# data[].attributes.body
This diagram neatly organizes our Module 1 reading discussing the three levels of management. Team Leader and workers can be its own category making there four levels.

# data[].attributes.body
I love this article and how it talks about managers discovering what is unique about each employee and using that trait to strengthen the business. It stresses the importance "to identify exactly how each employee is different and then to figure out how best to incorporate those enduring idiosyncrasies into the overall plan." It uses several Walgreens employee examples.

# data[].attributes.attachment_link.readable_text
Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees. She figures out how to capitalize on her staffers' strengths and tweaks her environment to meet her larger goals.

Such a specialized approach may seem like a lot of work. But in fact, capitalizing on each person's uniqueness can save time. Rather than encourage employees to conform to strict job descriptions that may include tasks they don't enjoy and aren't good at, a manager who develops positions for his staff members based on their unique abilities will be rewarded with behaviors that are far more efficient and effective than they would be otherwise.

This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them.

Capitalizing on a person's uniqueness also builds a stronger sense of team. By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. This personal investment not only motivates individuals but also galvanizes the entire team.

Finally, this approach shakes up existing hierarchies, which leads to more creative thinking.

To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel.

# data[].attributes.attachment_link.description
Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers.

# data[].attributes.body
I like this list of core values for a manger or management team to have as goals. I think it would be great for a team leader or manager to focus or highlight one of these values each week or month and have the whole team work on achieving or becoming stronger in that area.

# data[].attributes.body
The details and step-by-step advice on this poster are very valuable. Important points about CSR are not just listed- they are explained very well.

# data[].attributes.body
I just think this image is simple but impactful. CSR incorporates people, the planet, and profit. I like how these three subjects work together to make a successful business and a better world.

# data[].attributes.body
While diversity can create challenges in the workplace due to different opinions, ideas, or cultures, overall, it is very beneficial and actually brings a broader scope of ideas to the business. I like these Top 10 Diversity Benefits.

# data[].attributes.body
Positive culture in a workplace keeps employees from leaving and the clients actually feel the positivity. I like how these recommendations create a positive feeling and stress not only communication with the employees, but also physical and mental health initiatives.

# data[].attributes.body
I love this image of Global Business showing different countries trading with each other all around the world. Our businesses would be so much more limited if we were not able to trade outside of the United States.

# data[].attributes.body
This image shows how global businesses have certain advantages and local businesses have other advantages. Sometimes a global business can hurt a local business.

# data[].attributes.body
This blog was great to read along with Module 3 discussing the WTO which we learned controls the rules of trade between nations. The ultimate goal of the WTO is to assist exporters, importers, and producers of good and services to successfully conduct their businesses.

# data[].attributes.attachment_link.title
What are the principles on which WTO Functions?

# data[].attributes.attachment_link.description
WTO, as an organization, has a particular goal of freeing the trade, by reducing the trade restrictions that the states put up. It would not be wrong to say that WTO is leading the globalization.

# data[].attributes.body
I found this article describing a step-by-step Business Plan interesting to read. It relates to our module readings and describes a basic road map for the next 3-5 years, and emphasizes planning and determining goals to set and pursue.

# data[].attributes.attachment_link.readable_text
A business plan outlines your business's financial goals and explains how you'll achieve them over the next three to five years. Here's a step-by-step guide to writing a business plan that will offer a strong, detailed road map for your business.

This is your elevator pitch. It should include a mission statement, a brief description of the products or services your business offers and a broad summary of your financial growth plans.

Though the executive summary is the first thing your investors will read, it can be easier to write it last. That way, you can highlight information you've identified while writing other sections that go into more detail.

Next up is your company description. This should contain basic information like:

Lastly, write a little about the history of your company and the nature of your business now. This prepares the reader to learn about your goals in the next section.

The third part of a business plan is an objective statement. This section spells out what you'd like to accomplish, both in the near term and over the coming years.

For example, if your business is launching a second product line, you might explain how the loan will help your company launch that new product and how much you think sales will increase over the next three years as a result.

In this section, go into detail about the products or services you offer or plan to offer.

You should include the following:

You can also discuss current or pending trademarks and patents associated with your product or service.

Here, you can address how you plan to persuade customers to buy your products or services, or how you will develop customer loyalty that will lead to repeat business.

