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This was an introductory module to the class. It touched on the actual principles of management. Although I do not agree with all of the spelling in the presentation. It is very straight forward in its approach to the presentation of information about the individual principles of management.

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A case study on a firm done by using prinples of management. +2 CBSE project..Enjoy..!! ;)

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Morals, ethics, all in the meat of the lesson of Module 2. Ethics is the set of standards and procedures that direct right from wrong. I chose this article because it is so simple and to the point about ethics and the role they play in an organization. The article goes on to describe a few codes of ethics such as racial and gender discrimination.

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Managing a company is already a lot in itself. However managing a global company is a whole lot more difficult. That is what module 3 is on. I chose this article because the first global company I thought about was cars. Cars are manufactured, shipped and sold all over the world and there are companies and dealerships that directly handle these cars. Although the article talks about a crisis within the industries, this is a set of global companies that have found success for decades.

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The global car industry is in crisis. BBC News looks at the key firms and how they are faring.See full details of carmakers' sales and profits in 2008.

Ford is the only major US carmaker which has not have asked the government for money, despite reporting losses in each of the last three years.

Like its US rivals GM and Chrysler, Ford most successful business has been the sale of trucks and sports utility vehicles (SUVs) at home.

While sales of SUVs peaked in the 1990s, the last few years have increased demand for smaller, more fuel-efficient cars, and Toyota began selling more cars than Ford in its home market.

In July 2008 Ford said that it would bring six of its more fuel-efficient European models to the US, including the Fiesta and the Focus. One of its Michigan assembly plants, which previously produced trucks and SUVs, will start rolling out the Focus in 2010.

Ford started 2009 with a loss of $1.4bn in the first three months, but the result was better than analysts had forecast.

Despite the loss, Ford increased its market share in Europe to 9.4% - its highest level in nearly ten years.

General Motors lost its position as the world's best-selling car company to Toyota when its Japanese rival sold more cars than GM in 2008.

GM had been the biggest carmaker in terms of sales since it overtook Ford 77 years ago.

In its heyday, its luxury Cadillac brand with its distinctive tailfins and its Pontiac "muscle cars" set trends in the automotive industry.

However the Detroit giant, which was once the biggest company in the US, was one of the first carmakers to request government aid last year.

As US carmakers were hit by falling SUV sales, GM announced in 2008 that it was in talks to sell its gas-guzzling Hummer brand and it is also abandoning its Saab, Saturn and Pontiac brands, having previously eliminated Oldsmobile.

GM has so far been given more than $15bn of US government loans, and says it needs $16.6bn more.

Facing bankruptcy, the firm has said it plans to close up to 1,100 of its US dealerships, close 14 factories in the US and cut thousands of jobs.

It also plans to sell its European arm, which includes Vauxhall in the UK and Opel in Germany.

The smallest of the US "Big Three" carmakers, Chrysler filed for bankruptcy protection last month.

It has always been the weakest of the three, facing bankruptcy in the 1970s during the first oil crisis before being bailed out by the US government.

It has now formed an alliance with Fiat, with the Italian firm taking an initial 20% stake in the US carmaker.

It has said that it wants to close about a quarter of its 3,200 dealerships.

Since the beginning of the year Chrysler has received $4.5bn in loans from the US government, and the bankruptcy deal revealed that it would get a further $8bn.

Chrysler pioneered the minivan and acquired the Jeep brand, both of which have been hit by higher oil prices and reduced consumer demand.

Before being taken over by a private equity firm, it was owned by Germany's Daimler, the maker of Mercedes, who sold its stake at a huge loss.

Despite falling sales at Volkswagen, Europe's biggest carmaker says it has increased its share of the global market.

And, unlike other carmakers who have requested government financial assistance, VW says it is in a "sound financial position".

VW is one of the few carmakers still making a profit. In the first three months of this year it made a profit of 243m euros ($314.4m; £215.6m), although this was a 74% drop on the previous year.

In the 1990s and early 2000s VW invested heavily in its luxury Bentley brand, made in the UK. It has also grown its share of the US market with the introduction of its new Golf models and the New Beetle.

VW has been involved in a messy merger battle with luxury car brand Porsche, which currently has a stake of more than 50% in VW. The German state government also owns a substantial share of the company.

A merger with Porsche will bring together 10 brands under one roof. They include European brands like Skoda, SEAT, and Audi. VW also has an important presence globally in Asia and Latin America.

Fiat is known for its small and well-designed "green" cars, with its Fiats, Lancias and Alfa Romeos particularly popular in its home market.

