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Production  and Operation Management  are concerned with planning, organizing, and controlling the activities affect human behavior through models.

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This modue helps me to describe the relationship and difference between power and control.
It can be applied to real life situation.

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SWOT. It plays an important role in an organization.

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Understanding Human Resources Management.
Recruiting people with the right skills and competence helps the business to carry out its aim and objectives.

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According to the research, 75% of the U.S worker say their boss is the worst part of their job.
Thanks for the learning I gain in this course.

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Believe and you'll receive!
Here's a checklist for new managers. Like me, I wanted to be a good leader and manager!

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Effective leaders set clear expectations for their teams and align them with company objectives.

Successful managers collaborate, focus on growth and are excellent communicators.

Avoid poor leadership habits, such as giving feedback only when there's a problem and micromanaging your team.

This article is for new managers focused on becoming excellent leaders.

Stepping into a leadership position for the first time can be daunting, even if you feel prepared to handle your new responsibilities. Going from focusing primarily on your own work's quality to overseeing an entire team's output can feel overwhelming. However, effectively leading your team and experiencing success can be extremely rewarding.

The relationship between a manager and their team can be complex to navigate. There's more to it than telling everyone what to do; in fact, that management approach is highly discouraged. We'll explore the characteristics of true leaders in management positions and a few behaviors to avoid to become an excellent manager.

What are the ideal characteristics of good managers?

We'll highlight four primary characteristics of good managers and offer advice from seasoned influencers on how to incorporate these traits into your leadership style.

1. Good managers are collaborative.

Creating a collaborative environment where everyone feels heard, respected and valued is a crucial step for new managers. A team that works together creates a welcoming, supportive culture.

As a manager, you can encourage a collaborative environment by setting the pace for workplace ethics.

According to Summer Salomonsen, former chief learning officer at Grovo, tips for creating a collaborative work environment include delegating tasks, encouraging communication and feedback through regular one-on-one meetings, and prioritizing reciprocal trust among the team.

2. Supportive managers are growth-oriented.

Good managers should focus on helping their employees progress both individually and collectively. Get to know your workers personally so you can help them leverage their talents. Find what works and what doesn't, and prioritize identifying and removing obstacles so your employees can perform at their best.

Will Esdaile, vice president of performance marketing at Blue Nile, suggests that managers "have a development goal that isn't about the business. Have one goal focused on the development of a person (or people) on your team that isn't connected to a business outcome. This could be developing confidence in presenting by sharing work to a big group or learning a new language."

3. Excellent managers know how to communicate.

Communication is a driving force behind nearly everything people do, so clear communication is a vital characteristic for supervisors. You should set clear expectations for your employees, be transparent about important topics, and establish guidelines for both giving and receiving feedback.

To inspire original thinking, Salomonsen advises managers to create a diverse and inclusive company culture where everyone can voice their concerns, opinions and ideas. Encourage authenticity and vulnerability by leading by example, this could be asking for help or admitting you don't understand something in front of your staff. Great leaders are aware of their strengths and weaknesses, and communicate how they are working to improve challenges.

Communication is key to employee engagement and job satisfaction. It's crucial to communicate concisely with your team so misunderstandings don't hinder their work.

4. Good managers motivate their employees to improve.

Money isn't the only incentive that motivates employees. Every worker wants to feel valued. If they don't believe their work is making a difference in some way, they won't be motivated.

Yaniv Masjedi, marketing personnel at Aura, said new managers should "take some time to get to know each team member's strengths and where they need extra support. Use assignments as a learning process for you and your team. Then support where needed and lean extra hard when you're able to."

Masjedi added it's best to learn alongside your team as you grow into your role. Your staff will see you putting in the work to improve, which will inspire them to do better in their own positions.

When you're managing remote teams, proactive communication is crucial. Hold regular meetings and set clear guidelines on what communication methods to use in specific circumstances.

Bad leadership habits every manager should avoid

New managers often fall into bad leadership habits as they take on their new responsibilities. Salomonsen noted six leadership weaknesses to avoid at all costs.

Providing only negative feedback: Managers can fall into the trap of providing feedback only during performance reviews or when problems arise. Feedback is essential to an employee's professional development. However, feedback includes praise for specific tasks, not just criticism. When employees experience a carousel of negative - and only negative - feedback, they can become discouraged and thus disengage from their work.

