
16. No interest in the work.16. No interest in the work.

17. Importance of minor jobs not realized.17. Importance of minor jobs not realized.
18. Dissatisfaction because work cannot be18. Dissatisfaction because work cannot be
mastered.mastered.
19. No available substitute for absentees19. No available substitute for absentees
who holdkey positions.who holdkey positions.
20. Too much time taken to reach accepted20. Too much time taken to reach accepted
standards.standards.

Ten characteristics of a leaderTen characteristics of a leader
1.1. Communicates and is also a willing listenerCommunicates and is also a willing listener
2.2. Is interested and appreciativeIs interested and appreciative
3.3. Is honestIs honest
4.4. Is objective, open-minded and fairIs objective, open-minded and fair
5.5. Delegates and trusts subordinatesDelegates and trusts subordinates
6.6. Motivates and is a team-builderMotivates and is a team-builder
7.7. Is knowledgeable, experienced and has goodIs knowledgeable, experienced and has good
judgmentjudgment
8.8. Is approachableIs approachable
9.9. Is enthusiastic and positiveIs enthusiastic and positive
10.10. Is decisive courageous and committedIs decisive courageous and committed

Responsibilities of a LeaderResponsibilities of a Leader
CommunicateCommunicate
All leaders must be able to convey their thoughts in a clearAll leaders must be able to convey their thoughts in a clear
and concise manner.and concise manner.
Team-builderTeam-builder
They must be able to keep together members from aThey must be able to keep together members from a
variety of backgrounds, interest and opposing viewpoints.variety of backgrounds, interest and opposing viewpoints.
MotivatorMotivator
Get people to do their best!Get people to do their best!
Knowledge-sharingKnowledge-sharing
A leader must be more knowledgeable than hisA leader must be more knowledgeable than his
subordinates. He must also showsubordinates. He must also show thethe followers this abilityfollowers this ability
through advicethrough advice and performance.and performance.

EnquirerEnquirer
A leader today practices management by walking aboutA leader today practices management by walking about
MBWA) and moves around and observes what is happeningMBWA) and moves around and observes what is happening
on the shop floor. This enables him to know his followerson the shop floor. This enables him to know his followers
well. Management through "remote control" is not the orderwell. Management through "remote control" is not the order
of the day!of the day!
WarmthWarmth
A leader loves and cares for his people. His warmthA leader loves and cares for his people. His warmth
radiates and his genuine care and concern are felt andradiates and his genuine care and concern are felt and
seen. "Plastic smiles" will not work! Konosuke Matsushitaseen. "Plastic smiles" will not work! Konosuke Matsushita
spoke to his people from the heart. His care and warmthspoke to his people from the heart. His care and warmth
have brought forth great sacrifices from his followers.have brought forth great sacrifices from his followers.

IntegrityIntegrity
He can be trusted, especially in difficult circumstances. ThisHe can be trusted, especially in difficult circumstances. This
is a very important element in personal relations. Theiris a very important element in personal relations. Their
dealings with external agencies such as governmentdealings with external agencies such as government
departments, licensing authorities and customers should bedepartments, licensing authorities and customers should be
beyond reproach.beyond reproach.
Following throughFollowing through
A leader must be tough and have the tenacity to completeA leader must be tough and have the tenacity to complete
a job. Once a target is set and agreed upon, all effortsa job. Once a target is set and agreed upon, all efforts
must be channeled to achieve them.must be channeled to achieve them.

KEY CHARACTERISTICS OFKEY CHARACTERISTICS OF
EFFECTIVE MANAGERSEFFECTIVE MANAGERS
H CH C de Bettigniesde Bettignies of INSEAD (European Inst. of Businessof INSEAD (European Inst. of Business
Admin.) opines that senior level executives would need toAdmin.) opines that senior level executives would need to
have the following:have the following:
 An international outlook - possess good EnglishAn international outlook - possess good English
and communication skills.and communication skills.
 Ability to manage information -computerAbility to manage information -computer
literate.literate.
 A greater sense of corporate responsibility.A greater sense of corporate responsibility.
 Skilful in business -government relationship.Skilful in business -government relationship.

KEY CHARACTERISTICS OF EFFECTIVE MANAGERSKEY CHARACTERISTICS OF EFFECTIVE MANAGERS
 A long-term view in their decision-making process -operateA long-term view in their decision-making process -operate
with a high degree of flexibility and adaptability.with a high degree of flexibility and adaptability.
 Ability to design adaptable structures and managementAbility to design adaptable structures and management
systems.systems.
 A good human resource development policy -see people asA good human resource development policy -see people as
a strategic resourcea strategic resource
 Sensitivity to the organization's culture.Sensitivity to the organization's culture.
 Ability to manage change.Ability to manage change.
 Willingness to enhance their education throughWillingness to enhance their education through
continuous learning.continuous learning.