The Italian company currently has an 8.2% share of the market in western Europe, but does not sell well outside its home market.

Fiat is planning to take an initial 20% stake in Chrysler, rising to 35% and has said it wants to take over GM Europe.

The Chrysler deal will make it the sixth largest carmaker in the world, giving it access to the North American market.

Fiat made a loss of 410m euros ($535m; £368m) in the first three months of 2009 - its first quarterly loss in four years - but boss Sergio Marchionne said he remained committed to the partnership with Chrysler.

The French-Japanese alliance is the world's fourth-largest carmaker.

Completed in 1999, the deal gave Renault a 44% stake in Nissan and access to the Asian and North American markets.

Almost two-thirds of Renault's sales are made in Europe.

Renault's most successful car to date is the Clio, which boosted its sales in the 1990s.

Renault's profit fell 78% last year to 599m euros ($769m; £541m), while Nissan reported a net loss of 233.7bn yen ($2.3bn; £1.59bn).

In the 1980s and 1990s Nissan opened several factories outside Japan including in the US, the UK, Mexico and South Africa, and is today known for offering a wide range of vehicles, but its strength is in smaller cars such as the Micra.

In 2006, Renault-Nissan had been in talks with General Motors about forming a global partnership but a deal was never reached.

The Japanese company is the world's largest carmaker, selling 8.97m vehicles last year, and for many years was also the most profitable. It also has the largest market capitalisation of any car company.

Toyota pioneered the system of 'lean production' that reduced costs and the time it took to build a car.

Its smaller and medium size cars, including the hybrid Prius, gained a strong position in the US market, where it built new car factories as its market share increased.

However, it too has been hit by the downturn in consumer spending.

Toyota said it sold 27% fewer vehicles in the first three months of the year compared with the same period last year.

And earlier this month it recorded its worst annual loss of 436.94bn yen ($4.4bn; £2.9bn) and said it expected to make a bigger loss in the next year.

Like many rivals, Toyota has cut production, including at its UK plants.

Carmaker

2008 sales (million units)

2008 net profit/loss ($bn)

Company value ($bn)

* For year ending 31 March 2009

** Chrysler was privately-owned and not obligated to release its finances

3.2 (Nissan)

-2.3*

26

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The global car industry is in crisis. BBC News looks at the key firms and how they are faring.See full details of carmakers' sales and profits in 2008. Ford is the only major US carmaker which has not have asked the government for money, despite reporting losses in each of the last three years.

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Decision making was the center of focus Module 4. The article I chose is very short, sweet and to the point. I feel like that is the definition of the decision making process. By no means am I saying that the PROCESS is short, just the number of steps in the process is short. Of course I chose this particular picture because I feel that it is more accurate as not ALL decisions face a "problem" necessarily. They often only face a literal decision, and are not really faced with a problem

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Information fuels understanding, which is essential in the decision-making process. Yes, General Patton said that he'd rather execute a good plan violently than a perfect plan executed next week. Timing was more critical to him than a fully thought out scheme of maneuver. In your workplace there might be instances where you will not have the entire scope of effect captured, yet you must make a decision for the betterment of your organization . This is why the leaders have the associated titles. You must take the given information you have and execute your tasking; being sure to mitigate risk along the way. With the information you do have, be sure that it is:

: Does the information convey the true situation?

: Ensure the information is available in time to make a decision.

: Is the information portrayed in an easy-to-understand format?

: Does the information include sufficient detail?

and Reliable: Is the information trustworthy and dependable?

You are the leader for a reason-make good decisions.

Category: Leadership Development

Disclosure of Material Connection: Some of the links in the post above are "affiliate links." This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission's 16 CFR, Part 255: "Guides Concerning the Use of Endorsements and Testimonials in Advertising."

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Information in the Decision Making Process

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Information fuels understanding, which is essential in the decision-making process. Yes, General Patton said that he'd rather execute a good plan violently than a perfect plan executed next week. Timing was more critical to him than a fully thought out scheme of maneuver.

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Module 5 was all about structure, and how the different companies use different structures and often similar structures that keep organization inside of a company in an attempt to differ confusion and avoid any tension. This goes the same for even those branches for a company, or even as small as a sports team. I chose this article because it gave a different perspective on the concept of structure inside of a company. It explained how some companies structures were in the past and it also explained why they are made they way they are.

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Organizational Structure - strategy, levels, examples, advantages, manager, model, type, company

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Encyclopedia of Business, 2nd ed. Organizational Structure: Ob-Or

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In this module about Human Resources, I learned some of the processes and tasks that a person in human resources must perform. These include the tasks listed below. I am fascinated because I recently got hired by VyStar and I was waiting on Human Resources to take care of business on their end to possibly hire me. I chose this picture because it is a colorful description of some of the things that a Human Resource department must go through and do for a company.