Micromanaging staff: While you must oversee your team's workflow and help staff handle roadblocks, you shouldn't try to control them completely. It's essential to trust your team to complete tasks as a whole and respect each individuals' work style. Forcing your workers to perform tasks counter to their typical methods can cause a significant drop in productivity as they adjust. As long as the end result is the same, give your staff room for creativity.

Not requesting feedback: Poor managers rarely solicit or address questions, feedback and concerns. Good managers offer the floor to team members so they can freely express their questions and concerns. This will often clear up misunderstandings and create a more collaborative space. Keep in mind if one team member has a question, others may need the same guidance.

Shutting themselves off from new ideas: Closed-minded managers won't accept criticism or new ideas. They become a roadblock keeping the team from performing at its best. Each team member has their own perspective on the creative process, and is uniquely suited to recognize inefficiencies within their workflow. Listen to your team's input, and use their perspectives to enact positive change.

Avoiding tricky conversations: Good managers must tackle challenging situations that affect the team's productivity head-on. Avoiding these situations lets the problem fester and can cause employee engagement to drop significantly.

Not setting clear expectations: Bad managers are unclear about team goals and often set expectations too high or low. Instead, managers should establish project expectations before starting so their team understands the end goal. Setting expectations too high can make goals seem unattainable, but going too low can cause the overall performance to fall under key benchmarks.

What strategies should a new manager implement?

Several techniques help new managers ensure their team is working optimally. Consider these methods:

Introduce yourself to team members. When stepping into a new managerial role, it's essential to introduce yourself to your new team as soon as possible. Meeting everyone allows you to build trust with the group while setting professional expectations for the foreseeable future.

Set recurring one-on-ones. Regularly checking in with individual team members gives you a chance to provide feedback, praise them for their strengths and address any potential roadblocks. This way, you can discuss any issues regularly and work together to overcome obstacles.

Align team and company goals. Aligning team goals with the company's overall objectives helps set your project's pace. Additionally, when employees know what you expect from them, they'll have clear professional goals to achieve. These goals can give them a sense of how their work contributes to the company's success.

Set measurable benchmarks for team performance. Setting metrics for your team's performance is good for everyone. Team performance goals can help employees set achievable professional goals. Team goals also give you an easy way to determine when an employee is struggling with their tasks.

Maintain transparency about company decisions. As a manager, you're privy to more leadership decisions than your employees. However, keeping these decisions to yourself and changing your team's workflow without explanation can cause employees to disengage from their work. Instead, be as open and honest as is allowed about company policy shifts. This way, you build trust with your team even if the changes you have to make are difficult.

Your leadership language and word choices are crucial. The right phrasing can be the difference between a positive, high-functioning workplace and a negative environment with high turnover.

How can you grow and develop as a manager?

You should never feel lost or unsupported when taking on a new role, especially as a leader. Here are three ways you can learn and grow in your new position.

1. Participate in management training.

Every company should offer training before hiring. However, many businesses don't prioritize management development because of expense or time concerns. Some even reserve these programs only for senior leaders or offer workshops just a few times a year, explained Salomonsen.

"These sessions may be rewarding and inspiring, but they rarely make an impact on day-to-day work," she said. "Moreover, sending every new manager to a management seminar their first week on the job is prohibitively expensive for most companies."

Internal training is another option that's especially suitable for small businesses. Host a few sessions with company experts or managers to run through the basics. Often, employees are promoted to a management role, so they already understand company standards and expectations.

2. Utilize microlearning methods.

Microlearning is a popular training method for small businesses. It's quick, intensive and collaborative. This way, managers learn all they need to know in short bursts without feeling overwhelmed.

"With microlearning, both new and experienced managers can access digestible lessons that focus on the critical behaviors they need to perform their best, right in the course of their day-to-day work," Salomonsen added. "Done right, a microlearning approach allows managers to quickly put new knowledge into practice, and gradually improve their habits and skills over time."

Microlearning is efficient and far more affordable than extensive training programs.

3. Work with mentors and L&D partners.

Working with a mentor or learning and development (L&D) partner can set up new managers for success by providing support and expert knowledge.

