# data[].attributes.body
I thought this was a great visual example on a score card for a company.

# data[].attributes.body
In the readings, total quality management is brought up, and I found this image to be useful to display its' clear concepts.

# data[].attributes.body
Motivation was in the readings, and this shows you how to inspire employee motivation. I found these tips to be useful.

# data[].attributes.attachment_link.title
Here’s How You Can Encourage and Inspire Employee Motivation

# data[].attributes.attachment_link.description
Do you want to foster employee motivation? Here are ways employers can motivate employees in a work culture that inspires employees to succeed.

# data[].attributes.body
This TedTalk video on leadership inspired me greatly. It talks about how great leadership starts with self-leadership, which many people don'y consider.

# data[].attributes.attachment_link.title
Great leadership starts with self-leadership | Lars Sudmann | TEDxUCLouvain

# data[].attributes.body
This article talks about incentive pay, and it's purpose in an organization, along with its effects on employees.

# data[].attributes.attachment_link.description
Definition, pros and cons, and frequently asked questions.

# data[].attributes.body
This article provides further explanation on HRM which I found to be interesting.

# data[].attributes.attachment_link.title
What is Human Resource Management (HRM)? - Definition from WhatIs.com

# data[].attributes.attachment_link.description
This definition explains human resource management (HRM), which is commonly referred to as HR. Learn about its importance, how HRM strategies work, and career opportunities in HRM.

# data[].attributes.body
This image shows the benefits of employee empowerment which I thought was summed up clearly.

# data[].attributes.body
The readings go over Organizational Structure and Processes and it touches on Hierarchy of Authority. This article explains why hierarchy of authority is important in an organization.

# data[].attributes.attachment_link.readable_text
The hierarchy of authority in an organization is designed to benefit the company and the employees. The company grows with the strength of a competent managerial staff, and employees look to management to provide career development. A hierarchy is also a method of maintaining managerial integrity. When someone becomes a manager, she must prove to be competent, or else she will experience employee turnover. The hierarchy of authority in an organization is important to the sustained success of the company.

Managerial accountability in the hierarchy of authority should not be used to point fingers and accuse staff members of being incompetent. A clearly defined hierarchy creates a path of accountability for every project and activity within the company. For example, an accounts receivable associate reports to an accounting manager, who reports to the operations manager. If the accounts receivable system is consistently reporting erroneous information, then you can follow the hierarchy of authority to determine who is responsible for the errors.

The accounting manager may be approving payment logs that have errors on them, or the operations manager may be failing to detect a problem with the accounting software during monthly audits of the system. The point is to find the point of failure, repair it and then allow the responsible person to learn from the experience.

Employee development happens at all levels of an organization. Employees look to the managerial staff to help develop work skills, the managers work with company executives to improve managerial performance, and the executives draw on the experience of company owners for business guidance. The hierarchy of authority helps an employee to understand who he is to receive guidance from, and it helps that employee to see where his manager is getting her career development from. This is why competence at all levels of the corporate hierarchy is important.

The hierarchy of authority provides a clear career path for each employee in the organization. The outline of executive, managerial and supervisory positions within the company can help employees to determine their career goals and what kind of move up the corporate ladder they would like to take. Executives and managers can use the hierarchy as motivation for employees that show supervisory or managerial potential to perform at a high level of productivity.

A hierarchy helps to establish efficient communication paths between employees, departments and divisions of the company. The manager of each department becomes the departmental administrator, and any information that is relevant to the department is given to the manager. The manager can either act on the information or delegate it to someone within her staff. Information can be effectively distributed through company managers rather than trying to contact each individual employee. The manager's understanding of her staff and the structure of her department makes her the ideal person to improve communication to her department.

# data[].attributes.attachment_link.title
Why Is the Hierarchy of Authority Important in an Organization?

# data[].attributes.attachment_link.description
The hierarchy of authority in an organization is designed to benefit the company and the employees. . It provides accountability and creates clear lines of communication, as well as lays out a path for advancement. The hierarchy of authority is important to the sustained success of the company.

# data[].attributes.body
This article explains surprising benefits of planning. Planning was focused on in the readings, and I thought these would support the material.