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One of the most exciting parts of my job is traveling the country meeting sharp young professionals who are passionate about careers in...wait for it...human resources.

No, that's not a joke. HR is inexorably entering a new golden era. It's about time: Global CEOs acknowledge the importance HR should have, consistently identifying "human capital" - hiring and keeping talented people - as their No. 1 business challenge, but rank HR as only the 8th or 9th most important department in their companies, according to separate studies by McKinsey and The Conference Board.

This makes no sense. How can a department tasked with identifying, recruiting, engaging, rewarding, and retaining top talent - the people who determine a company's success or failure - rank only 8 th or 9 th in importance?

Fortunately, all this is changing. HR, done right, is emerging as a cool career choice for people dedicated to contributing to organizational success by maximizing the contribution of talent. The fresh faces I see in HR departments believe that HR, done right, fills companies with happy, productive, creatively engaged employees who organically become the organization's best marketers. The Fortune "100 Best Places to Work" - 100 places where HR is being done right - routinely outstrip their industries in revenue by more than 20%.

Forget being the starchy Rules Police of old. Thanks to new HR perspectives and new HR performance management operating systems, HR is now the key engine empowering employees to get better at their jobs, reach higher to do things they've always wanted to do, improve leadership and management skills, make work and career more meaningful, and earn more while increasing professional passion and satisfaction. HR done right provides crucial support and direction at a time when, according to HR guru Josh Bersin, two-thirds of workers report being overwhelmed by the demands of modern work culture.

HR done right: what does it look like?

HR done right must be built on the cultural essence of an organization, focusing on the opportunity companies offer their employees to do something larger than a particular job. Amidst over-generalized misinformation about millennials, one thing is undeniably true: millennials - soon to represent 75% of the workforce on a global basis - are looking beyond a job to build something bigger. HR done right offers - and delivers - something bigger.

HR mission is broadening

The new breed of HR professional understands the borders between HR and public relations and marketing are fading. All these functions must work together to build a company's employer brand sustainably, over time. HR doesn't stop at recruiting or orientation or benefits, it's a broad, ongoing process that helps a company align its people with the organization's purpose, mission, and vision.

With talent the prime competitive differentiator, employees now run companies. HR must lead in assuring a company understands and embraces the implications of a truly empowered workforce, beginning with the creation and maintenance of an employee-centric culture that features continuous, high-quality engagement from before day one.

After generations of being walled off from the "real business," HR must now take the lead in aligning the needs of the business with the people tasked with making it happen. HR done right forms strong partnerships with business managers and with employees, connecting and reconciling the needs and expectations of both groups. To cite just one example, partnerships with business leaders and employees allow HR to upgrade the recruiting process, telling the world clearly what the organization is really looking for in candidates, and what it's offering in forms of personal growth and career-building that actually matter to prime candidates.

HR is the CMO of the employer brand

The new breed of HR professional understands: HR is the CMO of its organization's employer brand. And like the best CMOs, HR done-right practitioners use new digital solutions to measure incessantly and adjust continuously.

Measure to identify the most successful recruiting channels and teams, the most engaging onboarding process, the most rewarding career management programs, the most effective ways to create a great workplace experience that boosts productivity and generates spontaneous employee social marketing.

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After measuring comes adjustment: Train teams that aren't meshing well. Train managers (managers have obedient employees) to become leaders (leaders have loyal followers) by teaching them to come from the heart and the head, not the head alone.

The bottom line

As the "people center" of a company whose success depends on people, HR should lead on many fronts - establishing the company as the employer of choice, filling the organization's ranks with the strongest talent, driving revenue, and working in partnership with business leaders and employees to turn every employee into an enthusiastic, committed marketer.

Admittedly, HR has many challenges to meet before it emerges as the powerful strategic force it must become. Change of this magnitude is not swift or easy. But as someone fighting to establish HR as a full business player, I'm encouraged by the fresh crop of HR professionals I meet at company after company. When I recently asked a gung-ho young recruiter at a global media company why she chose a career in HR, she answered, "Because if you want to make a difference, HR is where the action is." Amen.

is co-founder, president, and CEO of Kelly Max Haufe USA, Inc., an innovative enterprise human resource and talent management software company that is part of the $400 million Haufe Group in Germany. He is responsible for the firm's strategic direction and to develop business processes that are truly valuable to workers, dreamers, entrepreneurs, and the organizations for which they work.