"Each person is different, and every new manager has their own areas of growth in the early days of their new role," Salomonsen said. "Whether they need to develop their interpersonal skills, time-management skills, strategic planning skills or leadership approach, they will need support from senior colleagues. ... Finding a management mentor or L&D partner early can help set a strong foundation for the new manager's development in their role."

Keep an open mind about colleagues, friends and professional connections, and network as much as possible. Once you work with someone who can guide you through the beginning process, you'll feel more confident in your role.

"Everybody needs a mentor," added Brett Helling, owner of Gigworker.com and Ridester. "Find one and discuss the problems you are facing. Having a mentor or someone with expertise is the clear indication of growth within yourself."
Kiely Kuligowski contributed to the writing and reporting in this article. Source interviews were conducted for a previous version of this article.

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Effective leaders set clear expectations for their teams and align them with company objectives. Successful managers collaborate, focus on growth and are excellent communicators. Avoid poor leadership habits, such as giving feedback only when there's a problem and micromanaging your team. This article is for new managers focused on becoming excellent leaders.

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Motivation is a set of forces that initiates, directs, and makes people persist in their efforts, over time, to accomplish a goal.
It applies to all individuals. Our family, environment, past and present experiences also serve as motivation. I am always motivated!

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This module helps me to identify the styles of leadership. One style that most leader use today is the Servant Leadership Theory.

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I learned about the differences between groups and teams, but what I learned most is that...

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Influencing defines as being able to persuade others and negotiate to reach an agreement. Obviously, influence matters especially in Managing Human Resources.

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An article about Walmart's organizational structure.

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Walmart's organizational structure determines the company's business activities. Its organizational structure also imposes limits on how the business addresses its problems. In relation, Walmart's organizational culture determines the way people respond to challenges in the workplace. The resilience of the human resources of the company partly depends on the mindset supported through the organizational culture. Nonetheless, the long history of Walmart in succeeding and continually growing internationally shows that the firm's organizational structure and organizational culture have been helpful in bringing competitive advantage and success. Such organizational structure interacts with the organizational culture to maintain the significant competitive advantage of Walmart.
Walmart's leadership position in the retail industry and its potential long-term success are linked to the beneficial combination of the company's organizational structure and organizational culture.
Walmart's Organizational Structure

Walmart has a hierarchical functional organizational structure. This structure has two features: hierarchy and function-based definition. The hierarchy feature pertains to the vertical lines of command and authority throughout the organizational structure. For example, except for the CEO, every employee has a superior. Directives and mandates coming from the top levels of Walmart's management are implemented through middle managers down to the rank-and-file employees in Walmart stores. On the other hand, the function-based definition feature of the company's organizational structure involves groups of employees fulfilling certain functions. For example, Walmart has a department for the function of human resource management. The company also has a department for the function of information technology, and another department for the function of marketing. These are just some of the numerous function-based departments in Walmart's organizational structure.

The main effect of Walmart's hierarchical functional organizational structure is the ability of corporate managers to easily influence the entire organization. For example, new policies and strategies developed at Walmart's corporate headquarters are directly passed on to regional managers down to the store managers. In this way, effective monitoring and control are achieved through Walmart's hierarchical functional organizational structure. However, a downside of this organizational structure is that it has minimal support for organizational flexibility. The lower levels of the organizational structure cannot easily adjust business practices because of the lengthy communications and approval process involving the middle managers and corporate managers at Walmart's headquarters.

Walmart's Organizational Culture

Walmart's organizational culture has four main components. These components guide employees' behaviors. The components are also identified as Walmart's beliefs:

1. Service to customers

2. Respect for the individual

3. Strive for excellence

4. Action with integrity

In terms of service to customers, the company prioritizes customers in its operations. Walmart also recognizes the contributions of each employee to the success of the business. In addition, the firm strives for excellence in the performance of individuals, teams, and the entire organization. In terms of maintaining integrity, Walmart promotes the virtues of honesty, fairness, and impartiality in decision-making.

Recommendations on Walmart's Organizational Culture and Structure

Walmart's organizational structure is ideal for the company's type of business and global scope of operations. However, Walmart can improve in applying its beliefs in the context of its organizational culture. These beliefs are ideal. Still, the company is frequently criticized about its failure to address employees' concerns regarding low wages. Such criticisms point to the difference between the belief of respect for individuals in the organization's culture, and the actual treatment of the employees. Thus, a suitable recommendation for Walmart is to implement more effective measures for fulfilling the respect for the individual component of the organizational culture.