What ten things must I not do?What ten things must I not do?
1.1. I must try not to do everything myself. II must try not to do everything myself. I
must delegatemust delegate
2.2. I must keep looking ahead to anticipateI must keep looking ahead to anticipate
and prevent difficulties instead of waitingand prevent difficulties instead of waiting
to rectify themto rectify them
3.3. I must make allowances for other peopleI must make allowances for other people
and their faults and meet them half-wayand their faults and meet them half-way
4.4. I must try not to make a judgmentI must try not to make a judgment
before I have all the facts.before I have all the facts.
5.5. I must have no favorites and must beI must have no favorites and must be
seen to be fair and impartialseen to be fair and impartial

What ten things must I not do?What ten things must I not do?
6.6. I must try not to be too critical of managementI must try not to be too critical of management
and company policy in front of the menand company policy in front of the men
7.7. I must not lose my temper or my dignity andI must not lose my temper or my dignity and
must maintain self-controlmust maintain self-control
8.8. I must identify and carry out my real prioritiesI must identify and carry out my real priorities
and must not get sidetracked or go off at aand must not get sidetracked or go off at a
tangent to do things I like doingtangent to do things I like doing
9.9. I must discover the things that I do whichI must discover the things that I do which
irritate other people and correct themirritate other people and correct them
10.10. I must try to keep a sense of humour becauseI must try to keep a sense of humour because
in times of real crisis it is the only thing whichin times of real crisis it is the only thing which
will prevent me from going madwill prevent me from going mad

Peter Drucker's View ofPeter Drucker's View of
the Manager of Tomorrowthe Manager of Tomorrow
According to Drucker, the manager of tomorrow wouldAccording to Drucker, the manager of tomorrow would
have to equip himself with seven new tasks:have to equip himself with seven new tasks:
1.1. He must manage to meet objectives.He must manage to meet objectives.
2.2. He must take more risks and plan for longerHe must take more risks and plan for longer
periods ahead. Decision making is to be madeperiods ahead. Decision making is to be made
at lower levels. He must also calculate risks.at lower levels. He must also calculate risks.
3.3. He must be able to make strategic decisions.He must be able to make strategic decisions.
4.4. He must be able to build an integrated team andHe must be able to build an integrated team and
be able to measure individual performances.be able to measure individual performances.

Peter Drucker's View ofPeter Drucker's View of
the Manager of Tomorrowthe Manager of Tomorrow
5.5. He will communicate information speedily andHe will communicate information speedily and
clearly, and must be able to motivateclearly, and must be able to motivate
professionals and specialists.professionals and specialists.
6.6. Mastering just one function would be insufficientMastering just one function would be insufficient
as he must be able to see the business as aas he must be able to see the business as a
whole and be able to integrate his functions intowhole and be able to integrate his functions into
it.it.
7.7. Knowing a few products or one industry would beKnowing a few products or one industry would be
insufficient because he must be able to relate hisinsufficient because he must be able to relate his
product and industry to the total environment. Heproduct and industry to the total environment. He
will have to look outside his own market andwill have to look outside his own market and
country.country.

Theories and Thinkers of ManagementTheories and Thinkers of Management
Theory ZTheory Z
William G Ouchi – Univ. of CaliforniaWilliam G Ouchi – Univ. of California
Theory Z is a collection of successful practices from Japanese and AmericanTheory Z is a collection of successful practices from Japanese and American
companies that could be used by modern managers.companies that could be used by modern managers.
Main issues are team productivity, worker interests, quality circles andMain issues are team productivity, worker interests, quality circles and
quality of work life (QWL).quality of work life (QWL).
Excellence in ManagementExcellence in Management
Tom Peters and Robert Waterman-“In Search of Excellence”Tom Peters and Robert Waterman-“In Search of Excellence”
Most excellent companies are good in their basics:Most excellent companies are good in their basics:
1.1. They attend to their customer needs- get close to them-unparallelThey attend to their customer needs- get close to them-unparallel
serviceservice
qualityquality
2.2. Conducive working environmentConducive working environment
3.3. Management respects workers – productivity through people.Management respects workers – productivity through people.
4.4. Companies has sense of social responsibilities.Companies has sense of social responsibilities.