If you're a startup, you may not have much information on your business financials yet. However, if you're an existing business, you'll want to include income or profit-and-loss statements, a balance sheet that lists your assets and debts, and a cash flow statement that shows how cash comes into and goes out of the company.

Accounting software may be able to generate these reports for you. It may also help you calculate metrics such as:

Net profit margin: the percentage of revenue you keep as net income.

Current ratio: the measurement of your liquidity and ability to repay debts.

Accounts receivable turnover ratio: a measurement of how frequently you collect on receivables per year.

This is a great place to include charts and graphs that make it easy for those reading your plan to understand the financial health of your business.

This is a critical part of your business plan if you're seeking financing or investors. It outlines how your business will generate enough profit to repay the loan or how you will earn a decent return for investors.

Here, you'll provide your business's monthly or quarterly sales, expenses and profit estimates over at least a three-year period - with the future numbers assuming you've obtained a new loan.

Accuracy is key, so carefully analyze your past financial statements before giving projections. Your goals may be aggressive, but they should also be realistic.

Before the end of your business plan, summarize how your business is structured and outline each team's responsibilities. This will help your readers understand who performs each of the functions you've described above - making and selling your products or services - and how much each of those functions cost.

If any of your employees have exceptional skills, you may want to include their resumes to help explain the competitive advantage they give you.

Finally, attach any supporting information or additional materials that you couldn't fit in elsewhere. That might include:

If the appendix is long, you may want to consider adding a table of contents at the beginning of this section.

Here are some tips to write a detailed, convincing business plan:

Avoid over-optimism: If you're applying for a business bank loan or professional investment, someone will be reading your business plan closely. Providing unreasonable sales estimates can hurt your chances of approval.

Spelling, punctuation and grammatical errors can jump off the page and turn off lenders and prospective investors. If writing and editing aren't your strong suit, you may want to hire a professional business plan writer, copy editor or proofreader.

Use free resources: is a nonprofit association that offers a large network of volunteer business mentors and experts who can help you write or edit your business plan. The U.S. Small Business Administration's Small Business Development Centers , which provide free business consulting and help with business plan development, can also be a resource.

# data[].attributes.attachment_link.title
Business Plan: What it Is, How to Write One - NerdWallet

# data[].attributes.attachment_link.description
A business plan explains what your business does now and where you hope to be in three to five years. You may need one to apply for a business loan.

# data[].attributes.body
As we have read, decision making is an important task to understand and master in management. We won't always make good decisions, but if we take our time in making the decision with the proper research and steps, we will have a much better chance of making the right decision for our company.

# data[].attributes.body
This is a great image describing most of the functions of Human Resources. I would add Safety to the list (workplace safety) and HR compliance (following the policies and procedures), but this list is a great representation of the importance of a Human Resources department in a company.

# data[].attributes.body
It is true that we have both extrinsic motivation - where we seek an outside reward, or intrinsic motivation - where we just get personal satisfaction from doing the task.

# data[].attributes.body
This is a great image describing strategic planning that we have been learning in Module 4 and includes the SWOT analysis as one of its steps.

# data[].attributes.body
This article reinforces Module 5 discussing different organizational structures along with the pros and cons of each. It also discusses the future trends for organizational structures.

# data[].attributes.attachment_link.readable_text
The word "organization" was derived from the root word, "organize", a verb that means "to arrange into order or into a structured whole". This implies that, in order for any organization or collective to be arranged into any semblance of order, a basis or a framework is required. This is where organizational structures come in.

In this post, we start with 1) the introduction to organizational structures; 2) evolution and 3) types of organizational structure; and finish with the 4) future trends of organizational structures.

AN INTRODUCTION TO ORGANIZATIONAL STRUCTURES

An organizational structure is the framework around which an organization's operations are based on. In most cases, it is referred to as the "manual of operations" of an organization or a company, showing how it is formed and how it works or functions. This encompasses various processes including, but not limited to, recruitment, settlement of disputes, and other decision-making actions. It details how work is performed, who does what, and who is accountable for what, while keeping in view the organizational goals.

Importance of an Organizational Structure

An organization cannot exist or even come about without any structure or order. It requires a framework, regardless of the type of the organization or the purpose of its existence. Its development could be on the onset of the organization, when it is still in the process of being formed, or during the life of the organization, when it is already in operation. In most cases, development of a structure within an organization is a continuous or ongoing process, with changes implemented to adapt to various circumstances directly (or even indirectly) affecting the members, or the organization, as a whole.