References

Alvesson, M. (2012). Understanding organizational culture. Sage.

Csaszar, F. A. (2012). Organizational structure as a determinant of performance: Evidence from mutual funds. Strategic Management Journal,33(6), 611-632.

Csaszar, F. A. (2013). An efficient frontier in organization design: Organizational structure as a determinant of exploration and exploitation. Organization Science, 24(4), 1083-1101.

Heskett, J. L., Sasser, W. E., & Wheeler, J. (2008). 10 Reasons to Design a Better Corporate Culture. Harvard Business School.

Lichtenstein, N. (2011). Wal-Mart's Authoritarian Culture. The New York Times.

Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), 55-72.

U.S. General Accounting Office (1992). Organizational Culture: Techniques Companies Use to Perpetuate or Change Beliefs and Values.

Wal-Mart Stores, Inc. Working at Walmart.

Wal-Mart Stores, Inc. Walmart Form 10-K.

Wal-Mart Stores, Inc. Walmart Human Resources.

Wal-Mart Stores, Inc. Walmart's Official E-commerce Website.

Yanrong, L. I. U. (2013). Strategy Adjustment of Walmart China. Management Science and Engineering, 7(4), 88-93.

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Walmart: Organizational Structure & Organizational Culture - Panmore Institute

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Walmart's organizational structure determines the company's business activities. Its organizational structure also imposes limits on how the business addresses its problems. In relation, Walmart's organizational culture determines the way people respond to challenges in the workplace. The resilience of the human resources of the company partly depends on the mindset supported through the organizational culture.

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Precise communication at the right place and at the right time is a guarantee for success! How well do we communicate? hmmm???

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Rewards, motivation, and recognition is important in the organization as it helps to increase employees performance.
Here is a low-cost rewards tips!

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Did you know today, March 1, is officially Employee Appreciation Day?

Research shows that feeling appreciated-which comes from recognition from others-is one of the top three drivers of employee engagement. The best news is that showing appreciation doesn't have to cost a lot of time or money. So in honor of Employee Appreciation Day, here are 25 no or low-cost ways to recognize your colleagues.

1. A sincere word of thanks costs nothing and is very effective.

2. Post a thank you note on their door in their honor.

3. Throw a pizza party or cake party in their honor.

4. Create a simple "ABCD" card that are given when someone goes "Above the Call of Duty".

5. Write about them in a company-wide email.

6. Give a long-lunch, extra break, or comp time.

7. Honor them at the start of the next staff meeting (recognize someone at the start of every staff meeting).

8. Post a "thank you" sign in the lobby with their name on it.

9. Gift them flowers, a book, or other small gift.

10. Invite them to a one-on-one lunch.

11. Give them a card with lottery tickets inside.

12. Give them a card with movie tickets inside.

13. Give them a card with gift certificate.

14. Have the entire team sign a framed photo or certificate of appreciation.

15. Arrange for a boss several levels up to stop by to say thanks.

16. Send a thank you note or gift basket to their spouse.

17. Arrange to have their car washed.

18. Arrange to have their home cleaned.

19. Let them bring their pet to work.

20. Buy a dozen of donuts and announce to the department that they are in the honorees office, they should stop by to say hi and get one.

21. Feature them in the company newsletter.

22. Pick an unusual or funny object and place it on their desk for a week.

23. Let them dress casual for a day.

24. Have entire team honor them with a standing ovation at the start of the next staff meeting.

25. Offer to swap a task with them for a day or week

__________

What are your motivation triggers? Take "Your Engagement Profile Quiz" to find out.

Check out Kevin Kruse's new book, Employee Engagement 2.0, and discover how to turn apathetic groups into emotionally committed teams.

Kevin Kruse is a NY Times bestselling author and serial entrepreneur. For insider tips and exclusive content, join his newsletter at kevinkruse.com.

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Also on Forbes:

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Did you know today, March 1, is officially Employee Appreciation Day? Research shows that feeling appreciated-which comes from recognition from others-is one of the top three drivers of employee engagement. The best news is that showing appreciation doesn't have to cost a lot of time or money. So in honor of [...]