# data[].attributes.attachment_link.title
6 Surprising Benefits of Planning | Erin Condren

# data[].attributes.attachment_link.description
Why use a planner? Discover 6 surprising benefits of planning and see why Erin Condren planners are proven to help with organization, stress management, productivity, goal setting & more.

# data[].attributes.body
This TedTalk focuses on decision making, and helps you optimize your decision making by restructuring the steps you take.

# data[].attributes.attachment_link.title
Before You Decide: 3 Steps To Better Decision Making | Matthew Confer | TEDxOakLawn

# data[].attributes.body
I chose this article because it connects to the readings on the "Effects of Cultural Differences on Global Business."

# data[].attributes.attachment_link.readable_text
Are you looking to enter the global marketplace? Do you have an understanding of cultural differences in business and how they can affect your efforts? In the wake of the COVID-19 pandemic, our world and the way we do business have undergone some significant changes. Now, more than ever, organizations need to harness the power of global markets, but it is also vital for them to understand the essential role that culture plays.

Cultural differences can affect consumer behavior, ultimately placing a brand's opportunities at global success in the hands of their efforts to bridge cultural barriers between local and foreign markets.

Cross-Cultural Challenges

As you learn more about cultural differences in business, you will encounter several more concepts, such as low-context and high-context cultures. In low-context cultures like the United Kingdom, the United States, and Canada, communication is explicit and clear. In contrast, in a high-context culture like Russia, communication is nuanced and implicit, and there is more shared content. However, the opposite happens when negative feedback is to be given. Russia becomes direct, while low-context cultures tend to be indirect when negative feedback is called for.

Building trust is another challenge for businesses. The concept may be relationship-based or task-based. When doing business in China , for example, one of the ways to build good relationships involves spending time together at the dining table (drinking and eating). It is akin to building a solid network where gaining trust opens a path to success as cultural differences are set aside. The Chinese call this type of relationship 'guanxi.' In the United States, however, people don't often socialize with potential business partners unless necessary to avoid embarrassing situations.

Another factor that affects trust-building is the comfort of silence. In some countries, a few seconds of silence make the conversation uncomfortable. This happens in countries where the comfort of silence is low, such as France, Italy, and the United States. In Asian countries like Korea, Indonesia, and Japan, however, the comfort of silence is high, which often results in Asians not speaking often during business meetings with people from Western countries. Asians are not likely to feel uncomfortable if the conversation stops for as long as 30 seconds.

Business executives should learn that cultural sensitivity is essential when engaging in cross-cultural business. Never look at cultural differences as weaknesses. Instead, respect cultural differences to gain success.

Understanding Cultural Differences in Business

Accepting cultural differences provides you with a wide range of business expertise and gives you novel business insights to overcome business-related problems. It's your way to cope with potential barriers regarding international business and culture.

A global company needs to understand that there is a difference in the definition of culture per se and culture in relation to international business. Culture is typically defined as a group of ordinary and accepted standards shared by a specific society. When you put it in a global business context, what one society considers professional may be different for another foreign society.

You must understand that cultural differences affect global business in three primary areas - organizational hierarchy, etiquette, and communication. Understanding them and recognizing their effects on your business will prevent you from creating misunderstandings with foreign clients and colleagues.

By implementing lean processes effectively in your workplace, you can better observe your staff and see any inefficiencies in their communication styles. From there, you can create a step-by-step process that explains to your team how to effectively and productively speak to each other based on cultural differences. This will help you reach your desired output faster, whether that's bridging cultural gaps or improving production tasks.

Communication

Effective communication is vital to business success, whether you are a start-up or a big corporation. Although it is common to hear that English is the language of business, it's never wise to assume that your global business partners will all understand English.

When you venture into the international business arena, one way of bridging cultural differences is through language. Understand the language your target market speaks and know how you use it to convey your message. In India, for example, business professionals typically communicate in nuanced and indirect ways. This is opposite to the Finns, who tend to be direct and brief in their communication.

Aside from verbal communication, it is essential to learn that non-verbal communication is also critical when dealing with international businesses.