Why is it important to have an organizational structure? Here's why:

An organizational structure lends "organizational" identity to the members. Members will instinctively feel that they are part of something solid or of a cohesive unit. It displays the working relationships that are in effect in the flow of work within the organization, so they will know exactly where they are supposed to be or what their roles are. In effect, this also clears up issues regarding responsibilities and accountabilities.

An organizational structure provides clear guidelines. Essentially, it sets out the scope of acceptable behavior of members within an organization. Members refer to the structure to get an idea how things work, or what rules should prevail in certain situations. This ensures an improvement of the operational efficiency of the members and the company or organization.

An organizational structure aids in decision-making. After all, it is considered as an operations manual of guidebook. Decisions can be made more easily if they have something solid - the structure - to base on.

An organizational structure facilitates growth of the organization. For the precise reason that it serves as the guide for the company, it provides direction on how certain matters or issues must be resolved.

Elements of an Organizational Structure

With more than one or two types of organizational structures currently prevailing, there are bound to be several elements that comprise them. The basic ones, however, are enumerated below:

1. Leadership or governance. The persons or individuals who have the power to make decisions or steer the organization towards its common goal are clearly identified.

2. Implementing rules. These are the rules - both the explicitly stated rules and those that are implicit by nature - that must be followed in the organization's normal operations or functioning.

3. Division of labor. Within the organization, the division and subsequent distribution of work among the members must also be laid out, with their roles and responsibilities clearly defined.

Taking into account the significance of an organizational structure in the grand scheme of things, it follows that an organization should have a proper structure in place: one that is most suitable for the type of organization, its operations, its scale (or size), as well as its ultimate goal.

EVOLUTION OF ORGANIZATIONAL STRUCTURES

Ever since man started getting into trade or business, setting up enterprises of different sizes, they have unconsciously set up structures, even if they weren't aware of it yet. In fact, even during the ancient times, when hunters went out in groups, there was a certain order to how they carried out their hunting tasks. There is, unbeknownst to them, already an "organizational structure" in place.

It was during the 1900s, when the concept of mass production started to take root, that thinkers and industry leaders at the time looked into ways to increase productivity while maintaining efficiency throughout the production process. Henri Fayol of France likened the process to resemble that of a machine - well-oiled, it will operate smoothly and yield better results. The oil, in this case, would be a structure that will keep operations going smoothly.

Fayol introduced the concepts of having a chain of command, specialization of tasks, and separation of jobs, power and authority. This lent support to the idea of another thinker, Max Weber, who introduced the application of the concept of bureaucracy. This time around, it is the positions or roles that are assigned with specific powers or authority, regardless of the identity of the person or individual in those positions.

From Centralized to Bureaucratic Structure

Prior to the application of bureaucracy to organizational structures, task specialization and standardization was not practiced, which means everything was centralized. This type of structure does not work as well anymore when applied to mid-sized to large organizations. Delegation of tasks becomes imperative as the workforce - and the operations - grows.

This bureaucratic take on organizational structures is said to be the classical or traditional view. It is in this type of structure that standardization has been introduced.

Main Features of the Traditional Bureaucratic Structures

Presence of a certain degree of standardization.

Multiple levels of management and decision-making stages. In the spirit of delegation, many levels of management are created. For example, in a large retail chain setting:

Store or branch managers - management of specific stores or branches

Area managers - management of all stores in one city

Regional managers - management of all stores in one state or region

Senior executive managers - top management level

Presence of defined policies and procedures.

Authority lies with top management.

Advantages (+) and Disadvantages (-) of Traditional Bureaucratic Structures

+ Well-defined roles and responsibilities. Everyone is clear on who makes the decisions or who has the final say, and they are also fully aware of their responsibilities.

+ Systematic decision-making process. The clear line of responsibilities results in a more organized manner of making management and other business decisions. Since the authority lies with the top management, making decisions is also faster.

+ More control for top management. Top level managers have all the power to decide on all matters regarding the organization, so they have full command and control of everything that goes on.

- Restrictive environment. Rules, procedures and policies in this form of structure tend to be too limiting and strict. All movements should adhere to the rules, leaving no room for innovation and hampering members of the organization to display their creativity.

