Conceptualising Ideas. Page 2 of 5

This page 2  is to be read subsequently after page 1.

A quick check from the online dictionary had led me to stumble on this definition of the word 'CONCEPT'.

        1. A quick general idea derived or inferred from specific instances or occurrances.

        2. Something formed in the mind

        3. A scheme, a plan or an abstract idea.

Good line managers would summon all his/her experience, articulate it into a systematic tabulated virtual file and then extract out all this off from their mind into sets of manual-like operational rule. I describe this as the construction of strategy and technique which is shown on the top circle of the chart above. Something must prioritively take formation in the mind for a specific reason such as meeting departmental goals or committing to delivery plan. There are many strategies/techniques that can be practiced but the most effective concept that i prefer is the "Divide-and-rule" strategy. Other techniques that can be put into test are " Careers not jobs", "Fire-fighting" and "Batch-lot".  
From another perspective, managers should possess and ignitize concepts holistically. Questions such as,"How do i want to orchestra the resources available to me to achieve company goals?" and " What methodology should i implement in summonning all resources of the organization in order to realize the objective?". "How am i suppose to find ways to link all the functional departments into working towards to winning single company's shared goal?" and " What should i do to bring sustainability to the operational system so that continuity can be preserved in future?".
Proactive managers have this notions running constantly in a matrix-like mobility pattern in their mind at all time. Each questions that leads to creation of concepts transforms ideas from intangible to sets of tangible operational manual that becomes the fundamental pillars which strongly transits vision into reality.
It will not be fair talking all about 'How to execute, without highlighting the factors that could undermine the abovementioned act.' Below are some real-life factors that hinders managers from implementing actions that sprouted out from conceptulizing ideas.

    1. Non-supportive and non-collabration from upline superiors.
    2. Poor state of available channels to disseminte policy information.
    3. Inadequate education knowledge background of down-line subordinates to proact.
    4. Scarcity of resources.