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Why does effective communication important when leading employees? The link attached are 11 TED talks that can help you master the art of communication and leadership.

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If you are part of management in your organization, then you know the importance of effective communication in the workplace. Learning how to lead and communicate is a conscious effort that must be learned consistently. No matter what type of internal communications software you use, there's still plenty to learn about communicating effectively with your employees.

TED Talks is an amazing platform to learn how to improve communication in the workplace. These talks spread the force of good and learning in the world. With over thousands of speakers sharing ideas to improve humanity, it might be tough to sift through all of them to learn how to communicate better. After sifting through tons of talks, we've narrowed the, down based on their potential to help you communicate better at work.

Below are 11 TED talks that can help you master the art of communication and leadership.

1. Simon Sinek: How Great Leaders Inspire Action

Using examples from some of the most popular brands and people, Simon Sinek reveals how great leaders think, act, and communicate. Using "The Golden Circle" Sinek shows why some leaders are able to inspire while others fail to do that.
What drives behavior? Do people buy what you believe or why you believe?
By asking why, how, and what questions, Sinek shows why people buy, accept, and follow ideas.
http://go.ted.com/YxD
2. Seth Godin: How to Get Your Ideas to Spread

People who can spread ideas and know how to do it properly, win. To make this happen, Seth Godin shows how to cause the change you want to see by getting your ideas to spread. With way more choices and too little time, people have learned to ignore all of the marketing and communication messages companies are pushing out into the world.
What determines which idea spread? How do you find a group that truly cares for what you have to say?
Godin answers the above questions in this captivating talk.
http://go.ted.com/YxB
3. Drew Dudley: Everyday Leadership

In this 6-minute talk, Drew Dudley gives a funny talk on what it takes to become an influential leader. Dudley talks of that "lollipop moment" where leaders make a powerful impression on people without knowing it. He admonishes leaders to realize how impactful their role can be.
http://go.ted.com/Yxx
4. Roselinde Torres: What It Takes to be a Great Leader

With her 25 years of experience observing what makes truly great leaders, Roselinde offers her insight into leadership preparations. In this talk she discusses why leadership gaps are widening and what successful leaders are doing today.

Roselinde distills the characteristics of leaders and preparation practices that enable people to grow to their full potential.
http://go.ted.com/Yx4
5. Seth Godin: The Tribes We Lead

Tribes give ordinary people the power to lead and make big permanent changes. Seth Godin talks about creating and growing an idea. According to Seth, we are living at a time when making a change has changed and it is happening through leadership. He also talks of the importance of true believers in helping create a movement.

Seth Godin argues against mass marketing since it requires average ideas. He advocates for the idea of tribes -- leading and connecting people with ideas.

Using his funny approach in explaining ideas, Seth will keep you glued throughout this 17-minute TED talk.
http://go.ted.com/Yxa
6. Dan Pink: The Puzzle of Motivation

A former speechwriter for Al Gore and trained lawyer, Dan Pink makes an evidence-based case on how organizations should run their businesses. How should businesses motivate people? Do incentives sharpen thinking and accelerate creativity? How should organizations make their decisions about talent and people? How do you get high performance on 21 st Century definitional tasks?

Dan gives examples of how enticing people with a sweeter carrot or threatening them with a sharper stick may motivate or demotivate based on the tasks at hand. He also highlights 3 building blocks for today's businesses.
http://go.ted.com/YxE
7. Itay Talgam - Lead Like the Great Conductors

Italy Talgam demonstrates how to create harmony without saying a word. As an orchestra conductor, Talgam gives an animated funny talk and demonstrates how different orchestra conductors lead their orchestras. He offers a wide selection of conductors each with his different style and approach to leading an orchestra.

Talgam breaks down and breathes life to each conductor's approach to music and beautifully relates it to leadership. Use this as a communication tool. You are going to want to watch this talk again and again to grasp the idea he brings out of ' doing without doing.'
http://go.ted.com/YxV
8. David Logan: Tribal Leadership
What makes tribes different and how can one nudge tribes forward?
Logan reviews different stages of tribes and how a uniting characteristic can create a tribe that is aware of its own existence. He highlights a number of companies and organizations in each of the five stages of leadership and how to move a stage up.