- Resistance to change. What rules were in effect at the beginning tend to prevail for a long time. They tend to stick to what they have "already started with". This inflexibility is likely to cause problems when the organization is faced with unusual setbacks.

Basis of Grouping for Organizational Structures

If you notice the bureaucratic structures, as represented in most hierarchical organizational charts, there are specific groupings or, in some cases, departments. This is to simplify the process of creating a solid structure for the organization.

The grouping or departmentalization will depend on several factors, mainly on the type of the organization and its size or scale. Currently, this process is done through several bases.

Departmentalization by Functions

Departmentalization under this category is done depending on the specific functions performed by members or employees within an organization.

Example: A company engaged in the manufacture of electronics will have departments based on functions, such as Research and Development, Sales and Marketing, Manufacturing, Accounting and Finance, and Logistics.

It promotes efficiency, such as in utilization of resources.

It promotes sharing of knowledge and expertise within the department.

It encourages personal and professional growth and development of members within one department.

It prohibits members from interacting and coordinating with other departments, as they tend to focus inwards, only to their own respective departments.

Departmentalization by Products

Often applicable to companies engaged in diversified businesses or activities, this basis provides that all activities that contribute to the development, production and marketing of a specific product are classified as belonging to one group or department. The more products or group of similar products there are, the more departments or groupings there will be. This concept also applies to product lines.

Example: A company has several products or product lines, such as men's footwear, women's footwear, men's sportswear, women's sportswear, and sports accessories. All activities related to each of the product line, from development all the way to sales and distribution, will fall under its own department.

It aids in personnel development, increasing their expertise and specialization with respect to the products or product lines they are assigned to.

Product quality is monitored since all the focus of the members or personnel will be devoted to the products falling under the department.

Redundancy of some functions, particularly support functions. Some of the functions, such as accounting, marketing, and production, to name a few, will be duplicated, since all the departments will also have each of them.

Departmentalization by Location

Grouping is made with respect to geographical location. This is applicable to organizations that span wide areas, or operate in many locations.

Example: A worldwide chain of hotels will be grouped in accordance with their geographical profiles, such as those located in Asia, Europe, North America, and South America, respectively.

It promotes efficiency, such as in utilization of resources.

It serves as a good training ground for members aiming for higher management positions in the future.

Distances cause greater difficulty in coordination among geographical units.

Diversity of locations brings about differences that require unique responses. A Southeast Asian department cannot be expected to have exactly the same operations or circumstances as the department in North America.

Departmentalization by Customer or Market

This requires answering the questions "who is your customer?" and "who are in your target market?" The grouping will be based on the type of customers or market served by the organization.

Example: A company engaged in providing office supplies will come up with separate departments that cater to wholesale customers, retail customers, and another that deals with government contracts.

It improves relationship between the organization and its customers or market.

Personnel improve in handling matters affecting the customers or market they are specifically dealing with.

Personnel will only be familiar with the needs of one set or group of customers while remaining oblivious, to a certain extent, to that of other customers or markets.

TYPES OF ORGANIZATIONAL STRUCTURES

Organizations have evolved and decided to move past the traditional structures, in order to address issues these conventional views could not resolve. Currently, there are three major structures.

Functional Organizational Structure

This is the most commonly seen organizational structure in use by small organizations with specialized divisions or divisions assigned to perform functions or tasks unique to their respective groupings.

For example, an IT company has several departments, and they include the accounting division and the engineering division. The personnel in the engineering division are all software engineers; the accounting department, on the other hand, is staffed with people involved in accounting and finance.

Advantage: Increased efficiency of operations within the division.

Disadvantage: Lack of interaction and communication of one division with other divisions of the organization.

Divisional Organizational Structure

In this structure, departmentalization was done based on the product/product line, the process or project performed, or the geographical location. In this case, it is possible for one division to have several departments under it, which is why it is ideal for organizations with complex nature of operations and products or product lines.

Advantage: Increased operational efficiency and improved capability and expertise of the members of the division.

Disadvantage: Too much diversification tends to make the organization lose focus, and could also lead to duplication of tasks in the different divisions.

Matrix Organizational Structure

Unfortunately, sticking to any one of the aforementioned organizational structures could be limiting, considering the varying nature of organizations. Not all organizations are the same or operate the same way, so it would be wrong to conclude that a structure that works for one will also work for the rest, even if they belong to the same industry.

