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Lift, Run, Push, Carry the weight, strong, sweat                          Hello,My name is Monique Collins and I'm not the traditional student at FSCJ. I'm currently studying to obtain a bachelors degree in Finance. Some would say, I'm strong for pursuing my dreams. I would say, that you must run the race in order to ever finish it. But I've definitely pushed the limits on my own strength. It's my kids that lift me up, because I carry the weight of their success within my heart. In all that I've accomplished so far, it's because I try not to sweat the small stuff!

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Lift, Run, Push, Carry the weight, strong, sweat                          Hello,My name is Monique Collins and I'm not the traditional student at FSCJ. I'm currently studying to obtain a bachelors degree in Finance. Some would say, I'm strong for pursuing my dreams. I would say, that you must run the race in order to ever finish it. But I've definitely pushed the limits on my own strength. It's my kids that lift me up, because I carry the weight of their success within my heart. In all that I've accomplished so far, it's because I try not to sweat the small stuff!

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We read the IBM success story.

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Early Management Theory

Today's managers have access to an amazing array of resources which they can use to improve their skills. But what about those managers who were leading the way forward 100 years ago?

Managers in the early 1900s had very few external resources to draw upon to guide and develop their management practice. But thanks to early theorists like Henri Fayol (1841-1925), managers began to get the tools they needed to lead and manage more effectively. Fayol, and others like him, are responsible for building the foundations of modern management theory.

Background

Henri Fayol was born in Istanbul in 1841. When he was 19, he began working as an engineer at a large mining company in France. He eventually became the director, at a time when the mining company employed more than 1,000 people.

Through the years, Fayol began to develop what he considered to be the 14 most important principles of management. Essentially, these explained how managers should organize and interact with staff.

In 1916, two years before he stepped down as director, he published his "14 Principles of Management" in the book "Administration Industrielle et Générale." Fayol also created a list of the six primary functions of management, which go hand in hand with the Principles.

Fayol's "14 Principles" was one of the earliest theories of management to be created, and remains one of the most comprehensive. He's considered to be among the most influential contributors to the modern concept of management, even though people don't refer to "The 14 Principles" often today.

The theory falls under the Administrative Management school of thought (as opposed to the Scientific Management school, led by Fredrick Taylor).

Fayol's 14 Principles of Management

Fayol's principles are listed below:

1. Division of Work - When employees are specialized, output can increase because they become increasingly skilled and efficient.

2. Authority - Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.

3. Discipline - Discipline must be upheld in organizations, but methods for doing so can vary.

4. Unity of Command - Employees should have only one direct supervisor.

5. Unity of Direction - Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.

6. Subordination of Individual Interests to the General Interest - The interests of one employee should not be allowed to become more important than those of the group. This includes managers.

7. Remuneration - Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.

8. Centralization - This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.

9. Scalar Chain - Employees should be aware of where they stand in the organization's hierarchy, or chain of command.

10. Order - The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.

11. Equity - Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.

12. Stability of Tenure of Personnel - Managers should strive to minimize employee turnover. Personnel planning should be a priority.

13. Initiative - Employees should be given the necessary level of freedom to create and carry out plans.

14. Esprit de Corps - Organizations should strive to promote team spirit and unity.

Fayol's Six Functions of Management

Fayol's six primary functions of management, which go hand in hand with the Principles, are as follows:

Key Points

Henri Fayol's "14 Principles of Management" have been a significant influence on modern management theory. His practical list of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way.

Although the 14 Principles aren't widely used today, they can still offer guidance for today's managers. Many of the principles are now considered to be common sense, but at the time they were revolutionary concepts for organizational management.

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Henri Fayol's Principles of Management: Early Management Theory

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Early Management Theory Today's managers have access to an amazing array of resources which they can use to improve their skills. But what about those managers who were leading the way forward 100 years ago? Managers in the early 1900s had very few external resources to draw upon to guide and develop their management practice.

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Steve jobs had great leaderships skills but emotional intelligence was not one of them.

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Steve jobs had great leaderships skills but emotional intelligence was not one of them.

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Planning, Organizing, Influencing, Controlling

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Module 2 -Organizational Ethics and Corporate Governance

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Module 2 -Organizational Ethics and Corporate Governance

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If your company is like practically every company I've known, it's been working for years to add diversity to its leadership ranks. Why doesn't it have more to show for its efforts? I don't doubt that your managers sincerely want to reshape the talent pipeline. My exposure to countless diversity initiatives suggests that you're tripping yourself up in four ways.

You've distributed the responsibility for increasing diversity.