Interactions

Gestures that are commonplace in your own country, like kissing people you meet on the cheek, making eye contact, and shaking hands firmly, may be taken as offensive or unusual by your foreign clients or business partners. As many business coaches will tell you, you must remember the proper professional interactions when dealing with different cultures. Researching accepted and proper business etiquette is essential. In some cases, you need to be extra observant of body language, and at times, it is better to ask than commit a cultural faux pas .

Workplace Etiquette

When you are working for a multinational company, you are likely to encounter many differences, which prompt you to learn international business etiquette.

Pay special attention to the formality of address when dealing with foreign business partners and multicultural teams. In some cultures, it is acceptable to address a person you've recently met by their first name, while in other countries, they would instead that you address them by their surname or their title. Canadians and Americans often use first names, even when dealing with new acquaintances. But in many Asian countries, such as Singapore, China, and South Korea, you should always address a person formally by adding Mr. or Ms. before their surname. If you are in doubt, use the formal way of address.

Punctuality is relative. When you deal with business partners, clients, or colleagues from the United States, South Korea, Japan, and Russia, you are expected to be on time. In Germany, you are even expected to be at least 10 minutes early for your appointment. In Greece, they expect foreigners to arrive on time, but just like in Russia, you may expect your counterpart to arrive slightly late. Brazil is ambivalent. They could either be late by a few or several minutes unless you indicate that they should follow the English time, meaning they should arrive at the agreed time.

In Malaysia, expect to wait up to an hour if your counterpart stated that they would be about five minutes late. They are not required to explain either. In China, it is acceptable to be at least 10 minutes late, while in Mexico, it is pretty normal for people to be late by 30 minutes for a business meeting. When doing business in Nigeria or Ghana, the appointed hour for the meeting may be one hour late or within the day. In Morocco, personal meetings could be delayed by an hour and, in some cases, a day. When scheduling meetings in India, understand that being punctual is not one of their ways.

Organizational Hierarchy

Cultural norms dictate how attitudes towards management and organizational hierarchy are perceived. In some cultures, junior staff and middle management may or may not be allowed to speak up during meetings. In some countries, it is challenging to question decisions by senior officers or express opinions that are different from the rest.

Attitudes are dependent on social equality or the societal values of a country. In some countries such as Japan and South Korea, where respect for elders and people in positions of authority is deeply ingrained in the members of society, the concept is applied to the workplace as well. It helps define responsibilities and roles in the company, and those holding positions in senior management expect deference from junior staff and a higher level of formality and respect.

However, the situation is different in Scandinavian countries. In Norway, for example, societal equality is emphasized, so the organizational hierarchy tends to be flat. The workplace environment calls for cooperation across all departments, and informal communication is prevalent.

Differences in Negotiation Styles

Negotiation is a principal component of international business. Culture influences the way people behave, communicate, and think. These characteristics are reflected in the way they negotiate. Companies must understand cultural differences during business transactions and find ways to hurdle the barriers these differences present.

Spanish speakers view negotiation as the means to have a contract, while in some Asian countries, negotiations help build firmer business relationships. The Japanese regard negotiation as a win-win process while the Spanish look at it as a win-lose process.

The way one communicates during negotiations should be carefully considered. Israelis and Americas are very direct, so you immediately know if the transaction is approved or not. The Japanese, however, tend to be indirect. You have to read and carefully interpret vague signs to see if they rejected or accepted your proposal.

Even the way different cultures handle contracts varies. Americans like to have every detail included in the contract because they want to anticipate possible eventualities and circumstances. The deal equates to an agreement. Therefore everything that was discussed and accepted during the negotiation should be specified in the contract. The Chinese, on the other hand, prefer a contract to have the general principles only because, for them, sealing a deal means forming a relationship with the business partner.

Remain Competitive and Successful in the Global Marketplace

Cultural differences are sensitive issues, and those who take the time to address these differences will have a better chance of remaining competitive and thriving in the international business environment.

Businesses preparing to enter the global market have to diligently learn how cultural differences can affect their business conduct in different markets. Their performance depends on understanding cultural diversity and that different markets have their own set of priorities, preferences, and expectations. . can help you navigate the complexities of cultural differences through Day Translations, Inc localization.