A certain degree of flexibility is called for, and this is when the Matrix Organizational Structure was developed.

This type of organizational structure basically combines two or more structures. In fact, it has been said that it combines the best things about the functional and divisional organizational structures. The departments could be divided based on their functions, but then are subsequently grouped according to the products they are associated with. An example would be drawing expert personnel from the different functional departments together in order to achieve predetermined goals or results.

It is usual to see functional managers as well as product managers or area managers in this type of organization. In a manufacturing setting, you will find managers in charge of the functions of the production, quality control, and logistics. But you will also find people who are tasked to manage a specific product line that results from the production process.

Advantages: Decentralization of decision-making results in better performance monitoring and adaptability of the organization. This also increases operational efficiency as the utilization of resources is done in a more flexible manner, and results are achieved more quickly, thanks to the faster flow of information in a horizontal, rather than a vertical, direction.

Disadvantages: Increased possibilities of conflicts brought about by confusion on authority, responsibility and accountability. Conflicts are not limited to managers alone, since the personnel or employees may also be affected, largely due to the large manager-to-employee/worker ratio. Operational efficiency may be improved, but administration cost is likely to be high.

EMERGING AND FUTURE TRENDS IN ORGANIZATIONAL STRUCTURES

The constantly evolving or changing landscape of business on a global scale calls for a more proactive attitude from organizations. They simply cannot sit still, doing nothing or making no attempts to adapt to these changes. Fortunately, more and more organizations are taking active steps to do so.

'Flattening' the Organization

By "flattening", it is a move of organizations to adopt a "flat" structure, where the horizontal relationships are more emphasized than the vertical relationships.

The characteristic move performed by organizations to achieve a flatter structure is to eliminate middle management. Instead of having multiple levels of management, they will be left with only a few levels. As a result, the organization becomes more streamlined, and decision-making becomes faster while communication within the entire organization becomes more free-flowing.

Another way to improve the communication within the organization is to take advantage of technology. Internet has played an active role in recent years in business and has even reshaped the way organizations go about their operations.

Industry Consolidation

Today, we see conglomerates and global companies entering alliances, merging with other companies, and entering into joint ventures and various other cooperation agreements. This results in an overlapping and consolidation of industries. Naturally, this would mean the organization would be more complex, and there would be a seemingly constant need for a more well-defined and suitable structure to accommodate these changes.

Do not be surprised when, in the future, more organizational structures will crop up, in order to meet the ever-increasing complexity and demands of organizations.

# data[].attributes.attachment_link.title
A Complete Guide to Organizational Structures | Cleverism

# data[].attributes.attachment_link.description
The word "organization" was derived from the root word, "organize", a verb that means "to arrange into order or into a structured whole". This implies that, in order for any organization or collective to be arranged into any semblance of order, a basis or a framework is required.

# data[].attributes.body
Although this image uses a family, it shows an example of "Hierarchy of Authority" where position-based reporting lines determine who reports to whom. Just as the Grandmother and Grandfather have or had authority and made the major decisions for their children who now are the managers or directors over their own children, the CEO is head of a company over the managers who is over the decision-making for the team leaders and employees.

# data[].attributes.body
"Any person willing to trade their labor, knowledge, or time for compensation in an effort to improve the organization is a human resource." This is a great, short article defining the role of HR and emphasizes how the people, the workers, are the actual human resource. I always just though of HR as a department, but it's actually the people who work in the company.

# data[].attributes.attachment_link.readable_text
A human resource is a single person or employee within an organization and part of the overall personnel or workforce of that company.

Learn more about human resources so you can better understand their role in an effective organization.

What Is a Human Resource?

A human resource is one person within a company's overall workforce, with each person lending their skills and talents to the organization to help it succeed. Any person willing to trade their labor, knowledge, or time for compensation in an effort to improve the organization is a human resource. It doesn't matter if they're part-time, full-time, freelance, or contract employees.

Employees must be hired, satisfied, motivated, developed, and retained. A human resources department is the department that manages a company's human resources. Humans need more management than other resources and a different approach, so that's why it's useful to have an entire department devoted to them. Whether it's mediating interpersonal conflicts or setting up a retirement plan, the human resources department is trained to handle it.

Alternate definition: Human resources is the field that deals with managing people, pay, and training.