It's standard: You probably have a campus recruitment team, a separate group driving lateral hiring, and a diversity department concerned with retention and inclusiveness. Recruitment teams focus on hiring goals, but they aren't accountable for how well new employees perform or how many remain after two years. Diversity departments, which do track new hires' success (and, unlike recruiting, can commit funds to programs beyond the current budget cycle), are disconnected from recruitment strategies.

If no one person or group is responsible for building a diverse senior management pipeline, it's hard to develop an integrated, game-changing strategy. And outside experts, faced with your multiple stakeholders' distinct agendas, can't even have a strategic discussion with you, let alone get buy-in for a comprehensive approach. So you're not getting the "better mousetrap" solutions you get from innovative supplier ecosystems in other areas of your business.

You're managing activities, not outcomes.

Your diversity initiatives probably focus on "inputs" such as the number of mentoring programs, event sponsorships, or résumés collected, and you count them as successes that demonstrate senior management's commitment to change. Instead you should think about performance as strategically as you do in your core operating businesses: Be very clear about what success will look like in five years. Define metrics to track progress toward that vision. Prioritize among competing tactics, and drive increased investment toward initiatives that produce results. Use feedback to make refinements along the way.

Your focus is on fixing the culture.

Changing the organizational culture to level the playing field is important. But culture change happens very slowly-and usually not at all until new faces have appeared in your company's leadership ranks and new perspectives have begun to reshape its strategies. Your first priority should be to improve performance and promotion rates in underrepresented groups. You'll find that culture change comes more readily from a critical mass of diverse executives than from a series of diversity and inclusion seminars or one high-profile minority hire.

You prioritize minority candidates for diversity department roles.

This practice is everywhere, and it's understandable. But minority managers are usually struggling themselves with the issues their companies want them to solve. They may be risk-averse-especially given their awareness that, with so few senior minority members around, they and their new strategies are highly visible. A company that wants its diversity executives to advocate for bold new approaches should think about rotating high-performing line executives (whether minority or nonminority) into diversity roles. Having already established their reputations internally as revenue producers, they can navigate any setbacks that come from new approaches.

Don't undermine your own efforts to make your leadership pipeline more diverse. Instead, incorporate the same rigor and results orientation that you apply elsewhere in your operations. The problem is entirely manageable-if you're willing to manage it.

A version of this article appeared in the June 2012 issue of Harvard Business Review.

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If your company is like practically every company I've known, it's been working for years to add diversity to its leadership ranks. Why doesn't it have more to show for its efforts? I don't doubt that your managers sincerely want to reshape the talent pipeline.

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Enterprise Recruitmen

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Introduction - Recruitment and selection at Enterprise Rent-A-Car - Enterprise Rent-A-Car | Enterprise Rent-A-Car case studies, videos, social media and information | Business Case Studies

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The car rental market is increasingly competitive. Enterprise continues to expand its range of services to meet customers' needs. In addition to business rentals at airport and city locations, it also provides replacement cars for accident repairs, courtesy cars for garages and short-term holiday rentals for breaks or special occasions.

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is the set of characteristics of a given group of people and their environment.

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The capacity to reflect on values in the corporate decision-making process, to determine how these values and decisions affect various stakeholder groups, and to establish how managers can use these observations in day-to-day company management.

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Went to LA and got to visit an IN--Out Burger joint

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Went to LA and got to visit an IN--Out Burger joint

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There are only a few countries in the world that don’t have McDonald’s restaurants

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There are only a few countries in the world that don’t have McDonald’s restaurants

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Most Notable International Market Agreements: 

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Most Notable International Market Agreements: 

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EU, NAFTA, APEC

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Making the decision on the best course of action to meet the objectives can be overwhelming if not approached systematically.  Jumping to conclusions instead of really looking at your information is what causes many companies to make bad decisions.

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Can be short-term, intermediate-term, and long-term.

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Evaluates Strengths, Weaknesses, Opportunities, and Threats

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Basic Overview of Various Strategic Planning Models

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Get a basic overview of various strategic planning models in this topic from the Free Management Library.

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Module 5 - Organizational Structure and Processes

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Module 5 - Organizational Structure and Processes

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The second management function

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has several steps including giving employees the authority necessary to accomplish tasks.

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Starbucks was voted as one of the world's most ethical companies

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Module 6 - Managing Human Resources and Communications

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Module 6 - Managing Human Resources and Communications

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My link to Survey Monkey

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Web survey powered by SurveyMonkey.com. Create your own online survey now with SurveyMonkey's expert certified FREE templates.

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is the network of organizational communication.

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We created a team at work and Iused some of the concepts that I learned in class...

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We created a team at work and Iused some of the concepts that I learned in class...

