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How to Thrive in a Multi-Generational Workplace

Avoiding Conflict and Creating Opportunity

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MinervaStudioRespect and acceptance are vital for a successful multi-generational team.

Terry is 22 years old, and an enthusiastic new starter at your organization.

This is the career that he's wanted since high school and, now that he's got his degree and joined your team, he's impatient to impress his new colleagues with his ambition and creativity.

But he soon finds the going tough. Some of his fellow team members don't seem to appreciate his eagerness, and they are wary of his ideas and suggestions.

The team is a mixed bunch. Some are middle-aged and others are nearing retirement, and have been at the company for years. They feel that Terry doesn't understand the way that things get done in the organization. His enthusiasm and energy is starting to wane as he feels worn down by their reluctance to consider new ideas.

Terry isn't alone. Around the world and across industries, more generations than ever before are working together. Increasingly, it's younger employees who are leading older team members , turning the established order on its head. This new scenario can cause problems, but it also presents opportunities for sharing knowledge and experience. This article explores how to thrive within a multi-generational workplace.

Introducing the Generations

In days gone by, it was common for just two age groups to be represented in the workplace. There were long-serving, "dyed-in-the-wool" old-timers and ambitious newcomers.

Times have changed, and now you could find yourself working with as many as five generations. Broadly speaking, each one has its own set of preferences, styles, perspectives, and experiences.

This table shows the different age groups that are in the labor force today. It describes their traits and characteristics, and how they are frequently stereotyped.

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Millennials, also known as Generation Y or the Net Generation, are the demographic cohort that directly follows Generation X. The term Millennials is usually considered to apply to individuals who reached adulthood around the turn of the 21st century. The precise delineation varies from one source to another, however. Neil Howe and William Strauss, authors of the 1991 book Generations: The History of America's Future, 1584 to 2069, are often credited with coining the term. Howe and Strauss define the Millennial cohort as consisting of individuals born between 1982 and 2004.

Years for Millennials

Other proposed dates for Millennials:

According to Iconoclast, a consumer research firm, the first Millennials were born in 1978.

Newsweek magazine reported that the Millennial generation was born between 1977 and 1994.

In separate articles, the New York Times pegged the Millennials at 1976-1990 and 1978-1998.

A Time magazine article placed the Millennials at 1980-2000.

Overall, the earliest proposed birthdate for Millennials is 1976 and the latest 2004. Given that a familial generation in developed nations lies somewhere between 25 and 30 years, we might reasonably consider those the start and end points.

There is a great deal of variation from one individual to another within any generational cohort. Nevertheless, the particular environment for any generation affects those individuals in ways that are observable as broad tendencies. This definition of the term discusses those reported tendencies for Millennials in the workplace, Millennials and technology, Millennials and culture.

Characteristics of Millennials, according to their press:

Millennials grew up in an electronics-filled and increasingly online and socially-networked world. They are the generation that has received the most marketing attention. As the most ethnically diverse generation, Millennials tend to be tolerant of difference. Having been raised under the mantra "follow your dreams" and being told they were special, they tend to be confident. While largely a positive trait, the Millennial generation's confidence has been argued to spill over into the realms of entitlement and narcissism. They are often seen as slightly more optimistic about the future of America than other generations -- despite the fact that they are the first generation since the Silent Generation that is expected to be less economically successful than their parents.

One reported result of Millennial optimism is entering into adulthood with unrealistic expectations, which sometimes leads to disillusionment. Many early Millennials went through post-secondary education only to find themselves employed in unrelated fields or underemployed and job hopping more frequently than previous generations. Their expectations may have resulted from the very encouraging, involved and almost ever-present group of parents that became known as helicopter parents.

Millennial statistics (Source: Pew Research):

50 percent of Millennials consider themselves politically unaffiliated.

29 percent consider themselves religiously unaffiliated.

They have the highest average number of Facebook friends, with an average of 250 friends vs. Generations X's 200.

55 percent have posted a selfie or more to social media sites versus 20 percent of Generation X.

8 percent of Millennials claim to have sexted, whereas 30 percent claim to have received sexts.

They send a median of 50 texts a day.

As of 2012, only 19 percent of Millennials said that, generally, others can be trusted.

There are about 76 million Millennials in the United States (based on research using the years 1978-2000).

Millennials are the last generation born in the 20th century.

Twenty percent have at least one immigrant parent.

Watch a video to learn how Millennials compare with other generations:

Millennials in the workplace:

Some adaptations have come about from employers accommodating Millennials. The bring-your-own device trend ( BYOD), for example, is at least in part a reaction to the Millennials' near-addiction to mobile devices. Workplace satisfaction matters more to Millennials than monetary compensation and work-life balance is often considered essential. They are less likely than previous generations to put up with an unpleasant work environment and much more likely to use social networking to broadcast their concerns. On the other hand, satisfied Millennials are often employee advocates for the organizations they work for, providing honest, free -- and convincing -- public relations ( PR).

Having grown up being bombarded by advertising, Millennials tend to be skeptical about promotional material of any kind. Whether buying products and services or considering employment, Millennials are more likely to listen to their friends than to be affected by marketing or public relations material. This characteristic makes both conventional marketing and employee recruitment practices often ineffective for Millennials.

Millennials and technology

Millennials grew up with computers, the Internet and the graphical user interface ( GUI). This familiarity makes them adept at understanding interfaces and visual languages. They tend to adjust readily to new programs, operating systems ( OS ) and devices and to perform computer-based tasks more quickly than older generations. Although it's been proven that multitasking is not usually an effective way to work, Millennials may be the employees that are most likely to pull it off.

Millennials are generally comfortable with the idea of a public Internet life. Privacy, in the Millennial eye, is mostly a concern of functional settings limiting who sees their online shares. This comfort with social media means they are good at self-promotion and fostering connections through online media. But this approach often results in an issue when comparing themselves to peers. Millennials are sometimes frustrated by the grass seeming greener on the other side of the fence. That impression may be due to people's image crafting, which emphasizes their good qualities and exciting parts of their lives.

In schooling, the technology focus increased in programming. Millennials can also very dependent on the Internet for learning how to do things. When their computers or devices don't work they often need some form of assistance to troubleshoot and correct these issues without the aid of the Internet. In contrast, the technically-inclined members of Generation X may have started when electronics were hobby kits and the best gaming machines were unquestionably self-built computers. That starting point often meant Generation X has a deeper understanding of programming and hardware issues.

Millennials and culture

The Millennials have shown in survey to have the least faith in the institutions of America. Conversely, they also show the highest support of political independents and protestor-formed governments. Although Millennials have less faith in religious institutions, at the same time the numbers have also risen for those who have absolute faith in the existence of a god. Many churches' messages clash with the Millennial ideal of tolerance for religious, racial, gender, sexual orientation differences. Millennials are also concerned about social justice and will not support institutions that they see as in conflict with social and economic equality. As such, Millennials are exerting their influence on the world around them, as all prior generations have done.
The contrasting view: Jackie Rotman explains why everything you think you know about Millennials is wrong:

Continue Reading About Millennials (Generation Y)

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What is Millennials (Generation Y)? - Definition from WhatIs.com

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Millennials, also known as Generation Y or the Net Generation, are the demographic cohort that directly follows Generation X. The term Millennials is usually considered to apply to individuals who reached adulthood around the turn of the 21st century. The precise delineation varies from one source to another, however.

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Giving back to the community

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Every year, the wealthiest Americans make millions or in some cases billions of dollars in charitable donations. Our list of America's Top 50 Givers revealed who gave away the most money in 2015, and how much they've donated over their lifetimes. But these huge sums can be pocket change for billionaires with massive fortunes.

To identify the most generous givers, FORBES calculated which of America's Top 50 Givers gave away the most over their lifetimes, as a percentage of their current net worth. The lifetime giving figures were largely self-reported, and net worths were FORBES estimates. We only included Top Givers for whom both figures were available.