OrganizationOrganization
Konosuke MatsushitaKonosuke Matsushita
Matsushita practiced many innovative management concepts:Matsushita practiced many innovative management concepts:
1.1. Divisional organizational structureDivisional organizational structure
2.2. New methods in distributionNew methods in distribution
3.3. Effective control systemsEffective control systems
Peter DruckerPeter Drucker
He is a prolific writer that make difficult management concepts simple.He is a prolific writer that make difficult management concepts simple.
Managing by objectivesManaging by objectives
1.1. Strategic planningStrategic planning
2.2. Corporate cultureCorporate culture
3.3. Social responsibilitySocial responsibility
4.4. He stresses the power of information.He stresses the power of information.
5.5. Replaces term “Span of control” to “Span of communication”.Replaces term “Span of control” to “Span of communication”.
MarketingMarketing
Theodore Lewitt-Marketing MyopiaTheodore Lewitt-Marketing Myopia
Talks about globalization of markets, world markets are becoming smaller,Talks about globalization of markets, world markets are becoming smaller,
goods are becoming standardized and economies of scale.goods are becoming standardized and economies of scale.

Production qualityProduction quality
Philip CrosbyPhilip Crosby
His emphasis is on quality. Quality is conformance to established standards.His emphasis is on quality. Quality is conformance to established standards.
When we don’t conform to standards, there is no quality. Quality is free.When we don’t conform to standards, there is no quality. Quality is free.
Taichi OhnoTaichi Ohno -- ToyotaToyota
Just in time (JIT) and Total Quality Control in Toyota.Just in time (JIT) and Total Quality Control in Toyota.
Corporate StrategyCorporate Strategy
Kenichi OhmaeKenichi Ohmae - The Mind of the Strategist- The Mind of the Strategist
Strategic triangle of 3 Cs. Concern for company, customers and competition.Strategic triangle of 3 Cs. Concern for company, customers and competition.
He believes companies must find new ways of doing old thing or invent newHe believes companies must find new ways of doing old thing or invent new
things.things.
Michael PorterMichael Porter -- Competitive Strategy and Competitive AdvantageCompetitive Strategy and Competitive Advantage
A company should increase its competitiveness in a chosen industry. CompanyA company should increase its competitiveness in a chosen industry. Company
should maximize whatever that makes it different from other competitors.should maximize whatever that makes it different from other competitors.
Aim for long-term profitability.Aim for long-term profitability.
Gaby MendozaGaby Mendoza,, Asian Institute of ManagementAsian Institute of Management
Select management style that suits this part of the world (Asia). Essence ofSelect management style that suits this part of the world (Asia). Essence of
Kinship and family-centredness. Look after workers like father looking afterKinship and family-centredness. Look after workers like father looking after
their childrentheir children

MANAGEMENT DEVELOPMENTSMANAGEMENT DEVELOPMENTS
Managers must be aware of the latest developments in theirManagers must be aware of the latest developments in their
profession.profession.
Some of the key concepts are as follows:Some of the key concepts are as follows:
KaizenKaizen
Japanese word meaning a gradual, unending improvement -doingJapanese word meaning a gradual, unending improvement -doing
"little things" better, and achieving even higher standards in"little things" better, and achieving even higher standards in
terms of speed, quality and quantity. This is said to be aterms of speed, quality and quantity. This is said to be a
phenomenon peculiar to the Japanese life- style, which paysphenomenon peculiar to the Japanese life- style, which pays
particular attention to continuous refinement and improvement.particular attention to continuous refinement and improvement.
KanbanKanban
Another Japanese word, which means reminderAnother Japanese word, which means reminder .. Refers toRefers to
production and a stock control system widely known as "just inproduction and a stock control system widely known as "just in
time" (JIT). Toyota Motor Corporation excels in this field.time" (JIT). Toyota Motor Corporation excels in this field.

Business Process Re-engineeringBusiness Process Re-engineering (BPR)(BPR)
Business process re-engineering is a concept that is akin toBusiness process re-engineering is a concept that is akin to
the Japanesethe Japanese kaizenkaizen concept, which means that youconcept, which means that you
continually improve yourself, refocus and strategize. BPRcontinually improve yourself, refocus and strategize. BPR
started in the United States in the early 1980s.started in the United States in the early 1980s.
Some key steps involved in re-engineering are as follows:Some key steps involved in re-engineering are as follows:
1.1. Set aggressive re-engineering performance targetsSet aggressive re-engineering performance targets
2.2. Top management commitmentTop management commitment
3.3. Review customer needs, market trends, success factors &Review customer needs, market trends, success factors &
costscosts
4.4. Assign an additional senior executiveAssign an additional senior executive
5.5. Conduct a comprehensive pilot testConduct a comprehensive pilot test

