5. Pricing.

You need to price your workshop for market. Some adult education or community programs have guidelines for setting class prices. Classes are usually priced within a narrow range, usually on less expensive side. Include price of your class in your proposal. Indicate whether or not there will be a separate materials fee to cover books, workbooks, handouts or other materials. It’s important to understand an organization’s fee structure or expectations before you price your workshop. For example, some programs might pay you 50% of your class fee, yet allow you to keep 100% of materials fee. If you need to reduce your price from what you usually charge, you always have option of reducing amount of information that you offer.

6. Logistics and other details.

Make sure that you include details about when class will meet, both day of week and proposed date(s). Also, include minimum and maximum class counts. As a rule of thumb, a class minimum should not be less than 7 people. If less seven sign up, sometimes there isn’t enough “group energy” to make class feel comfortable. You can always obtain class counts in advance and change your class minimum if you really want to go ahead with class. The only caveat is that people who do come might not enjoy you or class if there just isn’t enough energy or interaction.

7. Workshop environment.

Find out about room accommodations in advance. What types of furniture and equipment will be supplied and what, if anything, do you need to supply? Will they have tables and chairs, overhead projectors, white boards, chalkboards or flip charts available for use? Will there be facility coordinators on site who can set up your room way that you need? If not, you’ll need to make plans to find resources to create environment way you will need it.

8. Prepare your material.

Make sure that you are well-prepared before your workshop is scheduled to begin. Your materials should be completed and organized for easy presentation, and should accurately reflect course title and objectives. Make sure you have extra books, workbooks, handouts or other materials to distribute to people who enroll at last minute.

9. Check details.

As soon as your proposal is accepted, you will probably receive some sort of confirmation that includes final class details. If not, ask for a proof sheet. Read it over carefully, making sure that class title, description, class fee, materials fee, and course dates and times are all correct. Also, make sure your biographical information is correct. Confirm this information, again, once catalogs are published and distributed. If you find an error at this point, it can be corrected, at least, on their website.

10. Last minute details.

Contact adult education or other venue one week in advance, as well as day before your class or workshop is scheduled to take place. You’ll be able to obtain preliminary class counts to determine quantities of materials to bring. Always bring extras to accommodate last minute enrollees. Also, if class counts are below desired minimum, you can think about whether you want go ahead with your plans to present.

Copyright 2004 by Tara Kachaturoff.

However, operational Controlling concentrates on day-to-day business and on most important information about business development. It has to be paid attention to fact, that only that much information are collected and are evaluated as really necessary to management a business. This is usually a weak spot of controlling systems in small and medium sized businesses. Often too less or too many data are collected and are evaluated without paying attention to importance for business management.

It is possible to manage a business on basis of up to 30 ratio values, which are calculated weekly. Continuing analyses can be done when it is necessary. This saves a lot of time, especially in small and medium sized businesses in which rarely a Controlling department exists.

To prepare strategic evaluations, needs no big effort or extensive methodical knowledge to reach high expressiveness. At regular intervals prepared strategic analyses give clues for development of enterprise and assists to recognize strengths and weaknesses. It is important that analysis is just first step, from analysis measures have to be developed whose implementation has to be observed.

Controlling is important for all enterprises, in good as in difficult times. Good Controlling can preserve an enterprise from suffering damage and in difficult times it helps to find and maintain right way. A Controlling system that consists of strategic and operational analyses is a useful guidance system. Furthermore information from these analyses can be used for preparation and realization of consultant assignments. Thus with insecurity about actual position of own enterprise or about further approaches, an expert can be consulted without need to carry out basic analyses once again. This leads to higher efficiency and saves liquidity of enterprise.

From above assumption arises, that a combination of strategic and operational Controlling and occasional short-term consultant assignments will be optimum to protect existence of a business.