Some of the most generous givers also donated the most overall, including Bill & Melinda Gates, Warren Buffett and George Soros. But others who've given away large amounts over their lifetimes are not the most charitable when you consider the size of their fortunes.

For example, Michael Bloomberg has donated $4.22 billion in all, but that's only about 9% of his $45 billion fortune. Similarly, the Walton Family Foundation has disbursed $5.65 billion, but that's less than 5% of the family's combined fortune of $123.3 billion. (We counted the total net worth of those involved in the foundation: Wal-Mart founder Sam Walton's three living children - Alice, Rob and Jim Walton - together with Christy and Lukas Walton, the widow and son of their deceased brother, John.)

These current and former members of The Forbes 400 are America's most generous givers:

1. Chuck Feeney

Lifetime Giving: $7.5 billion (373,000% of current net worth)

2. Karen and Jon Huntsman Sr.

Lifetime Giving: $1.55 billion (160% of current net worth)

3. W. Barron Hilton

Lifetime Giving: $1.3 billion (137% of current net worth)

4. Gordon and Betty Moore

Lifetime Giving: $5.37 billion (71% of current net worth)

5. Eli and Edythe Broad

Lifetime Giving: $4.22 billion (57% of current net worth)

6. Irwin & Joan Jacobs

Lifetime Giving: $706 million (50% of current net worth)

7. George Soros

Lifetime Giving: $12.1 billion (49% of current net worth)

8. Julian Robertson Jr.

Lifetime Giving: $1.56 billion (43% of current net worth)

9. Bill & Melinda Gates

Lifetime Giving: $32.91 billion (41% of current net worth)

10. Warren Buffett

Lifetime Giving: $25.54 billion (39% of current net worth)
Follow @katiasav

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These Are America's 10 Most Generous Philanthropists

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Every year, the wealthiest Americans make millions or in some cases billions of dollars in charitable donations. Our list of America's Top 50 Givers revealed who gave away the most money in 2015, and how much they've donated over their lifetimes. But these huge sums can be pocket change for billionaires with massive fortunes.

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Based on the ability to perform the job not based on race, sex, gender, sexuality

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We live in a moment of remarkable change and opportunity Whether you're fresh out of college, or an experienced professional, IBM is a company where you can ...

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Strive not to be the norm

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Explore iPhone, the world's most powerful personal device. Check out the new iPhone XS and iPhone XR.

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CEO's are primarily men

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FORBES' 2016 ranking of The World's Most Powerful People is a who's who of global influencers. From Russia's pugnacious president (No. 1) to billionaire political donor Charles Koch (No. 31), just 74 individuals made the final cut.

This year, 28 list members serve as chief executives of major companies, helming businesses worth trillions of dollars altogether. The top ten of those CEOs-all of whom are American-run firms with a combined market cap of $3 trillion.

Topping the list is Larry Page, CEO of Alphabet, the recently created parent of Google worth more than $500 billion. Alphabet subsidiaries are at the cutting edge of everything from AI to healthcare, but Page is also using his personal fortune to fund ambitious projects, reportedly including two flying-car startups.

Further down the order is Elon Musk, a South African-born billionaire aiming to redefine transportation on earth and in space. He heads Tesla, the Wall Street darling that manufactures innovative electric cars and solar products, and SpaceX, which designs and deploys "advanced rockets and spacecraft."

Rex Tillerson is likely the CEO who has made the most noise in recent days. The Exxon Mobil chief was selected this week as President-elect Donald Trump's nominee for Secretary of State, angering some critics upset by his lack of formal diplomatic experience and longstanding ties to Russia.

Also included on the list is Jeff Bezos, Amazon's CEO and the world's fourth-richest person. He took second place on FORBES' 2016 ranking of the 400 richest Americans, knocking out Berkshire Hathaway's Warren Buffett, who had held the slot for over a decade. Buffett has since overtaken Bezos once again, and briefly became the planet's second-wealthiest individual after Trump's election added $8 billion to his net worth.

A number of big names weren't able to crack the top 10. Travis Kalanick, CEO of Uber, has grown his ride-sharing startup into a $68 billion behemoth and is now working to revolutionize the way everything moves, from people to freight. General Motors chief Mary Barra has led her company to a 20% stock surge since the start of November, and Ma Huateng, CEO of Chinese conglomerate Tencent, owns WeChat, a mobile texting app now used by 800 million people.

For those three executives-and the other 15 who just missed the cut-there's always next year.

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FORBES' 2016 ranking of The World's Most Powerful People is a who's who of global influencers. From Russia's pugnacious president (No. 1) to billionaire political donor Charles Koch (No. 31), just 74 individuals made the final cut. This year, 28 list members serve as chief executives of major companies, helming businesses worth trillions of dollars altogether.

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Learn how to reduce my carbon footprint while developing a sustainable products

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Expanding beyond the home country

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Core Values and Heritage | Marriott International Corporate Values

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The strength of Marriott Hotels is rooted in our core values of putting people first. Learn more about our corporate values and company culture at our official site.

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Learning how to adapt and be innovate

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Opinions expressed by Forbes Contributors are their own.

Of all established companies that have managed to endure the many challenges time brings to their way, one stands out: McDonald's (NYSE: MCD). On Friday morning, the company reported another blockbuster quarter both on the bottom and top lines, with sales rising across all geographic regions. How does the company do it?

Two ways: First, with a franchise business model that allows its franchisee-members, management and shareholders to share the risks and rewards from the discovery and exploitation of new business opportunities-McDonald's model has become the norm for other franchise organizations. Second, by adaptation and innovation, coming up with fresh products and services to address the needs of a diverse consumer market-as shaped by demographic, economic and local factors around the world

McDonald's rode the baby-boomer trend in the 1960s, the swelling ranks of teenagers and the rising female labor force participation, supplying a fast and inexpensive menu. In the 1970s and the 1980s, the company rode the globalization trend by transferring the American way of life to many countries around the world. At the same time, it adapted to the social context of each county by franchising to local entrepreneurs.

In the 1990s and early 2000s, McDonald's made successful efforts to restore its corporate image by launching the "Fast and Convenient" campaign that involved the radical adjustment of the company's product portfolio to emerging food industry trends-the re-furbish of McDonald's restaurants to achieve a banded, updated, and more natural dining environment. The "fast" and "convenient" elements of the McDonald's concept were augmented by the "healthy" and "more natural" element, by adding salads, fruits, and carrot sticks to the menu.

In recent years, McDonald's has continued to broaden its product portfolio by offering high quality coffee and healthy drinks (either through its traditional restaurants or the Cafés), competing head to head with Starbucks (NASDAQ:SBUX) and local cafeterias-benefiting by local trends like austerity in Europe, and robust growth in China.

Disclosure: Long on SBUX

Also read Apple and McDonald's Modernize and Democratize China

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McDonald's Winning Strategy, At Home And Abroad

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The mdonalds logo from the late 90s (Photo credit: Wikipedia) Of all established companies that have managed to endure the many challenges time brings to their way, one stands out: McDonald's (NYSE:MCD). On Friday morning, the company reported another blockbuster quarter both on the bottom and top lines, with sales rising [...]

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When greed takes over and damage people live

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updated 2006-03-16T00:46:34

The former Enron executive who privately warned company founder Kenneth Lay of impending financial doom in the fall of 2001 had another critical meeting with him Wednesday - as well as with former Chief Executive Jeffrey Skilling, a jury and a phalanx of lawyers in their fraud and conspiracy trial.

Sherron Watkins, the plainspoken former vice president whom Congress anointed as a whistleblower after the company's collapse, repeated much of what she said then: Enron needed to come clean about potentially disastrous accounting tricks or face implosion.