BenchmarkingBenchmarking
This is a process of measuring and comparing a company'sThis is a process of measuring and comparing a company's
operations, products and services against the topoperations, products and services against the top
companies (in the same business) within and outside.companies (in the same business) within and outside.
Implementation guidelines are as follows:Implementation guidelines are as follows:
1.1. Identify the function (e.g. sales, accounts) to beIdentify the function (e.g. sales, accounts) to be
benchmarked.benchmarked.
2.2. Identify the leading company in that function.Identify the leading company in that function.
3.3. Identify the variables to measure. Collect data. ThereIdentify the variables to measure. Collect data. There
could be agreement with the co-operating company.could be agreement with the co-operating company.
4.4. Analyze and compare the data. Describe the criticalAnalyze and compare the data. Describe the critical
success factors.success factors.
5.5. Project future performance levels of the benchmarkedProject future performance levels of the benchmarked
company in order to keep pace with it or surpass itcompany in order to keep pace with it or surpass it

The Seven Habits of Effective PeopleThe Seven Habits of Effective People
a)a) The Goose and The Golden EggThe Goose and The Golden Egg
1.1. A poor farmer visits the nest of his goose and finds byA poor farmer visits the nest of his goose and finds by
her side, a glittering golden egg. Much to his delight, theher side, a glittering golden egg. Much to his delight, the
egg is pure gold!egg is pure gold!
2.2. He gathers an egg every morning and soon becameHe gathers an egg every morning and soon became
wealthy. Then, he became greedy.wealthy. Then, he became greedy.
3.3. In an attempt to get all the gold, he kills the goose,In an attempt to get all the gold, he kills the goose,
opens it and found nothing.opens it and found nothing.
4.4. It seems we are always concerned with doing things rightIt seems we are always concerned with doing things right
(efficient) rather then doing the right things(efficient) rather then doing the right things
(effectiveness).(effectiveness).
5.5. The farmer tried to be efficient by killing the goose, but inThe farmer tried to be efficient by killing the goose, but in
doing so he was ineffective.doing so he was ineffective.

b)b) RelationshipsRelationships
 Relationships should be effective.Relationships should be effective.
 Relationships must be like an emotional bank.Relationships must be like an emotional bank.
 Deposits must be in the form of courtesies,Deposits must be in the form of courtesies,
respect, kindness, patience, service andrespect, kindness, patience, service and
honesty.honesty.
 Withdrawals are like ego trips, no apologies forWithdrawals are like ego trips, no apologies for
mistakes, neglect of human relationships.mistakes, neglect of human relationships.
““SEVEN HABITS ARE FOR PEOPLE WHO WANTS TOSEVEN HABITS ARE FOR PEOPLE WHO WANTS TO
ACHIEVE DESIRED RESULTS”ACHIEVE DESIRED RESULTS”

 Habits are patterns of behavior that involve threeHabits are patterns of behavior that involve three
overlapping components:overlapping components:
KNOWLEDGE ATTITUDE SKILLKNOWLEDGE ATTITUDE SKILL
 These three components are learned rather than inherited.These three components are learned rather than inherited.
 Habits of effectiveness can be learned, and habits ofHabits of effectiveness can be learned, and habits of
ineffectiveness can be unlearned.ineffectiveness can be unlearned.
 Successful people practice habits of effectiveness, internallySuccessful people practice habits of effectiveness, internally
motivated with a mission.motivated with a mission.
 The seven habits are interrelated, interdependent, andThe seven habits are interrelated, interdependent, and
sequential.sequential.
 The first three are habits of character (dependence toThe first three are habits of character (dependence to
independent) while the next three are habits of outwardindependent) while the next three are habits of outward
expression of character (interdependence).expression of character (interdependence).

Habit 1: Be ProactiveHabit 1: Be Proactive
 Proactive means having a habit of personal vision.Proactive means having a habit of personal vision.
 Take responsibility for our attitudes and actionsTake responsibility for our attitudes and actions
 Responsibility = Response + Action . Proactive peopleResponsibility = Response + Action . Proactive people
develop the ability to choose their response.develop the ability to choose their response.
 They are a product of their values and decisions, ratherThey are a product of their values and decisions, rather
than their moods and conditions.than their moods and conditions.
 The more we exercise our freedom to choose ourThe more we exercise our freedom to choose our
response, the more proactive we are.response, the more proactive we are.
The key is:The key is: To be a lightTo be a light Not a judgeNot a judge
A modelA model Not a criticNot a critic
A programmerA programmer Not a programmedNot a programmed
Feed opportunitiesFeed opportunities Starve problemsStarve problems
Keep promisesKeep promises No excusesNo excuses