Our translators live in-country; thus, they have insider knowledge of specific cultures. They are also native speakers, assuring you that every nuance of the language is appropriately incorporated in the localization process. We share our comprehensive experience and long-term expertise in translation and localization to ensure that your business can genuinely respond to the needs of your target markets. For your translation and localization requirements, you can or call us at 1-800-969-6853 anytime night or day. We are open 24 hours a day, every day of the year, to quickly respond to your linguistic needs.

# data[].attributes.attachment_link.title
Why Cultural Differences in Business Matter Business

# data[].attributes.attachment_link.description
Organizations entering the global market should understand that cultural differences in business matter. Here's how to adapt.

# data[].attributes.body
I chose this political cartoon regarding globalization because it has a direct connection to what the world has gone through with COVID-19 and it's effect on the global economy.

# data[].attributes.body
I posted this article because it stresses the important of workplace ethics. "Workplace ethics ensures positive ambience at the workplace."

# data[].attributes.attachment_link.description
Workplace ethics leads to a happy and satisfied employee. Lets discuss in detail the importance of workplace ethics for employees as well as the organization as a whole.

# data[].attributes.body
I chose to post this chart because this contributes to the expectations of corporate responsibility.

# data[].attributes.body
I chose to include this article, because it gave me further insight on the roles of a manager.

# data[].attributes.attachment_link.readable_text
Roles of Manager refers to the responsibilities of managerial position, Mintzberg has defined the roles of managers to identify what managers do in the organization. The role is defined as the behavior which is defined for different positions.

Today we have discussed the topic Roles of a Manager in this article. We will cover all important aspects related to the roles and responsibilities of a Manager in an organization.

Managerial Roles by Henry Mintzberg

Managerial roles are well defined by Mintzberg in his book "The Nature of Managerial Work". This book dedicated to roles and characteristics of managerial work, based on his doctoral thesis (study of five managers).

Henry Mintzberg is a management author and Professor at McGill University, Canada. He has written more than 30 books and publications on Business and Management.

Mintzberg introduced some basics concepts of management that are known as the Management Theory by Henry Mintzberg.

He identified organizational types, the basic structure of an organization, and the role of the manager in an organization.

According to Mintzberg, the Roles of a manager refers to the expected behavior of the occupant of a position - not all their behavior, but to what he does as the occupant of that position.

These roles of manager applicable to all type of managers whether he is product manager, case manager, account manager, finance manager, nurse manager, general manager, sales and marketing manager.

Roles of Manager

Managerial roles depend on the formal authority which is delegated to the manager in an organization. The degree of authority determines his position and different roles.

Mintzberg has pointed out that there are three broad categories of roles that a manager performs in each category of roles. These three categories consist total of 10 different roles of a manager.

The manager uses his managerial skills and other characteristics while performing a particular role.

The three main categories of roles of a manager are interpersonal, informational, and decisional.

Interpersonal Roles (Figurehead, Leader, Liaison)

Informational Roles (Monitor, Disseminator, Spokesperson)

Decisional Roles (Entrepreneur, Disturbance handler, Resource allocator, Negotiator)

10 Roles of Manager are as follows;

1. Figurehead

2. Leader

3. Liaison

4. Monitor

5. Disseminator

6. Spokesperson

7. Entrepreneur

8. Disturbance Handler

9. Resource Allocator

10. Negotiator

Let's discuss all these roles and responsibilities of managers according to their categories one by one.

Interpersonal Roles of Manager

The interpersonal role is all about interacting with people inside and outside the organization.

There are three types of interpersonal roles of a manager in an organization;

⦿ Figurehead

A manager plays a figurehead role when he performs activities such as attending ceremonial functions which have symbolic nature.

Sometimes managers greet visitors, attend social functions involving employees, and handling out merit certificates and other awards to outstanding employees.

⦿ Leader

The leader role of a manager involves leading and motivating his subordinates for willing contribution. Managers perform leader roles when they perform activities such as Hiring, Training, motivating, and guiding subordinates.

⦿ Liaison

In the Liaison role, the manager act as a mediator between the organization and the outsider.

He serves as a connecting link between his units and organizational units, and sometimes with people from the external environment.

Managers perform liaison roles while interacting with other managers outside the organization to obtain favors and information.

