Ana Sayfa
  • Job Analysis and Process Development

    Job analysis identify the observable work activities, tasks, and responsibilities associated with a particular job or group of jobs. It serves a variety of organizational purposes and provides a basis for decision making. Organizations need a flow of accurate and reliable information about the content and requirements of their jobs.
    What job analysis is:
    • It is a systematic method for gathering information
    • It focuses on work behaviours, tasks, and outcomes
    • It identifies the personal qualifications necessary to perform the job and the conditions under which work is performed
    • It reports the job as it exists at the time of analysis; not as it was in the past nor as it exists in another organization
    Job analysis utilizes a task inventory approach that is developed in questionnaire format. Gathering information about the work being performed is a participative process in the study. White collar employees working in the jobs are asked to describe their work.
    The inventory is then developed into a questionnaire. Individual profiles are generated to reflect the work of individuals, and the aggregate data provides the basis for other analysis.
    Job analysis is a systematic examination of the tasks performed in a job and the competencies required to perform them. Also, it is a study of what workers do on the job, what competencies are necessary to do it, what resources are used in doing it, and the conditions under which it is done. A job analysis is NOT an evaluation of the person currently performing the job, it IS the process of getting accurate and reliable information about the content and requirements of the job.
    • Business Process Improvement (
    We understand the importance of focus, strategy and communication in performing business process improvement (BPI) services that are well planned, based on strategy, executable and measurable. We work closely with our clients to model services to fit their existing structure, process and staffing. We focus on creating detailed maps of a company’s processes which offer insight far beyond identifying inefficiencies.
    Specific ways Weaver can assist you include: 
    • Documenting process and sub-processes in their “as is” or current state 
    • Performing business process mapping analysis
    • Creating process flow charts 
    • Evaluating segregation of duties and internal controls 
    • Clarifying needs and proposing recommendations for improvement for specific business functions 
    • Preparing documentation and analysis
  • Organizational Restructuring

    Organizational restructuring is the change in the operational or management strategy of the organization and the applications of them to the organization structure. This generally includes increase or decrease in the number of management positions of the organization, revising organization chart and job descriptions. This also includes a shift in the operations of the organization keeping in consideration the market trends and competition.
    CGS Center can assist you include:

    1. Identify your organization's key decisions
    2. Determine where in the organization those decisions need to be made
    3. Structure the company around its sources of value
    4. Figure out the level of authority your decision makers need
    5. Adjust your organizational system as necessary and create/revise organization chart
  • Corporate Culture Analysis

    Corporate culture is a defining measure of organizational behaviour.  This includes goals, philosophies, and how work is approached. It can also encompass knowledge of administration, sales, and customers.  The mission statement and core corporate values of any organization provide the foundation for corporate governance. A review of the culture can help executive management to understand the success or failure of their company. A strong, positive corporate culture can help companies maintain a competitive edge in their industry and increase profitability.

    By means of a highly structured questionnaire, after a short time for processing you will receive highly informative results to questions such as: Are my employees motivated or does the phenomenon of ‘inwardly quitting’ prevail? What is the status of leadership and team culture? How efficient is communication and how good is co-operation?

    CGS Center analyse the corporate culture of the company and organizational commitment of the company workers by the help of structured questionnaire.

  • Allocation and Delegation of Authority

    The division of work and authority and the establishment of relationship among individuals or groups are possible with the organization structure. There are different structures which can be given to an organization. They include line, functional and so on. An organization deals with a number of elements which defines the relationships between the members of a group. It is concerned with the channels of communication and lines of authority. It also defines the degree of authority and responsibility of each person in the organization.

    Delegation of authority is one vital organizational process, especially in the expansion and growth of a business enterprise. Delegation means assigning of certain responsibilities along with the necessary authority by a superior to his subordinate managers. Delegation means transfer of certain responsibilities to subordinates and giving them the necessary authority, which is necessary to discharge the responsibility properly. Due to delegation, the routine responsibilities of the superior are reduced. As a result, he concentrates on more urgent and important matters. Secondly, due to delegation, subordinate becomes responsible for certain functions transferred to him.