HABIT 2: BEGIN WITH THE END IN MINDHABIT 2: BEGIN WITH THE END IN MIND
 Habit of personal leadership, begin the day with a clearHabit of personal leadership, begin the day with a clear
understanding of your direction and destination.understanding of your direction and destination.
 Effective people realize things are created mentallyEffective people realize things are created mentally
before they are created physically.before they are created physically.
 They write mission - frame of reference in makingThey write mission - frame of reference in making
decisionsdecisions
- clarify values- clarify values
- set priorities- set priorities
- select goals.- select goals.
 Ineffective people - have old habitsIneffective people - have old habits
- allow other people and- allow other people and
environment to affect themenvironment to affect them
 If design is good the construction will be goodIf design is good the construction will be good

HABIT 3: PUT FIRST THING FIRSTHABIT 3: PUT FIRST THING FIRST
Habit of personal management involvesHabit of personal management involves
organizing and managing time & eventsorganizing and managing time & events
according to priorities identified in Habitaccording to priorities identified in Habit
2.2.
Organize it into categories of:Organize it into categories of:
a) Urgent – Importanta) Urgent – Important
b) Not urgent – Importantb) Not urgent – Important
c) Urgent – Not Importantc) Urgent – Not Important
d) Not urgent-Not Importantd) Not urgent-Not Important

HABIT 4: THINK WIN-WINHABIT 4: THINK WIN-WIN
11.. Win-win is the habit of inter-personalWin-win is the habit of inter-personal
leadershipleadership
2.2. Cooperative efforts of two or more peopleCooperative efforts of two or more people
3.3. Seek mutual benefitSeek mutual benefit
4.4. Explores all optionsExplores all options
5.5. Win win performance agreement based onWin win performance agreement based on
the following;the following;
 Desired resultsDesired results
 GuidelinesGuidelines
 ResourcesResources
 AccountabilityAccountability
 ConsequenceConsequence

HABIT 5: SEEK FIRST TO UNDERSTAND,HABIT 5: SEEK FIRST TO UNDERSTAND,
THEN TO BE UNDERSTOODTHEN TO BE UNDERSTOOD
 The habit of communication is a masterThe habit of communication is a master
skill in life to building win - winskill in life to building win - win
relationshiprelationship
 Our perceptions come from ourOur perceptions come from our
experienceexperience
 Most creditability problems begin withMost creditability problems begin with
differences – try to understand the otherdifferences – try to understand the other
person’s view.person’s view.
 Listening is important, it lowers anotherListening is important, it lowers another
person’s defensesperson’s defenses

HABIT 6: SYNERGIZEHABIT 6: SYNERGIZE
 Synergize is a habit of creativeSynergize is a habit of creative
cooperation or teamwork.cooperation or teamwork.
 Difference in relationships canDifference in relationships can
produce synergyproduce synergy
 Bring ideas together with mutualBring ideas together with mutual
respect.respect.
 It is also a human relationsIt is also a human relations
approach of solving problemsapproach of solving problems

HABIT 7: SHARPEN THE SAWHABIT 7: SHARPEN THE SAW
 It is the habit of self renewalIt is the habit of self renewal
 Sharpening the saw is also a maintenance jobSharpening the saw is also a maintenance job
 Habit of sharpening the saw is self renewal in four areasHabit of sharpening the saw is self renewal in four areas
of our life's:of our life's:
– PhysicalPhysical
– MentalMental
– Emotional-socialEmotional-social
– SpiritualSpiritual
 Without this discipline;Without this discipline;
– Body becomes weakBody becomes weak
– Mind becomes mechanicalMind becomes mechanical
– Emotions – rawEmotions – raw
– Spirit – insensitiveSpirit – insensitive
– Person – selfishPerson – selfish

““IT’S THE LAW OF THE HARVEST, WEIT’S THE LAW OF THE HARVEST, WE
REAP AS WE SOW. WE WILL ENJOYREAP AS WE SOW. WE WILL ENJOY
SUCCESSFUL HARVEST IF WESUCCESSFUL HARVEST IF WE
CULTIVATE THE 7 HABITS AND LIVECULTIVATE THE 7 HABITS AND LIVE
IN ACCOPRDANCE WITH THEIN ACCOPRDANCE WITH THE
UNDERLYING PRINCIPLESUNDERLYING PRINCIPLES”.”.

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