Alternate name: Human capital

Acronym: HR

How Does Human Resources Work?

The goal of human resources is to use a company's people most effectively. Human resources might deal with issues such as:

These areas each contribute to employee satisfaction and performance. By attending to these different concerns, human resources can ensure a high-functioning and effective workforce, which in turn helps the company reach its goals and objectives more efficiently.

The human resources department also ensures the company is adhering to labor regulations and works to keeps the environment free from harassment and other impediments to a strong workforce.

For example, imagine Chris is a sales rep for a company. Chris is one of the company's human resources: an employee. If Chris has concerns about her employee benefits or questions about an enrollment form, she would contact the Human Resources department for assistance. If Chris and another employee or manager have a conflict, the human resources department can help find a solution. And the department makes sure that Chris and the other members of her team are receiving appropriate training so that they can perform their duties efficiently.

Criticism of Human Resources

Some people take issue with regarding employees as "resources." In their view, to consider workers as human resources commodifies them and reduces them to a figure on a balance sheet, or a means to an end. Instead, they promote renaming "human resources" to better encourage the full development of the human workforce.﻿﻿

Alternatives to Human Resources

Many of the functions of a human resource may in some cases be executed by non-human resources. In other words, robots or computers sometimes replace human employees, especially in hazardous conditions or for repetitive tasks. This is called automation, and it can greatly improve efficiency.

For example, you may often find robots on production lines, such as for cars. Automating certain parts of the production can increase production speed, but humans are still needed for some tasks, especially those that involve critical thinking.﻿﻿

Human resources functions may also be executed by specialized departments or staff. Instead of a general human resources manager, there may be a compensation and benefits manager, a training supervisor, or an employee recruitment specialist. Such specialization allows for greater efficiency and, often, improved profitability.

Key Takeaways

# data[].attributes.attachment_link.description
A human resource is a single person or employee within an organization and part of the overall personnel or workforce of that company. Learn more about human resources so you can better understand their role in an effective organization.

# data[].attributes.body
In addition to Module 7, this article sums up some important characteristics a leader must have to be an effective leader. I especially like how the article says a leader must treat others as they would like to be treated, and they must make others feel important.

# data[].attributes.attachment_link.readable_text
Leadership is not something we're born with--it's a set of skills we learn. Some specific skills and traits seem to be especially important to successful leaders, who carry them regardless of the company, team or organization they're leading.

Here are seven of the top traits that make some leaders more effective than others:

1. They promote a compelling vision. Every leadership success always starts with a vision, and the most successful leaders know how to create a clear, distinctive compelling vision that connects to the strategic plans of the company. A vision reduces uncertainty and provides focus. Truly effective leaders have the ability to express the vision and use it to inspire others. This trait alone can sometimes differentiate a good leader from great leader.

2. They treat others the way they want to be treated. When it comes to leading people, the golden rule is among the most important principles. Your skills and experience might land you in a leadership position but they're not what is going to make you a great effective leader. An inner awareness of who you are, coupled with a desire to treat others well, is a powerful thing. Leaders who embrace the golden rule are able to direct, guide and inspire those around them.

3. They admit their mistakes. Too often, leaders are expected to always have the answers and always be right--but what they should be really held responsible for is being responsible and accountable. Even the greatest leaders have made mistakes, and the most effective ones are the those who will own up to them them--because they know their mistakes have taught them invaluable lessons, and they've come to see them as opportunities to learn. Transparency allows them to share their their mistakes--and the lessons they carried.

4. They make themselves part of the action. Great leadership is not setting yourself apart from others--it's about taking action, building relationships, developing others and making decisions. At the end of the day, only action produces results. It takes an effective leader to lead others into the action that will produce the outcome.

5. They are great communicators. If you examine our world's greatest leaders you will find that they were exceptional communicators. They knew that it's not the messenger who is important but the the message, and everything they communicate has to do with meeting the needs and expectations of those around them. An exceptional leader understands that they need to be aware of not only of the situation but also the context . They have to know what is going on around them, adjust accordingly, and express themselves with great care.

6. They know how to delegate. When we think of leadership, we probably think of courage, resiliency, boldness and determination--not something as everyday as delegation. But the ability to wisely and effectively delegate is a quality that is extremely important when it comes to leadership skills, and it's crucial to a leader's success. Whether you're a manager at work, owner of your own business, or simply working on a business venture, effective delegation is one of the keys to effective leadership. A leader is are capable to do their job, which in turn it allows the leader to do theirs. Anyone who insists on doing everything on their own is failing to lead.