Informational Roles of Manager

The informational role of a manager is like serving as a focal point for the exchange of information. It includes communication, giving, and receiving information, both within and outside the organization. Information is required at every level in an organization to make decisions effective.

There are three types of informational roles of a manager in an organization.

Monitor role

Disseminator role

Spokesperson role

⦿ Monitor

The manager seeks and receives information about those factors which affect his activities. These factors may be within the organization as well as outside it.

By playing a monitor role, Managers gain an understanding of the Organization and its environment.

⦿ Disseminator

In the disseminator role, the manager transmits information to subordinates, peers, and superiors within the Organization.

The manager has to act as a disseminator and distributes the information to his subordinates because they may not be in a position to collect it.

⦿ Spokesperson

In the spokesperson role, the manager represents his organization or unit while interacting with outsiders.

More precisely, the Spokesperson Speaks on behalf of the Organization and transmits information on Organization plans, policies, and actions to outsiders.

Decisional Roles of Manager

Decisional roles of a manager involve choosing the most appropriate and best alternative out of the available ones so that the organization achieves its objectives when the chosen alternative is put into action.

In his decisional roles, the Manager performs four different roles as follows;

Entrepreneur role

Disturbance handler role

Resource allocator role

Negotiator role

⦿ Entrepreneur

Manager as an Entrepreneur role, take initiative and make changes or improvements in the activities of the Organization.

The manager assumes certain risk which is involved in terms of the outcomes of action because these are affected by a variety of external factors.

External factors are dynamic and change constantly. And manager is required to bring suitable changes in the organizational processes to align these with the requirement of the environment.

⦿ Disturbance handler

As a role of disturbance handler, the manager has in charge and takes corrective action when Organization faces unexpected crises.

The manager is required to tackle those forces and events which tend to disturb the organizational equilibrium and normal functioning.

These forces and events may be strikes by Employees and the Trade/Labor Union, shortage of raw material, employee complaints and grievances, etc.

⦿ Resource allocator

A manager as the resource allocator role must divide work and delegate authority among his subordinates. He must decide who will get what work.

The manager allocates resources such as human, physical and financial among his subordinates.

⦿ Negotiator

the manager represents the organization in bargaining and negotiations with outsiders as well as insiders.

In the negotiator role, the manager negotiates with various interest groups in the organization. Such interest groups are shareholders, employees, and outside agencies.

Validity of Role Approach

Mintzberg's role approach is based on the close observation of the activities performed by five chief executives. Therefore, the question arises of its validity so far as managerial activities are concerned.

Though some research studies have supported the views of Mintzberg, this approach suffers from two illustrations.

First, the type of roles that have been identified by Mintzberg is not applicable to all types of managers particularly those at the lower levels.

Second, there are many other managerial roles that have not been included in this list, for example, manager as a controller, as a coordinator, nevertheless, Mintzberg has given a new insight into what managers do.

Reconciling Managerial Roles and Functions

Management functions and roles do not exist opposite to each other but there are two ways of interpreting what managers do. Most of the managerial roles prescribed by Mintzberg can be integrated with the earlier classification of management functions.

The key points of reconciliation between function and role approaches of managerial jobs are as follows -

In planning, a manager performs informational and decisional roles as he collects various relevant information on the basis of which he makes decisions.

In Organising, he performs decisional roles by allocating resources to organizational units and makes way for coordinating these units.

In Directing, the manager performs interpersonal and informational roles by interacting with his subordinates, leading motivating, and communicating with them.

In Controlling, he shares informational roles.

The Staffing function has not been included in the role approach though managers at every level perform this function.

Thus, the functional approach of managerial jobs is more comprehensive as compared to Mintzberg's role approach.

# data[].attributes.attachment_link.title
Roles of Manager: 10 Managerial Roles by Henry Mintzberg

# data[].attributes.attachment_link.description
Roles of Manager refers to the responsibilities of managerial position, Mintzberg has defined the roles of managers to identify what managers do in the organization. The role is defined as the behavior which is defined for different positions. Today we have discussed the topic Roles of a Manager in this article.

# data[].attributes.body
I chose this TedTalk video, because being able to more impactful when talking to people is important in managerial positions.

# data[].attributes.attachment_link.title
How to Speak So That People Want to Listen | Julian Treasure | TED