In mid-October 2001, two months after her meeting with Lay, Enron announced massive losses, slashed shareholder equity by $1.2 billion and came under intense pressure from investors. What was once the nation's seventh-largest company sought bankruptcy protection by year's end.

Watkins, who has never been charged with insider trading, said Wednesday her knowledge prompted her to sell almost $50,000 in stock after her August 2001 meeting with Lay - and before Enron shares became worthless months later.

"No," she told prosecutor John Hueston when he asked her if her stock sales were proper. "I had more information than the marketplace did."

Watkins served to bolster prosecution allegations that Lay knew Enron was in financial turmoil when he claimed publicly that the company was strong in the fall of 2001. The government contends Skilling also lied about the company's financial condition before he resigned.

The two defendants counter that there was no fraud at Enron, and that the company crumbled because of negative publicity and diminished market confidence.

Watkins, 47, has made a career as a public speaker about Enron and failed leadership, earning up to $30,000 for each of dozens of appearances, though she said "working at Enron was much more lucrative for me." She helped write a 2003 book about Enron. She appeared in the 2005 feature documentary, "Enron: The Smartest Guys in the Room," and now consults on corporate governance issues.

Even one of the trial's female jurors told U.S. District Judge Sim Lake during jury selection on Jan. 30 that she admired Watkins' courage for speaking up to Lay, but also wondered if Watkins might have taken part in what she assailed as wrong.

Watkins never took her concerns outside the company. She gained fame in January 2002 when a congressional committee leaked her memos to Lay outlining her concerns. She testified at a congressional hearing alongside Skilling the next month.

Kicking off an aggressive cross-examination, Lay lawyer Chip Lewis gave her a paperback version of her book, "Power Failure," which he called a "housewarming gift."

"I think I have a copy," replied Watkins. Known at Enron for her use of colorful language, she was poised and sometimes animated as she deflected defense attempts to rattle her.

Watkins was an accountant for Enron's former outside auditor, Arthur Andersen LLP, before she joined the energy company in 1993. She worked for various divisions, and by the summer of 2001, then-Chief Financial Officer Andrew Fastow was her boss.

At Fastow's bidding, she examined a list of weak assets Enron wanted to sell that had been tucked into off-balance-sheet financial structures intended to lock in their value. But the structures, known as Raptors, were "under water" because they owed Enron hundreds of millions of dollars and contained only falling Enron stock to repay the debt.

The Raptors had been capitalized with funds from Fastow-run LJM partnerships, which had already recouped their investments plus profits.

"Accounting just doesn't get that creative," she testified.

She went to Lay following Skilling's resignation in mid-August 2001 and after the company founder encouraged all employees to come forward with concerns. First she sent an anonymous memo, then identified herself as the author and met privately with Lay.

"I am incredibly nervous we will implode in a wave of accounting scandals," she said, reading Wednesday from the memo hailed later by Congress as prescient. She also read that the business world in retrospect would consider Enron's considerable successes "as nothing more than an accounting hoax."

She said Lay winced when her memo quoted an unnamed colleague who told her "I wish we would get caught. We're such a crooked company."

That message, she said, "slapped him in the face more than anything else."

She said she did most of the talking. Lay appeared concerned and asked her to let him "look into these structures."

She said she learned later that he ignored her advice to hire outside accounting and law firms other than those Enron already used - Andersen and Vinson & Elkins - to investigate her concerns. Both had signed off on the Raptors when they were created. Vinson & Elkins found no reason for concern other than a public relations risk.

Watkins said Vinson & Elkins lawyers lied when they claimed to have examined the accounting because "they did not investigate the accounting at all" in her opinion, given their conclusion.

Watkins also quickly said, "Not anymore," when Lewis questioned whether she believed Vinson & Elkins was among the nation's pre-eminent law firms.

She acknowledged to Lewis that she didn't know how the Raptors were created or what approvals they had received. He tried to establish that stock sales prompted by her discoveries about the vehicles couldn't be improper if the entities weren't, but she insisted her trades were based on information she had that the market did not.

Ben Glisan Jr., former Enron treasurer and chief architect of the Raptors, pleaded guilty in September 2003 to conspiracy for developing the entities to help manipulate Enron's books. He is serving a five-year prison sentence, and prosecutors said Wednesday he is expected to testify against Lay and Skilling next week.

Watkins has been publicly critical of Skilling. Her memo to Lay said he had to have known what was coming for Enron to resign so unexpectedly from a "dream job" he'd sought for a decade. She acknowledged Wednesday that she had never discussed such issues with Skilling.

She said she has some speeches lined up for next month, and in such talks has called Fastow an assassin under orders from Skilling.

"If this jury were to acquit, your source of income would dry up, wouldn't it?" Skilling lawyer Ron Woods asked.

"I would still be hired to talk about the leadership failures of Enron," she replied. "It's not relevant to me at all if they are convicted in this court."

Watkins said her job prospects outside Enron seemed bright until Enron came under fire in late 2001. She learned in February 2002 that the company sought legal advice on the consequences of firing her two days after her meeting with Lay.

"It was very shocking," she testified.

Watkins remained employed by Enron until November 2002, almost a year after the company sought bankruptcy protection - and after she had begun giving speeches.

Earlier in the day, the company's former head of risk and research, Vince Kaminski, testified he tried to do his job in telling top executives when he believed Enron conducted risky business.

But his criticism in 1999 of a partnership backed by Enron stock got him pushed out of the company's risk squad by Chief Executive Jeffrey Skilling. Kaminski thought the partnership overflowed with conflicts of interest because it was run by Chief Financial Officer Andrew Fastow.

The next time he spoke up, at an October 2001 management meeting headed by Enron founder Kenneth Lay weeks before the company imploded, he was cut off. He then got a call from a human resources executive, which made Kaminski fear being fired.

"You weren't fired, were you Mr. Kaminski?" federal prosecutor Sean Berkowitz asked Tuesday at the fraud and conspiracy trial of Lay and Skilling.

"Eventually, everybody was fired," Kaminski replied somberly, referring to the collapse and loss of thousands of jobs at the Houston-based energy trading company where he worked nearly 10 years.

Under cross-examination by Lay attorney Bruce Collins, Kaminski, 58, acknowledged that while he had a business degree, he was not an accountant and not an accounting expert.

"I think I had a duty to act to the best of my abilities and voice my concerns," the mathematician and economist said of his criticisms, including an Oct. 2, 2001, e-mail to an auditor at Arthur Anderson, Enron's accounting firm. In the note, he sarcastically reminded the auditor of what he called "Accounting 001: One cannot eat the cake and have it too."

When Collins reminded him he was not addressing accounting students in the note, Kaminski replied: "Maybe in some occasions they needed some remedial accounting classes, just have some common sense ... At the same time this was a firm in recent years that had a series of professional lapses that were well publicized."

With a mandate he viewed as making certain Enron "was not taking excessive reckless risk," Kaminski said his cool reaction in June 1999 to the Fastow-run partnership LJM1 earned him a phone call from Skilling.

"Mr. Skilling told me that he decided to transfer my group," he recalled. "He said he received complaints about the work of my group, specifically my group acted more like cops, preventing people from executing transactions instead of helping them."

Two years later his team, which had been moved from risk assessment to Enron's trading division, was asked to assess the value of financial structures known as Raptors. Like LJM1, they were similarly backed by Enron stock and used to lock in gains while keeping hundreds of millions of dollars in debt off the energy company's books.

"In my view they were based on the same flawed principles as the first LJM transaction I had looked at in June 1999," he said.

Kaminski refused to bless the unwinding procedure. He said he told former Chief Risk Officer Rick Buy: "I'm not going to sign off, even if I'm going to be fired."

He felt just as strongly at an Oct. 22, 2001, meeting of Enron executives, headed by Lay.