In this captivating talk, David shows how great leaders connect people who don't know each other to something new.
http://go.ted.com/Yx8
9. Fields Wicker-Miurin: Learning from Leadership's Missing Manual
Is there a user's manual for leadership?
Wicker-Miurin tells stories of leadership that are of value to anybody looking to learn how to be an effective leader. Wicker teaches 3 models of leadership by showcasing 3 stories of leaders from across the world.

Her talk is very insightful on what it takes to change the world and how to do it. The awareness that a leader is part of a whole comes up consistently throughout the talk.
http://go.ted.com/YxS
10. Derek Sivers: How to Start a Movement

Using a short clip, Derek Sivers break down the process of how a movement gets started. Having the courage to show others how to follow is the key to being a great leader as it is well demonstrated in this amazing 3-minute TED talk.

It's amazing how many things we can learn about leadership from this short talk.
http://go.ted.com/Yxh
11. Simon Sinek: How Good Leaders Make You Feel Safe
Where do good leaders come from? What role does the environment play in this? How can leaders create a safe environment that that would make their employees trust them?
Simon Sinek gives a captivating talk on the above subject and answers the above questions with a focus on leadership.
http://go.ted.com/Yxq

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11 TED Talks on Effective Communication in the Workplace

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If you are part of management in your organization, then you know the importance of effective communication in the workplace. Learning how to lead and communicate is a conscious effort that must be learned consistently. No matter what type of internal communications software you use, there's still plenty to learn about communicating effectively with your employees.

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Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations.

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Responsibility, authority, and delegation are some powerful words if properly executed within an organization.

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There are many fine values, such as courtesy, confidence, ingenuity, thrift, and so on. The trouble is that the list of values grows easily and can cause many employees to lose their focus. They fail to prioritize. A "short list" of values is far more useful in putting the workplace back on track.

Moreover, when the core values exceed four or five points, it becomes difficult to communicate and reinforce them. The following are five candidates for the practical values having foremost importance:

I know companies -- strong organizations -- centered on these values. They are invariably successful. Almost always, these core values generate other values in employees.

But what if all our organizations started with the same short list? Wouldn't that give American industry, or the industry of any culture, an important leg up?
INTEGRITY
Integrity is no simple matter. It is particularly easy for business people to lie. I compiled a list of 46 reasons that executives lie. They include:
If I didn't lie about my loyalty to the firm, they would never have promoted me.
If I hadn't lied, I would have exposed our firm to an unfair lawsuit.

If the union knew our real profit prospects, they would beat us black-and-blue at the bargaining table.

There seems to be some compelling reasons to lie in certain situations. Although I've heard a few plausible defenses of lying, I'm not sure it is ever justified. Once a company starts to condone lying as a matter of course, it is headed for serious trouble. In such businesses, lying becomes a game. And success goes to those who play it best.

In an article titled, "Where Lying Was Business as Usual," Businessweek reviewed a book on the Wedtech Scandal, a Washington scandal of the late '80s in which a few government officials fed fat contracts to a dubious supplier. The reviewer, Harris Collingwood, concludes his piece, saying, "In the end, what's remarkable about the Wedtech gangsters isn't that they were crude and thuggish. It's that among the sharp-elbowed hordes pushing through Washington's corridors of power, they didn't even stand out."
ACCOUNTABILITY
The value of accountability is the willingness to take responsibility for one's own actions.

Bob Waterman has written a penetrating little book, Adhocracy: The Power to Change. It narrates an engaging story about accountability in an energy-cogenerating firm called AES. The people in the Beaver Valley, Pennsylvania, AES plant learned what many workers and managers know across the country: They learned who is responsible for the way things run. The answer, of course, is that they are. "They," however, is not anyone of them, but rather a nameless, faceless force hiding in the organization. These powerful secret terrorists, these mega-gremlins -- "they" -- are always there to gum up the works.

They send the wrong material handling orders. They misprocess the medical claims. They forget to clean and maintain the machinery.

A courageous top manager in this firm, Bob Hemphill -- who is a leader, no doubt about it -- decided to declare war on "they." He sent out coffee mugs emblazoned with, "Who is they anyway?" He put up posters that read: "Send they a letter."