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As HR Transforms, It's Becoming A Cool Career Choice

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One of the most exciting parts of my job is traveling the country meeting sharp young professionals who are passionate about careers in...wait for it...human resources. No, that's not a joke. HR is inexorably entering a new golden era. It's

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I learned a lot of the different types of leaders, and I have seen a very good example of a very bad leader. I feel like I am already a good leader. I find myself to be a  servant leader. I always put my needs aside if I see one of my followers need my assistance. I used this picture because even though it cuts off the entirety of the picture, it does show plan and team which is very important to the pieces that a leader brings to the table. They usually have a plan or have no problem cooking one up so to speak.

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Hi this is Joshua McAfee and I want to welcome you on this exiting journey of becoming a better leader. I am so glad we are on the team together.I have a great desire as well as the rest of my team to truly add value to you our desire is to teach you principles that be life changing not only for you but for you to pass on to others.

The first law is the law of the lid, which basically says our leadership determines our level of effectiveness. Now there is not one law more important than the other laws and yet I put this law first, because If I can do a good job in the next few minutes of teaching this law to you. You will begin to have a passion to learn the other 20 laws. Why?

Because this law says how well you lead, determines how successful you are.

Now perhaps the best way for me to teach this law is to explain it like this. So let me use my hands

This hand (my right hand) is up high, this is my leadership ability (how well Josh McAfee leads).

My second hand I am placing right below it, this is my business, my skill set, now if this hand represents how well I lead and this second hand represents my business, my coaching here is what I know about my business it will go up to my leadership lid, but it will rise no higher, another words what every my leadership skills are at this moment they will put a lid upon my business potential, my coaching potential, my fraud reducing potential, etc.

Here is what never happened, in the history of mankind, there has never been an organization, a company, a group etc that has had a leadership lid that past their potential and continue to grow and continue to prosper and their leadership was at this level and their business and success was at this level, its never going to happen its impossible, it wont happen not to them not to me, not to you.

So what am I saying is whatever your leadership lid is right now, whatever it is, it literally is the lid on my potential.

I am only going to be as successful as my ability is to lead.

I cannot lead anymore people than I can influence.

So What does this mean for you, what does it mean for me. While quite simply that first there is a lid on our potential and that lid is our leadership.

What it also means is for us to increase our lid out potential to be a better coach , a better speaker, loss prevention professional, human resources professional, to be more successful in life, what we have to do is increase or raise our leadership. So lets go back to our illustration

Lets say from a 1-10 I am an average leader, I am a 5. What that means is my business is a 4, now my business is a 4 regardless of what state I am in, what company I am in no matter what organization I belong to. It's a 4 because my leadership contains my success it cannot go any higher.

Now here is the good news you can learn to lead.

That is one of the reasons I am coming on this journey with you. I am coming on this journey to help you. Increase your potential and have skills that can increase and advance that will give you an unlimited and beautiful potential.

So if I want to be successful, I have to raise my lid from a 5 to a 6 to a 7 and even maybe a 8.

Now what happens when I raise my lid on leadership, now my business has potential to grow and it goes from a 4 to a 5 to a 6 to a 7.

Another words my business will follow my leadership skills. Now the number 1 questions I get asked is Josh are leaders born. Now when they ask this questions I usually laugh and I am kind amused by it. I always give them the same answer, and I will give you the same answer of course they are, I have never met an unborn leader, and I don't want to either thank you very much.

You see what they are really asking is our there some people born with leadership qualities and abilities and they got and there are some people that don't and the ones that do go on to lead and prosper and the others fail.

Well I have good news for you, you can learn to lead. the reason I Know that is for many decades now and 10 years of teaching leaders and raising up leaders. I have taught and seen people that have been very limited leadership abilities begin to grow because I taught them the law of the lid and I taught them how to raise their lid.

I taught them that leadership is influence and to influence people is a result of adding value to people. And anyone can be taught to intentionally add value to others and therefore anyone can learn to influence more people and influencing more people gives you a greater leadership lid.

So here is what I know if you want to be successful in life the first place you work on to really help you grow and develop is in the area of your leadership and the minute you begin to expand and grow your leadership lid all of a sudden your business whatever type of business you in will begin to follow you also, that is the law of the lid.

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MAXIMIZING YOUR LEADERSHIP ABILITY (SERIES) | McAfee Institute Blog

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Hi this is Joshua McAfee and I want to welcome you on this exiting journey of becoming a better leader. I am so glad we are on the team together.I have a great desire as well as the rest of my team to...