"I felt the company was threatened and I had a duty to speak up," Kaminski said.

When Lay turned the conversation to Fastow and reports that questioned his integrity, Lay said the company's board was "fully united" behind Fastow.

"I told him I'm in a terrible position of having to disagree with you," Kaminski said, which Lay said was fine.

"And I said I believe what Andy Fastow did was not only improper but terminally stupid, and what Enron should do at this point is come clean."

He said his then-boss, trading division head Greg Whalley, gently pushed him from the podium.

"I probably said too much for his comfort," Kaminski said.

The trial recessed until Monday after Watkins was released because prosecutors had scheduling conflicts with upcoming witnesses.

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Enron whistleblower tells of 'crooked company'

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updated 2006-03-16T00:46:34 The former Enron executive who privately warned company founder Kenneth Lay of impending financial doom in the fall of 2001 had another critical meeting with him Wednesday - as well as with former Chief Executive Jeffrey Skilling, a jury and a phalanx of lawyers in their fraud and conspiracy trial.

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Continuously planning to solve the future need of merchandise for Black Friday and Cyber Monday

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Walmart's Black Friday strategy this year? No (or at least fewer) gimmicks

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Walmart has ordered more merchandise to make sure it does not run out of stock on Black Friday, its latest move to win holiday shoppers.

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SWOT {Strength, Weakness, Opportunity, and Threat}

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SWOT {Strength, Weakness, Opportunity, and Threat}

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Determine a business plan

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Company Background

Name

McDonald's Corporation

Logo

Industries served

Restaurants (McDonald's, McCafé, McExpress, McStop)

Geographic areas served

Worldwide (36,899 restaurants in 120 countries)

Headquarters

Oak Brook, Illinois, United States

Current CEO

Steve Easterbrook

Revenue (US$)

24.622 billion (2016) 3.1% decrease over 25.413 billion (2015)

Profit (US$)

4.687 billion (2016) 3.5% increase over 4.529 billion (2015)

Employees

375,000 (2017)

Main Competitors

Burger King Worldwide, Inc., Darden Restaurants, Inc., Doctor's Associates, Inc. (Subway), Domino's, Inc., Dunkin' Brands Group, Inc., Yum! Brands, Inc. (KFC), Starbucks Corporation, Wendy's Company and many other restaurant chains.

McDonald's Corporation's business overview from the company's financial report:

" General

The Company operates and franchises McDonald's restaurants, which serve a locally-relevant menu of quality food and drinks sold at various affordable price points in more than 100 countries. McDonald's global system is comprised of both Company-owned and franchised restaurants. McDonald's franchised restaurants are owned and operated under one of the following structures - conventional franchise, developmental license or affiliate. The business relationship between McDonald's and its independent franchisees is of fundamental importance to overall performance and to the McDonald's Brand. This business relationship is supported by an agreement that requires adherence to standards and policies essential to protecting our brand.

The Company views itself primarily as a franchisor, with the vast majority of McDonald's restaurants (approximately 85%) owned and operated by independent franchisees. Franchising enables an individual to own a restaurant business and maintain control over personnel, purchasing, marketing and pricing decisions, while also benefiting from the strength of McDonald's global brand, operating system and financial resources.

Conventional franchisees contribute to the Company's revenue stream through the payment of rent and royalties based upon a percent of sales. The conventional franchise arrangement typically lasts 20 years, and franchising practices are generally consistent throughout the world. Over 70% of franchised restaurants operate under conventional franchise arrangements.
Products
McDonald's restaurants offer a substantially uniform menu, although there are geographic variations to suit local consumer preferences and tastes. In addition, McDonald's tests new products on an ongoing basis.

McDonald's menu includes hamburgers and cheeseburgers, several chicken sandwiches, wraps, french fries, salads, oatmeal, shakes, desserts, sundaes, soft serve cones, pies, soft drinks, coffee and other beverages. In addition, the restaurants sell a variety of other products during limited-time promotions.

McDonald's restaurants in the U.S. and many international markets offer a full or limited breakfast menu.

Quality, choice and nutrition are increasingly important to our customers and we are continuously evolving our menu to meet our customers' needs.
Customers
The Company's business is not dependent upon either a single customer or small group of customers."[1]

McDonald's SWOT Factors

Strengths

1. The second-largest restaurant network serving customers in more countries than any other competitor in fast-food industry

As of 2017, McDonald's operates the second-largest restaurant network in the world. In total, the company and its franchisees operate 36,899 restaurants in 120 countries.

Source: The respective Companies' financial reports and official websites [1][2][3][4][5]

In terms of sales, McDonald's outrivals any other QSR chain in the world with US$24.622 billion in sales in 2017 alone. The sheer size of the company's restaurant network is a strength that provides many advantages over competitors, including:

Economies of scale. The company can share its fixed costs over many restaurants locations, which makes McDonald's one of the cheapest places to eat at.

Huge gains from implementing best practices. The company can identify better ways of performing tasks, managing restaurants or hiring new employees and can achieve huge gains by implementing these best practices in its vast network of restaurants.

Market power over suppliers and competitors. Due to its size, McDonald's can exercise its market power over suppliers by requiring lower prices from them. The company clearly demonstrates this with The Coca Cola Company. Because of McDonald's and The Coca Cola Company's agreement, no other restaurant chain can sell Coca Cola drinks for lower prices than McDonald's, even if it means losing the business to PepsiCo. The Coca Cola Company could easily get out of such agreement if McDonald's wouldn't be so huge and would generate less income for The Coca Cola Company.
McDonald's can also use its size to affect the competition by underpricing some of its items or driving them out of the best locations.

Wide audience reach. McDonald's restaurant network allows the chain to reach more customers than most of its rivals could reach. According to the Company's CEO[6], in five of its largest markets, 75% of population lives within 3 miles of McDonald's restaurants. Wide audience reach does not only help the company to target more customers and increase brand awareness, but also to introduce new services, such as home delivery.

2. The most recognizable brand in restaurant industry

McDonald's opened its first restaurant in 1940.[7] Since then, the company has become the world's largest restaurant chain in terms of revenue with the most recognizable brand in the market. According to Forbes[8] and Interbrand[9], McDonald's brand is 9th and 12th most valuable brand in the world, worth US$40.3 billion and US$39.381 billion, respectively. No other restaurant brand, except Starbucks, is included in the list of the top 50 most valuable brands.

The brand value is closely related to the brand recognition and reputation. Usually, the more valuable a brand is the better it is recognized worldwide. McDonald's, which operates in 120 countries, where billions of people live, enjoys some of the greatest brand awareness among all global corporations. Only KFC operates in more countries (128)[4] than McDonald's and can compare in brand awareness with it. Brand awareness also helps to introduce new products or sell the current ones faster as the company needs to spend less money on advertising.

While, McDonald's reputation has suffered a lot during the years, the company is still recognized for its innovations in fast-food industry and the American business values it brings to other countries.

Figure 2. McDonald's brand value 2000-2016

Source: Interbrand [9][10][11][12][13]

Few direct competitors have such a valuable and recognizable brand, which strengthens the company.

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Name McDonald's Corporation Logo Industries served Restaurants (McDonald's, McCafé, McExpress, McStop) Geographic areas served Worldwide (36,899 restaurants in 120 countries) Headquarters Oak Brook, Illinois, United States Current CEO Steve Easterbrook Revenue (US$) 24.622 billion (2016) 3.1% decrease over 25.413 billion (2015) Profit (US$) 4.687 billion (2016) 3.5% increase over 4.529 billion (2015) Employees 375,000 (2017) Main Competitors Burger King Worldwide, Inc., Darden Restaurants, Inc., Doctor's Associates, Inc.

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Learning how to apply each function to become a successful manager

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What Is a Multinational Corporation (MNC)?