With a healthy sense of humor, AES eliminated the rationalization, "They make us do it." It was no longer an acceptable excuse. In a particularly clever step, the workers created a system of organization called the honeycomb structure and organized themselves into families: the turbine family, the coal-pile family and the scrubber family. Workers were also encouraged to move from family to family to expand their range of skills. In this way, AES was able to make the breakthrough on accountability, as each "family" also provided a framework of values that, in turn, became a basis for improving accountability.
DILIGENCE
There are scores of individuals who equate diligence with drudgery. Too often, managers demand diligence about the wrong things: filling out forms is one, glaring example.

According to Arno Penzias, the head of research at Bell Labs, the mother of one of his teachers at Columbia used to ask her son persistently when he was just a young school child, "Did you ask any good questions today, Isaac?" The question was not what did you learn in school today, but what good questions did you ask. The mother's priority must have had an impact on Penzias, because he eventually helped institutionalize the practice of asking useful questions at AT&T Ben Labs. Asking tough questions has become a hallmark of AT&T research culture and has helped to establish Bell Laboratories as one of the great creative institutions in America. The best firms are diligent about uncommon things -- for example, asking creative questions.

I'm afraid that we lose the value of diligence as a positive force early in life. Too often, schools turn diligence into drudgery. Peter Drucker has pointed out that our educational system is obsessed with people's weaknesses. Rather than making their powerful writing skills even stronger, children weak in geography waste time on remedial geography with few results. "How do we make our strengths stronger?" is a positive, productive question that we should ask ourselves each day.

Diligence that nurtures strength makes a difference. Indeed, a diligent commitment to improving their already powerful position is what makes the Japanese a formidable competitor in the electronic and automotive industries. Similarly, the Japanese philosophy of perpetual quality improvement is a restless, but positive diligence.
PERSEVERANCE
The developers of the ulcer drug at G.D. Searle knew they had something when they invented aspartame. It took years to learn, however, that aspartame was not an ulcer drug but the heart of the revolutionary sugar substitute NutraSweet.

Perseverance presupposes confidence, and few companies can match Xerox for its sense of confidence and determination. Xerox, which pioneered the photocopying business, lost important ground to the Japanese on price. Now, Xerox is reviving its copying business by focusing on the value added by advanced technologies and color copying. Focused leadership over time implies productive, useful perseverance.

In the '80s, "cutting your losses" quickly was fashionable thinking. In the future, companies won't be able to exit and enter businesses as quickly as in the last decade. The initial costs of entry, especially for marketing, will be prohibitive. Once the massive investment has been made, it becomes increasingly awkward to justify abandoning the business. The vice chairman of the holding company that includes Revlon said in the Wall Street Journal, "[W]e aren't going to spend $30 million to launch a deodorant." The minimum stakes can be staggering, and the entry costs for other kinds of products are, in fact, much higher.

Employees must be prepared for prolonged competitive horizons. The battles of entrenched foes, such as Pepsi and Coke, will be more the norm than the exception. Just think: The Cola Wars between Pepsi and Coke have already lasted longer than the Cold War between the United States and the Soviet Union.
DISCIPLINE
How little we know about discipline in modern business! Because of our passion to make things simple, we err and also try to make them easy. As the great battlefield strategist von Clausewitz pointed out, the simple and the easy are not synonymous.

AI Neuharth launched Today, the prototype for USA Today, in Florida back in 1966. Two weeks before the first issue, Neuharth reported that his employees "produced complete prototypes of the paper every day -- printed them, put them on trucks, dropped them at delivery points to pinpoint timing, then picked them up and burned them at the local dump to keep them out of the hands of the competition." In my view, USA Today is assured great commercial success in journalism. In no small measure, it stems from the remarkable discipline that went into building the paper.

Discipline does not always imply following orders. Sometimes, it points in the opposite direction. Business Month named MCI one of the five best-managed companies in 1990. The late Bill McCowan, MCI's former Chairman and CEO, did "his best to ban... standard procedures and practices." He would get up in front of his people and say: "I know that somewhere, someone out there is trying to write up a manual on procedures. Well, one of these days I'm going to find out who you are, and when I do, I'm going to fire you." For McCowan, I think, discipline meant that individuals are required to think on their feet. They have to solve problems sensibly from the earliest days of their careers.