    CGS Center determines the authority requirements of each position with managers and makes an authority plan. Therefore, it is assigned certain responsibilities along with the necessary authority by a superior to his subordinate managers

  • Company Academy

    As the economy shifted to information- and knowledge-based, learning became not a one-time, instructional endeavour but a continuous process that required employees to learn quickly and regularly in order to keep pace with technological advancements, global competition, and rapid change. In light of these changes, training departments looked to management models to revamp and revolutionize the way that they designed and delivered learning in organizational settings.

    Instead of coping with the perceived slowness and inapplicability of theoretical learning found in traditional colleges and universities, business and industry turned inward and created training and development departments. These business units were designed to provide employees, both rookie and veteran, with the skills necessary to perform their duties with precision and efficiency. Training departments relied on their ability to teach employees routines, patterns, and tasks that would enable them to perform in a skill-based economy.

    Whether their primary purpose is to build competence, drive organizational change, maintain corporate competitiveness, recruit and retain talent, or serve customers, most corporate universities are founded on strategic business practices and a self-conscious awareness of their responsibility to contribute to organizational growth and/or effectiveness. Corporate universities are strategic in that they are planned and modelled to fulfil the organization's mission. They are results-oriented because they exist only as long as they can demonstrate their value back to the organization.

    Call it a corporate university, an academy, a center for excellence; focusing on these variables will put the organization on the way to integrating learning as a more competitive component of the business.

    CGS Center, establishes the company academy. CGS Center analyse training needs of the company, prepares training program and determine primary trainings. Moreover, potential trainers are determined in the company and they are taken in “Trainers Trainee” program. The company would have brought up its own trainers.

  • Performance Evaluation System

    The performance evaluation system is a tool used to measure individual performance and to develop employees into high-performing individuals. This is an important part of organizational life.  Taken seriously, it enhances organizational effectiveness and efficiency.

    In order to create a performance evaluation system, these steps are followed:

    • Identify performance measures.
    • Develop an evaluation form.
    • Determine the evaluation procedure.
    • Set guidelines for feedback.
    • Create disciplinary and termination procedures.
    • Set an evaluation schedule

    CGS Center establishes performance evaluation system in the company. Department goals are determined according to company strategy and best applicable performance system is selected and applied to the company.

  • Financial Management

    Of the various reports corporations issue to their stockholders, the annual report is probably the most important. Two types of information are given in this report. First, there is verbal section, often presented as a letter form the chairman, that describes the firm’s operating results during the past year and discussed new developments that will affect future operations. Second, the annual report presents four basic financial statements- the balance sheet, the income statement the statement of retained earnings, and the statement cash flows.

    • Financial Statement Analysis

    Financial statements are used to understand key facts about the performance and disposition of a business and may influence decisions. Owners and managers use financial statements to make important long-term business decisions.
    There are two key methods for analysing financial statements. The first method is the use of horizontal and vertical analysis. Horizontal analysis is the comparison of financial information over a series of reporting periods, while vertical analysis is the proportional analysis of a financial statement, where each line item on a financial statement is listed as a percentage of another item. 
    The second method is ratio analysis. Ratio analysis is based on line items in financial statements like the balance sheet, income statement and cash flow statement; the ratios of one item – or a combination of items - to another item or combination are then calculated. Ratio analysis is used to evaluate various aspects of a company’s operating and financial performance such as its efficiency, liquidity, profitability and solvency. The trend of these ratios over time is studied to check whether they are improving or deteriorating.

    • Cash Flow

    The value of an asset is determined by the cash flow it generates. The firm’s net income is important, but cash flow is even more important because dividends must be paid in cash and cash is necessary to purchase the assets required to continue operations.

    • Budgeting

    A budget is a plan for your future income and expenditures that you can use as a guideline for spending and saving.

    • Add Up Your Income 
    • Estimate Expenses 
    • Figure Out The Difference 
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