A multinational corporation (MNC) has facilities and other assets in at least one country other than its home country. A multinational company generally has offices and/or factories in different countries and a centralized head office where they coordinate global management. These companies, also known as international, stateless, or transnational corporate organizations tend to have budgets that exceed those of many small countries.

Key Takeaways

How a Multinational Corporation (MNC) Works

A multinational corporation, or multinational enterprise, is an international corporation that derives at least a quarter of its revenues outside its home country. Many multinational enterprises are based in developed nations. Multinational advocates say they create high-paying jobs and technologically advanced goods in countries that otherwise would not have access to such opportunities or goods. However, critics of these enterprises believe these corporations have undue political influence over governments, exploit developing nations, and create job losses in their own home countries.

The history of the multinational is linked with the history of colonialism. Many of the first multinationals were commissioned at the behest of European monarchs in order to conduct expeditions. Many of the colonies not held by Spain or Portugal were under the administration of some of the world's earliest multinationals. One of the first arose in 1600: The East India Company, founded by the British. It was headquartered in London, and took part in international trade and exploration, with trading posts in India.﻿﻿ Other examples include the Swedish Africa Company, founded in 1649,﻿﻿ and the Hudson's Bay Company, which was incorporated in the 17th century.﻿﻿

Types of Multinationals

There are four categories of multinationals that exist. They include:

A decentralized corporation with a strong presence in its home country.

A global, centralized corporation that acquires cost advantage where cheap resources are available.

A global company that builds on the parent corporation's R&D.

A transnational enterprise that uses all three categories.

There are subtle differences between the different kinds of multinational corporations. For instance, a transnational-which is one type of multinational-may have its home in at least two nations and spread out its operations in many countries for a high level of local response. Nestlé S.A. is an example of a transnational corporation that executes business and operational decisions in and outside of its headquarters.﻿﻿

Meanwhile, a multinational enterprise controls and manages plants in at least two countries. This type of multinational will take part in foreign investment, as the company invests directly in host country plants in order to stake an ownership claim, thereby avoiding transaction costs. Apple Inc. is a great example of a multinational enterprise, as it tries to maximize cost advantages through foreign investments in international plants.

According to the Fortune Global 500 List, the top five multinational corporations in the world as of 2019 based on consolidated revenue were Walmart ($514 billion), Sinopec Group ($415 billion), Royal Dutch Shell ($397 billion), China National Petroleum ($393 billion), State Grid ($387 billion).﻿﻿

Advantages and Disadvantages of Multinationals

There are a number of advantages to establishing international operations. Having a presence in a foreign country such as India allows a corporation to meet Indian demand for its product without the transaction costs associated with long-distance shipping.

Corporations tend to establish operations in markets where their capital is most efficient or wages are lowest. By producing the same quality of goods at lower costs, multinationals reduce prices and increase the purchasing power of consumers worldwide. Establishing operations in many different countries, a multinational is able to take advantage of tax variations by putting in its business officially in a nation where the tax rate is low-even if its operations are conducted elsewhere. The other benefits include spurring job growth in the local economies, potential increases in the company's tax revenues, and increased variety of goods.

A trade-off of globalization -the price of lower prices, as it were-is that domestic jobs are susceptible to moving overseas. This suggests that it's important for an economy to have a mobile or flexible labor force so that fluctuations in economic temperament aren't the cause of long-term unemployment. In this respect, education and the cultivation of new skills that correspond to emerging technologies are integral to maintaining a flexible, adaptable workforce.

Those opposed to multinationals say they are ways for corporations to develop a monopoly (for certain products), driving up prices for consumers, stifling competition, and inhibiting innovation. They are also said to have a detrimental effect on the environment because their operations may encourage land development and the depletion of local (natural) resources.

The introduction of multinationals into a host country's economy may also lead to the downfall of smaller, local businesses. Activists have also claimed that multinationals breach ethical standards, accusing them of evading ethical laws and leveraging their business agenda with capital.

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A multinational corporation (MNC) has facilities and other assets in at least one country other than its home country. A multinational company generally has offices and/or factories in different countries and a centralized head office where they coordinate global management.

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Developing strategies to keep ahead of the competition

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The two ebook reader giants are at it again. With the release of Amazon's latest reader, the Kindle Oasis, the company aims to stratify the field with a $290 price point. Although a slew of new features and a killer design will justify the price for some, the eyebrow-raising jump in cost may dissuade some potential buyers. Barnes & Noble, however, chose functionality over funds with the Nook Glowlight Plus, which is certified to meet the IP67 standard for water and dust-resistance. Let's compare the two to see which is best for you.

Back in 2013, when Amazon went head-to-head against Barnes & Noble, the Kindle Paperwhite came out on top. Can the device's spiritual successor hold the throne, or will the Glowlight Plus snatch victory away? Check out the detailed spec comparison below and decide for yourself.

Kindle Oasis

Nook Glowlight Plus

Display
6-inch Amazon Paperwhite touchscreen with E Ink Carta and built-in backlight

6-inch E ink monochrome touchscreen with built-in backlight

Availability
Shipping June 7 - Amazon

Available now - Amazon, Barnes & Noble

DT Review 4 out of 5 stars
N/A

Design and Usability

In terms of design, the Oasis truly is a cool, refreshing, refuge in a sandy desert of homogenous ebook readers. The Oasis boasts an unusual design, with a thin black bezel that runs the length of one side and creates a space for the return of page-turning buttons on the other side. The buttons and light weight of the Oasis make it the best ebook reader for reading one-handed.

The wide part of the bezel is also the thickest part of the Kindle - if you could call 8.5 millimeters "thick." The other side of the reader is ridiculously thin, and measures a mere 3.4 millimeters, which is about half as thick as an iPhone 6. The Oasis is also incredibly light at just 4.6 ounces, though the leather charging case tacks on an additional 3.8 ounces. It's comfortable to hold and feels undeniably premium.

The release of the Nook Glowlight saw Barnes & Noble do away with the physical page-turning buttons, a choice that remains present on the Glowlight Plus. The Plus, which is clad in a brushed aluminum shell, is also substantially heavier than the naked Kindle, weighing in at 7.2 ounces. The cream-colored bezel is a nice touch, though, and it's designed to emulate the off-white color of physical pages.

The bezel has a slightly rough texture to it, so that it won't slip from your grasp, and the metal back makes it feel almost like an iPad. It is wider than the Kindle and looks more like a traditional ebook reader with its wide bezels. The absence of page turning buttons will also count against it for some.

The Glowlight Plus, however, isn't just built for couch-bound bookworms. The entire device is IP67-certified, meaning it's built to withstand both water and dust. So, ironically, if you're planning on taking your ebook reader to a literal oasis, you'll want to stick with the Nook.

Although the Nook is waterproof, Amazon's Kindle Oasis wins this contest with its revolutionary new design, easy-to-use page turning buttons, and crisp screen.
Winner: Kindle Oasis
Performance & Features

Though both readers come loaded with a host of tools to make your reading experience better, the Kindle still holds the upper hand in terms of software functionality. Returning on the Oasis is Amazon's X-Ray technology, which allows readers to highlight a word or phrase and search the rest of the text for relevant copy.

The Oasis also automatically displays definitions above complicated words to streamline your experience, and just in case you end up needing to check the dictionary, the device saves your search inquiries in a Dictionary Builder and even allows you to quiz yourself with digital flash cards. The device also translates highlighted passages into a laundry list of different languages.

The Glowlight Plus is the first Nook to include B&N Readouts, a program cooked up to give you something enjoyable to read, no matter how much time you have on your hands. Readouts utilizes the data that the Barnes & Noble store has collected about your reading preferences in order to present you with free access to select passages, from any number of different books and publications.