Obviously, there are many ways to sort and define the five cornerstone values: integrity, accountability, diligence, perseverance, and, discipline. It's hard to contain the focus to these attributes before other supporting values come into play. Diligence presumes a sense of urgency, for example, because you can't be just busy; you must be busy in the context of time. Perseverance also requires judgment because no one would ever persist in a patently wrongheaded course. Although they may presume other values, the five cornerstone values are a credible starting point, and, I think, can be considered a priority list of the key workplace values.

In my view, management now has no choice but to teach values. Business leaders in the United States have shunned talking about values, because they seem to suggest a religious or moral outlook. This implication is not necessarily the case. Further, it's not possible to sustain industrial competitiveness without attention to them. Ask a Japanese CEO to define his primary job, and he's likely to tell you that his role is to "harmonize" values. It is to help employees to adjust to the ever-shifting structure of priorities and demands. Values are what motivate and sustain behavior over the long run, and this perseverance is something the Japanese understand particularly well.
Copyright © Robert L. Dilenschneider, author of A Briefing for Leaders: Communication As the Ultimate Exercise of Power from which this piece was excerpted.

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There are many fine values, such as courtesy, confidence, ingenuity, thrift, and so on. The trouble is that the list of values grows easily and can cause many employees to lose their focus. They fail to prioritize. A "short list" of values is far more useful in putting the workplace back on track.

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There are array of tools that a manager can use with Strategic Planning. This is one of the different models that are used..

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Indeed, we are what we repeatedly do. Excellence then is not an act but an attitude!

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Some of the things I learn is the ways to assign works to others.

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It can be difficult assigning work to others. You may feel like you know how to do things better, or you may think in order to get things done right and on time, you need to do them yourself. Part of being a good leader is learning how to delegate authority.

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Jumping to conclusions is what causes companies to make bad decisions. A good manager makes the best educated decision with the information he has.

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Hamburger University in Shanghai....Really? A Very interesting article!

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How does a manager manage in a Global organization? So many things to consider!

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Global organization is any organization that is completing outside their native country.

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It is important to know the risk involved in global organization.
This is a sample of decentralized global organization chart.

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This module gave me a thorough idea that businesses should embrace social responsibility.
Some of the broad categories are: Environmental effort, philantrophy, ethic labor practices, and volunteering.

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There are many organizational challenges and supports related to managing a diverse workforce.
Diversity could include people of different religions, sexes, nationalities, and generations.

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Business Ethics defines as the study and evaluation of decision making by business according to moral standard and judgment; the accepted concept of right and wrong.
The video clip is one of the example of business ethics which I find interesting that is discussed in the Chapter. Most of the organizations encourage employees and everyone involved in the business to know about their business ethic statements.

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George Washington University School of Business

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Business Ethics Video : Corporate Ethics

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A business ethics video clip about corporate ethics from the e-Learning program "Corporate Ethics" available at http://store.readytomanage.com/store/p/7-Corporate-Ethics-An-RSB-eLearning-Course.aspx This pair of training video clips (one sub-optimal and one optimal) is about drawing an ethical "line in the sand" from a commercial viewpoint. Read more about business ethics at http://blog.readytomanage.com/ethical-commerce-drawing-a-line-in-the-sand/ This is the Sub-Optimal scenario.

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Every organizations corporate governance policies, code of ethics or diversity have each own similarities and differences. It is also very clear that most managers always try to do the right thing for the employees, community and stockholders.
This is my sample diagram !

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Module 1: (D)Defining Management Skills in Chapter 1.

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Module 1: (D)Defining Management Skills in Chapter 1.

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I find this section very interesting because it represents both classic and contemporary views of management skills to ensure management success.

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I realized that there are a lot of challenges that a manager has to addressed. A manager should possess skills, knowledge and ability to solve the problems and accomplish organizational goals. Managing an organization is not a game.

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An article of Jollibee Corporation success (Philippines largest fast-food chain). Just like IBM’s success, it is the manager’s broad based knowledge, struggles and varied career path that led the organization as the world’s top 3 in food chain.

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I learned that a manager works with people and other resources to achieve the organization’s goal. Management functions involves planning, organizing, influencing and controlling.

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