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Our goals were clearly defined, our authority was specified, and we selected a leader based on their ability.

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People often confuse the two terms and use them interchangeably but they are completely different.

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I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute. She teaches, writes and consults on critical issues for leaders and counts among her clients The Boston Globe, CNN, and the Washington Post. In recognition of her lifetime contributions to journalism, the University of Wisconsin honored her with its "Distinguished Service to Journalism" award, the Wisconsin Broadcasters Association named her to its Broadcast Hall of Fame, and the National Academy of Television Arts and Sciences inducted her into its prestigious Silver Circle.

In this interview, Jill talks about what it takes to be a happy manager despite the poor economy, how social media can create a happier work environment, and more.
What does it take be a happy manager in a bad economy?
It takes three things: strategic thinking, emotional intelligence and a passion for helping people do their best work, even in the face of diminished resources.

When managers think strategically, they are able to look at bigger picture goals and determine what of the many demands on their time they will make a priority.

With emotional intelligence, they can help their teams recover from setbacks and frustration while using targeted feedback to encourage their progress. (Remember, feedback is a renewable resource that costs managers nothing and pays great dividends.)

And that passion? It transforms them from yesterday's parental-type supervisors into what I believe today's best bosses must be: agents. Employees want to work for someone who approaches them as an agent would: "Sign on with me and I'll help you get to where you want to go. I'll be honest about your strengths and weaknesses. I'll guide you so you'll build a track record that serves you well here or wherever life takes you."
How can social media help build a happier work environment?
Social media is a game changer for internal relationships among colleagues and external relationships with customers. Some organizations view social media, first and foremost, as risk that must be managed. But it's wiser to think of social media as an invitation to creative communication. To instant feedback and problem solving. To putting a human face on people who once were only titles and offices. To building collaboration and relationships. The biggest risk is regulating it so tightly that people can't or won't engage.
What do you recommend for younger leaders as they develop their skills?
Don't worry about your age. Too many of the new managers I coach fear that have a neon sign over their heads that flashes "Untested-Green-Inexperienced."

But the word "new" has other meanings, including "Fresh-Innovative-Improved."

That's the focus they should have, because they bring new gifts to the world of work, including digital savvy, a healthy appreciation of diversity, and an expectation that learning is a lifelong endeavor. And then there's the oh-so-practical advice I always give young managers: When your staff invites you to an important party, by all means, accept. But drink less and leave earlier than everyone else. That way you'll remember everything you said - and you'll give them space to make jokes about and do impressions of all those bozos in management - just like you once did!
How do you think the remote workplace will impact leadership development?
I've worked remotely since 1998, so I know a bit about this. (I live in Wisconsin and commute to Florida to teach leadership seminars at our institute.) Start with the assumption that the greater the distance between people, the more important communication becomes. When I work with leaders whose teams are dispersed geographically, I emphasize the need for intentional communication to ensure that people don't fill in the empty spaces with misinformation. I underscore the need for user-friendly metrics that objectively demonstrate productivity and progress. I advocate for coaches and mentors across the miles so emerging leaders are "on the radar" even when they're not in the traditional "headquarters."
What three tips would you offer future managers?

1. As I say in Work Happy: What Great Bosses Know, "Change is the new normal," so assume you will always be managing change. Learn to become an expert at it.

2. Know what you want to be known for. What skills? What values?

3. Remember: life's too short to work with jerks. Build a jerk-free culture of excellence in your workplace. And have fun.

Dan Schawbel is the author of the New York Times bestselling book, Promote Yourself: The New Rules For Career Success (St. Martin's Press).

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How To Be A Great Manager That Employees Want To Work With

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Jill Geisler I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute.

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I view my primary role as helping followers in their quests to satisfy their personal needs, aspirations, and interests.

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Module 8 - Controlling Performance and Operations

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Module 8 - Controlling Performance and Operations

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The last function in the management process!

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Dr. Deming is one of the leading contributors to Japanese business and later American business plans to improve quality.  He used the Plan-Do-Check-Act cycle to teach how companies could produce better products with fewer workers for less money.  Dr. Deming is sometimes referred to as the Father of the Quality Evolution.

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Blog focusing on the Toyota Way, innovation & entrepreneurship, business trends and analysis, as well as travel and photography.

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Lean focuses on eliminating waste from a process and Six Sigma focuses on eliminating process variation, defect and increasing customer loyalty. 

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Lean focuses on eliminating waste from a process and Six Sigma focuses on eliminating process variation, defect and increasing customer loyalty. 

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I learned how to make a Padlet in this class!

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I learned how to make a Padlet in this class!