One of the biggest advantages the Glowlight holds over the Kindle family is the fact that it's compatible with ePub files, meaning you can easily borrow books from local libraries. The Kindle is designed largely to use its own custom file type, which is fairly limiting - though Amazon's selection of available titles available still dwarfs B&N's. Thankfully, both readers are capable of viewing PDF files.

Though the Kindle Paperwhite featured a light sensor that automatically adjusted the screen brightness based on the surrounding ambient light, the Oasis returns to a manual brightness slider. Same goes for the Glowlight Plus. The Kindle's screen does look crisper than the Nook's, though, and its battery lasts two weeks longer, if you've got the cover on.
Winner: Kindle Oasis
Models, Pricing, and Ads

There is only one Nook GlowLight Plus model. It costs $130.

The Kindle Oasis is set to have two models - one with 3G connectivity and one that's limited to Wi-Fi. The base cost for the Wi-Fi model is an extravagant $290, and the 3G service model comes in at a cool $360. The base cost for both includes "Special Offers," however, which amount to advertisements on the lock screen and within the main interface. To remove the ads, you have to pay an extra $20.

Spending $130 on an ebook reader is a good investment. Spending $290-$380 on an ebook reader is a statement - one that most people can't afford to make. Based on price alone, the Nook wins, though, personally, we think that if you're going to buy an ebook reader to last you for the next 5-7 years, you'll want that Kindle Oasis.
Winner: Nook Glowlight Plus
Conclusion

In 2013, when we pitted the OG Nook Glowlight against the Kindle Paperwhite in an epic ebook reader encounter, the Paperwhite came out on top as a result of its higher resolution, deeper list of features, and cleaner design. Three years - and one model - later, Kindle still holds the upper hand in terms of software functionality and ergonomic design. However, Barnes & Noble's decision to outfit the Nook Glowlight Plus with a more rugged design is a step in the right direction, and signals the company's intent to target a slightly different audience than Amazon (bathtub readers, we're looking at you).

On top of that, the enormous price gap between the Oasis and the Glowlight Plus is impossible to overlook. In terms of value, it would probably be more reasonable to compare the Glowlight Plus with the Kindle Paperwhite. Despite the Kindle's obvious advantages, $150 is too big of a discrepancy to ignore.

For that reason, we'll recommend the GlowLight Plus to those who want a waterproof ebook reader for a reasonable price, though the Kindle Paperwhite is a solid option for those who want a Kindle, but can't afford the Oasis. However, if you really want to get the best ebook reader ever made and you have $300 to spare, the Oasis is the best ebook reader you can possibly buy.
Buy Kindle Oasis on Amazon Buy Nook Glowlight Plus on Amazon

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Kindle Oasis vs. Nook Glowlight Plus: Let them fight

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The two ebook reader giants are at it again. With the release of Amazon's latest reader, the Kindle Oasis, the company aims to stratify the field with a $290 price point. Although a slew of new features and a killer design will justify the price for some, the eyebrow-raising jump in cost may dissuade some potential buyers.

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1. Deliver WOW Through Service

2. Embrace and Drive Change

3. Create Fun and A Little Weirdness

4. Be Adventurous, Creative, and Open-Minded

5. Pursue Growth and Learning

6. Build Open and Honest Relationships With Communication

7. Build a Positive Team and Family Spirit

8. Do More With Less

9. Be Passionate and Determined

10. Be Humble

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No results for About zappos culture - Search Zappos.com

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Free shipping BOTH ways on about zappos culture, from our vast selection of styles. Fast delivery, and 24/7/365 real-person service with a smile. Click or call 800-927-7671.

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Understanding that human resources is there to protect the company not the employee
What Human Resources Managers Do

Human resources managers often coordinate the work of a team of specialists.

Human resources managers plan, direct, and coordinate the administrative functions of an organization. They oversee the recruiting, interviewing, and hiring of new staff; consult with top executives on strategic planning; and serve as a link between an organization’s management and its employees.

Duties

Human resources managers typically do the following:

Plan and coordinate an organization’s workforce to best use employees’ talents

Link an organization’s management with its employees

Plan and oversee employee benefit programs

Serve as a consultant with other managers advising them on human resources issues, such as equal employment opportunity and sexual harassment

Coordinate and supervise the work of specialists and support staff

Oversee an organization’s recruitment, interview, selection, and hiring processes

Handle staffing issues, such as mediating disputes and directing disciplinary procedures

Every organization wants to attract, motivate, and keep qualified employees and match them to jobs for which they are well-suited. Human resources managers accomplish this aim by directing the administrative functions of human resources departments. Their work involves overseeing employee relations, securing regulatory compliance, and administering employee-related services such as payroll, training, and benefits. They supervise the department’s specialists and support staff and make sure that tasks are completed accurately and on time.

Human resources managers also consult with top executives regarding the organization’s strategic planning and talent management issues. They identify ways to maximize the value of the organization’s employees and ensure that they are used as efficiently as possible. For example, they might assess worker productivity and recommend changes to the organization’s structure to help the organization meet budgetary goals.

Some human resources managers oversee all aspects of an organization’s human resources department, including the compensation and benefits program and the training and development program. In many larger organizations, these programs are directed by specialized managers, such as compensation and benefits managers and training and development managers.

The following are examples of types of human resources managers:

Labor relations directors, also called employee relations managers, oversee employment policies in union and nonunion settings. They draw up, negotiate, and administer labor contracts that cover issues such as grievances, wages, benefits, and union and management practices. They also handle labor complaints between employees and management, and they coordinate grievance procedures.

Payroll managers supervise the operations of an organization’s payroll department. They ensure that all aspects of payroll are processed correctly and on time. They administer payroll procedures, prepare reports for the accounting department, and resolve any payroll problems or discrepancies.

Recruiting managers, sometimes called staffing managers, oversee the recruiting and hiring responsibilities of the human resources department. They often supervise a team of recruiters, and some take on recruiting duties when they try to fill high-level positions. They must develop a recruiting strategy that helps them meet the staffing needs of their organization and compete effectively for the best employees.

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Creating an equal balance for the minorities

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Affirmative Action | U.S. Department of Labor

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For federal contractors and subcontractors, affirmative action must be taken by covered employers to recruit and advance qualified minorities, women, persons with disabilities, and covered veterans. Affirmative actions include training programs, outreach efforts, and other positive steps. These procedures should be incorporated into the company's written personnel policies.

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Revamping their image after being knocked down due faulty material

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The roots of Toyota's quality assurance system can be traced back to when Sakichi Toyoda was still building and improving experimental loom models in 1905. Kanegafuchi Spinning Co., Ltd., one of Japan's leading spinning companies at the time, contacted Sakichi to say it was interested in conducting performance tests to compare his automatic broad-width loom with other makes. The performance tests continued for a year, and the results were not so favorable to Sakichi's looms, perhaps because he had entrusted the building and pre-testing to other companies.
Sakichi reflected on the causes of the poor results by writing: "You can't be creative and complete a piece of work unless, above all, you work on the construction yourself, attend carefully to every single detail, and experiment over and over again. And you must never leave the production to anyone else. These are the lessons I learned from experience, and they should be minded." After that, Sakichi conducted all his own tests without relying on others and successfully developed a broad-width automatic power loom in 1908.

His approach to quality assurance would be reapplied when Toyota Motor Co., Ltd. decided in the early 1960's to implement Total Quality Control (TQC) activities to solve quality issues early and prevent any reoccurrences. One TQC activity developed by the Service Division of Toyota Motor Sales Co., Ltd. (TMS) in March 1969 was the "Toyota Customer Follow-up System," which recorded customers' addresses, names, car histories, vehicle problems, and repair locations onto cards. This system enabled TMS to classify, sort, and organize customer information, while at the same time address quality issues promptly when necessary.