7. They make others feel important. Effective leaders pay attention to their people and let them know how important they are by genuinely caring about helping them succeed. They're comfortable enough in their own skin to take the focus off themselves and shine the spotlight on others, and they know that making people feel important is especially important to successful leadership. Set a personal goal to make others feel important--if for no other reason, then because it's the right thing to do.

Leadership is not something we're born with--it's a set of skills we learn. Some specific skills and traits seem to be especially important to successful leaders, who carry them regardless of the company, team or organization they're leading.

Here are seven of the top traits that make some leaders more effective than others:

1. They promote a compelling vision. Every leadership success always starts with a vision, and the most successful leaders know how to create a clear, distinctive compelling vision that connects to the strategic plans of the company. A vision reduces uncertainty and provides focus. Truly effective leaders have the ability to express the vision and use it to inspire others. This trait alone can sometimes differentiate a good leader from great leader.

2. They treat others the way they want to be treated. When it comes to leading people, the golden rule is among the most important principles. Your skills and experience might land you in a leadership position but they're not what is going to make you a great effective leader. An inner awareness of who you are, coupled with a desire to treat others well, is a powerful thing. Leaders who embrace the golden rule are able to direct, guide and inspire those around them.

3. They admit their mistakes. Too often, leaders are expected to always have the answers and always be right--but what they should be really held responsible for is being responsible and accountable. Even the greatest leaders have made mistakes, and the most effective ones are the those who will own up to them them--because they know their mistakes have taught them invaluable lessons, and they've come to see them as opportunities to learn. Transparency allows them to share their their mistakes--and the lessons they carried.

4. They make themselves part of the action. Great leadership is not setting yourself apart from others--it's about taking action, building relationships, developing others and making decisions. At the end of the day, only action produces results. It takes an effective leader to lead others into the action that will produce the outcome.

5. They are great communicators. If you examine our world's greatest leaders you will find that they were exceptional communicators. They knew that it's not the messenger who is important but the the message, and everything they communicate has to do with meeting the needs and expectations of those around them. An exceptional leader understands that they need to be aware of not only of the situation but also the context . They have to know what is going on around them, adjust accordingly, and express themselves with great care.

6. They know how to delegate. When we think of leadership, we probably think of courage, resiliency, boldness and determination--not something as everyday as delegation. But the ability to wisely and effectively delegate is a quality that is extremely important when it comes to leadership skills, and it's crucial to a leader's success. Whether you're a manager at work, owner of your own business, or simply working on a business venture, effective delegation is one of the keys to effective leadership. A leader is are capable to do their job, which in turn it allows the leader to do theirs. Anyone who insists on doing everything on their own is failing to lead.

7. They make others feel important. Effective leaders pay attention to their people and let them know how important they are by genuinely caring about helping them succeed. They're comfortable enough in their own skin to take the focus off themselves and shine the spotlight on others, and they know that making people feel important is especially important to successful leadership. Set a personal goal to make others feel important--if for no other reason, then because it's the right thing to do.

# data[].attributes.attachment_link.title
7 Traits You Need to Be a Highly Effective Leader

# data[].attributes.attachment_link.description
Leadership is not something we're born with--it's a set of skills we learn. Some specific skills and traits seem to be especially important to successful leaders, who carry them regardless of the company, team or organization they're leading. Here are seven of the top traits that make some leaders more effective than others: 1.

# data[].attributes.body
This cartoon makes me laugh. Clearly, there is no leader among these goofballs. They need a leader who inspires, challenges, and encourages them. A leader motivates others to WANT to achieve goals.

# data[].attributes.body
Module 8 taught us about performance reports of employees and organizations. Bureaucratic Control is one way to assess employee performance. This slide breaks down 3 methods used in Bureaucratic Control.

# data[].attributes.body
We learned that the PDCA technique, also called the Deming Cycle, is a 4 step management method for continuous improvement. As this image shows, it is a continuous cycle that should be repeated over and over for continuous improvement and change.

# data[].attributes.body
A Gap Analysis is a comparison of a company's current performance. The "Gap" is the difference between where the company currently is and where the company wants to be.