Due to the implementation of TQC activities, the quality of Toyota's products improved. Toyota's awareness about the importance of safety and product quality, as well as their corporate social responsibility, was further strengthened when a vehicle recall system was instituted in the U.S. in January 1968. While automakers were not required to make public announcements about recalls, news soon reached Japan that some Japanese and European automakers in the U.S. were quietly recalling defective vehicles and repairing them. This prompted the Ministry of Transport in Japan to establish a recall system of its own in June 1969, obliging automakers to publicly disclose defective cars.

That same month, then Toyota Motor Co., Ltd. (TMC) President Eiji Toyoda sent an internal message to all TMC associates asking them to learn from the recall issue, while then TMS President Shotaro Kamiya issued a memo to all TMS associates calling for a return to the Customer First principle and renewed efforts in regaining customers' trust in Toyota. TMC and TMS also held joint meetings and agreed to gather accurate market information, check defects at each production process, improve production process control and carry out stricter inspections in order to eliminate the manufacture of defective products.

Since implementing these safeguards into the Toyota Production System, the quality and reliability of Toyota-made vehicles improved greatly in the succeeding years.

End

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Toyota Global Site | The Evolution of Toyota's Quality Assurance System

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The roots of Toyota's quality assurance system can be traced back to when Sakichi Toyoda was still building and improving experimental loom models in 1905. Kanegafuchi Spinning Co., Ltd., one of Japan's leading spinning companies at the time, contacted Sakichi to say it was interested in conducting performance tests to compare his automatic broad-width loom with other makes.

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Adjusting to new culture, work ethic and atmosphere

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International PEO by Velocity Global - Hire Overseas Today

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International PEO is a method of hiring employees in other countries with a light footprint; no having to establish or maintain a foreign entity.

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This can be helpful in my life daily

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Organizing is the process of establishing orderly uses for all resources within the management system.

Here, Orderly signifies the emphasis on the attainment of management system objectives and assist managers not only in making objectives apparent but in clarifying which resources will be used to attain them.

IMPORTANCE OF ORGANIZING:

The organizing function is extremely important to the management system because it is the primary mechanism mangers use to activate plans.

Organizing creates and maintains relationships between all organizational resources by indicating which resources are to be used for specified activities and when,where, and how they are to be used.

A thorough organizing efforts helps managers to minimize costly weaknesses, such as duplication of effort and idle organizational resources.

If there were to be an organizing department, it's responsibilities will include:

Reorganization plans that make the management system more effective and efficient.

Plans to improve managerial skills to fit current management system Needs.

An advantageous Organizational climate within the Management System.

Henri Fayol developed 16 general guidelines for organizing resources:

1. Judiciously prepare and execute the operating plan.

2. Organize the human and material facets so that they are consistent with objectives, resources and requirements of the concern.

3. Establish a single component, energetic guiding authority i.e. a Formal Management Structure.

4. Co-ordinate all activities and efforts.

5. Formulate clear, distinct and precise decisions.

6. Arrange for efficient selection so that each department is headed by a component, energetic manager and all employees are placed where they can render the greatest service.

7. Define duties.

8. Encourage initiative and responsibility.

9. Offer fair and suitable rewards for services rendered.

10. Make use of sanctions against faults and errors.

11. Maintain discipline.

12. Ensure that individual interests are consistent with the general interests of the organization.

13. Recognize the Unity of Command.

14. Promote both material and human coordination.

15. Insitute and Effect Controls.

16. Avoid regulations, red tape and (excessive) paper work.

5 Step Organizing Process:

1. Reflect on Plans and Objectives.

2. Establish major Tasks.

3. Divide major tasks into subtasks

4. Allocate resources and directives for subtasks.

5. Evaluate the results of implemented organizing strategy.

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ORGANIZING - 16 General guidelines by Henri Fayol

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Organizing is the process of establishing orderly uses for all resources within the management system. Here, Orderly signifies the emphasis on the attainment of management system objectives and assist managers not only in making objectives apparent but in clarifying which resources will be used to attain them.

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The implementation of the 10 decisions of operations management

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Whole Foods Market addresses the 10 decisions of operations management (OM) through its high quality standards. Whole Foods Market's corporate social responsibility efforts also relate with these strategic decisions. The 10 decisions of operations management are the strategic directions that a firm must take for the different areas of its business. In Whole Foods Market's case, these 10 decisions are integrated in the company's various policies and programs, such as the Whole Trade Guarantee program. With its leadership position in the health food store chain industry, Whole Foods Market is an example of the successful implementation of operations management decisions.
The 10 decisions of operations management relate with Whole Foods Market's continued growth and high productivity. The principles of operations management apply to global supply chain management and location strategy, among other areas of Whole Foods Market's business.
Whole Foods Market's Operations Management, 10 Decision Areas

1. Design of Goods and Services. Whole Foods Market addresses this strategic decision area of operations management by focusing on high standards. The company is known for high quality standards, such as the Whole Trade Guarantee used for certifying suppliers' sustainability and fair labor practices. This emphasis on high quality is aligned with Whole Foods Market's premium pricing strategy.

2. Quality Management. Whole Foods Market uses various programs and standards to ensure quality in its business. For example, the company uses proper labeling for organic and GMO-containing products. High quality goods are a reflection of Whole Foods Market's effectiveness in addressing this strategic decision area of operations management.

3. Process and Capacity Design. Process efficiency, capacity utilization, and cost effectiveness are among the major concerns in this strategic decision area of operations management. In this regard, Whole Foods Market uses a decentralized approach to product sourcing. However, the firm also applies corporate standards in all business areas.

4. Location Strategy. Whole Foods Market addresses this strategic decision area of operations management through stores in urban centers. Most of the firm's stores are in cities. Also, Whole Foods Market maximizes its location strategy by using its website and app to reach target customers.

5. Layout Design and Strategy. Applying this strategic decision area of operations management requires optimizing materials, human resources and business information use. In this regard, Whole Foods Market's strategy is to exhibit an ambiance of quality and convenience in its stores. In its supply facilities, the company's strategy emphasizes efficiency and maximum space utilization.

6. Job Design and Human Resources. Whole Foods Market addresses this strategic decision area of operations management by focusing on teams. The entire organization is composed of teams to facilitate collaboration. This focus on teams aligns with Whole Foods Market's organizational culture.

7. Supply Chain Management. This strategic decision area of operations management involves integrating the supply chain with the other areas of the business. Whole Foods Market does so through the Whole Trade Guarantee, which prioritizes suppliers with acceptable sustainability and fair labor practices. This approach enables Whole Foods Market to match supply with the quality standards used in its stores.

8. Inventory Management. Whole Foods Market addresses this strategic decision area of operations management through decentralized stocking. For instance, each store decides when and what to purchase from suppliers, based on store performance and local market conditions. Through this decentralized approach, Whole Foods Market maximizes flexibility of its inventory to satisfy varying market demands.

9. Scheduling. The main concerns in this strategic decision area of operations management are short-term and long-term schedules of facilities and human resources. To address these concerns, Whole Foods Market uses team-based scheduling to optimize team capacity and productivity even when changes in schedules are made.

10. Maintenance. Whole Foods Market maintains its facilities through store personnel as well as dedicated maintenance teams for this strategic decision area of operations management. Whole Foods Market also maintains high-functioning teams through a team-based approach to recruitment where employees select their team members.

Measures of Productivity at Whole Foods Market

Whole Foods Market now has an international business, which indicates an increasing set of criteria or measures of productivity. However, the following are some notable productivity measures used in Whole Foods Market's operations management:

1. Stockout rate (productivity of inventory processes)

2. Yield per time (productivity of supply chain and suppliers)

3. Transactions per time (productivity of store personnel)

References

Liu, S., & Jiang, M. (2011). Providing Efficient Decision Support for Green Operations Management: An Integrated Perspective. INTECH.

Najdawi, M. K., Chung, Q. B., & Salaheldin, S. I. (2008). Expert systems for strategic planning in operations management: a framework for executive decisions. International Journal of Management and Decision Making, 9(3), 310-327.

Verdaasdonk, P. (1999). Defining an information structure to analyse resource spending changes of operations management decisions. Production Planning & Control, 10(2), 162-174.

Verdaasdonk, P., & Wouters, M. (2001). A generic accounting model to support operations management decisions. Production Planning & Control, 12(6), 605-620.

Whole Foods Market (2015). Our Whole Trade Guarantee - Whole Foods Market.

Whole Foods Market (2015). Quality Standards - Whole Foods Market.

Whole Foods Market (2015). We Create Ongoing Win-Win Partnerships With Our Suppliers - Whole Foods Market.

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Whole Foods Market: Operations Management, 10 Decisions, Productivity - Panmore Institute

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Whole Foods Market addresses the 10 decisions of operations management (OM) through its high quality standards. Whole Foods Market's corporate social responsibility efforts also relate with these strategic decisions. The 10 decisions of operations management are the strategic directions that a firm must take for the different areas of its business.

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Be able to analyze risks

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Communication is key to the success of the business

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While writing is important, it's really the focus on verbal skills that makes the difference when it comes to leadership. That's because the written word primarily appeals to reason and logic, however, speaking appeals to logic and reason, AND arouses emotions, motivates and persuades.

First Published June 21, 2014. Last Update: January 21, 2017.

"The single biggest problem in communication is the illusion that it has taken place." - George Bernard Shaw

This page lists 6 interpersonal communication skills essential in being able to influence and conducting interviews. You might say that an interview consists of doing all of these six really well.

Mastering NONVERBAL communication

Learning TWO-WAY COMMUNICATION techniques

Choosing the type of LISTENING most appropriate to the situation.

Using relevant of QUESTIONS

Developing sound RELATIONSHIPS.

INTERVIEWING (which consists of elements of the above)

Effective leaders realize early in life that they must continually improve communication skills. Failure to do so means you can never execute on complex leadership styles or success models such as John Wooden's Pyramid.

Your Interpersonal communication abilities form the basis both for personal and professional relationships. Not only that, but employers have been saying for years they want employees with stellar communication skills.

Despite it importance, few people spend the time to really understand it or to improve the component skills of interpersonal communication (see the list below). So you might way, the competition is weak.

Still, at some point in climbing the organizational latter, your skills in this area will either make you or break you. Make the investment in interpersonal communication skills, it will pay off many times over . For example, having lousy interpersonal communication skills typically keeps the unemployed from getting a job when they bomb the interview.

This video is about principles of communication and how those communication principles impact our thinking. For example, what are the implications of calling someone a loser? And can you not, not communicate?

You might ask, what is interpersonal communication ? It simply involves sending a message between two people. Looks pretty simple on the diagram below, but the art is in the practice.

"Wise men talk because they have something to say; fools, because they have to say something." - Plato

"The mind is like a TV set, when it goes stops working, it is a good idea to shut off the sound." - Unknown

A little girl and a little boy were at day care one day. The girl approaches the boy and says, "Hey Stevie, wanna play house?" He says, "Sure! What do you want me to do?" The girl replies, "I want you to communicate." He says to her, "that word is too big. I have no idea what it means." The little girl smirks and says, "Perfect. You can be the husband

Interpersonal communication is the skill set used between two individuals, with one acting as a sender and the other acting as a receiver. Surprisingly, even this relatively simple form of communication is fraught with many types of problems.

Problems include a number of encoding and decoding biases on both the sender and the receiver side. But individuals will also choose the wrong medium, fail to solicit feedback and so on.

This communication skill process is conceptually rather simple, having just two individuals-done acting as a sender and the other acting as a receiver. Besides that, you have a couple of hidden mental processes known as encoding and decoding.

Selection of the medium is another important consideration. In today's large organizations, you commonly see individuals sending an email, when they should pick up the telephone.

Last but not least, don't underestimate the importance of feedback. Its one of the most important interpersonal communication processes, but one that typically operates nonverbally and thus out of conscious awareness.

The verbal and nonverbal elements of Interpersonal communication appear to be simple, it has a surprising number of variations. For example, interpersonal communication can be two-way or one-way. If it's one way, it is sender dominated. The receiver is very passive, in many case, faking it with an occasional acknowledgment statement. In fact, a receiver doesn't even have to even say anything, they can simply nod from time to time. Faking it comes in handy since one doesn't have to pay attention to a boring person. As one can see, one-way interpersonal communication creates problems and it has sometimes been called passive listening.

Interpersonal Communication Barriers

Surprisingly, even this relatively simple form of interpersonal communication barrers (compared to what is going on in groups anyway) is fraught with many types of barriers. A short list includes:

* Encoding problems on both the sender side

* Decoding biases the receiver side

* Choose the wrong interpersonal communication medium,

* Fail to read feedback, and so on.

But there is a longer list of 17 communication barriers.

Listening: What Excellent Communicators Do Really, Really Well

"Every ass loves to hear himself bray." - Thomas Fuller

"General Eisenhower and I didn't discuss politics or the campaign. Mostly we talked about painting and fishing. But what I remember most about the hour and a half I spent with him was the way he gave me all his attention. He was listening to me and talking to me just as if he hadn't a care in the world, hadn't been through the trials of a political convention, wasn't on the brink of a presidential campaign." - Norman Rockwell, Saturday Evening Post, April 2, 196

Most people are terrible listeners,but they do know how to fake it pretty well. We do this with techniques such as nodding at the right moment, period acknowledgments such as, "Ah" and "Ah, ha," and the classic technique present in the marriage, the "Yes, dear." In fact, we are so good at faking listening, that the average person can't even tell.

Leaders cannot afford to develop a reputation for unskilled listening, it's ruinous. Despite this, one of the more common complaints in many organizations is, "My boss doesn't listen to me."

Listening is important-it's hard work-it's something few people do well. That's because the interpersonal communication skill called listening requires constant mental energy and it easier to fake it. Technically, faking it involves using certain types of acknowledgement signals to give the sender the impression that we are paying attention when we are not.

Plus there are actually different types of listening. For example, you can listen passively, actively, or emphatically. One can listen to memorize or critically listen as a means of logic checking.

This interpersonal communication skill can be improved, but it requires both knowledge and effort. For many years, I actually did this wrong. I hand thought the fundamental problem was a series of barriers. It turned out, the real problem was one of related of limitations of attention. There are five of these.

Serial Information drastically diminishing parallel language processing

Capacity Limitations cause that information overload

Fatigue counteracts vigilance

Short Attentions Spans

Attention is selective - it misses more than it processes

People focus it internal when they should have it external.

So remember the words of Andre Gide, "Everything has been said before, but since nobody listens, we have to keep going back and begin again.

3. Reading The Signs: The Nature of Nonverbal Communication Signals

"A newcomer to a certain summer resort was surprised to find a group of men gathered on the lawn one evening shouting numbers at each other. "Sixteen," one would yell, and all would laugh. "One hundred and thirty-five," another would say, and all would laugh. "Twenty-seven," a third would say, nearly choking with glee, and all would laugh. "Two hundred and three," shouted someone, and this time everyone fell off his chair howling. The laughter continued till some turned blue in the face and had to be pounded to keep them from suffocating. Numbers continued to be called thereafter, and laughter, now more subdued, also continued. Finally the newcomer spoke to one of the men on the fringes and said, "Pardon me, but tell me what's going on." 'Well," said the other, "this group meets every year at this resort, and night after night we swap stories. Naturally, we all know the stories, so we gave them numbers and save time by calling the numbers." The newcomer nodded. "I see. But tell me this. When someone shouted, 'Two hundred and three,' everyone laughed particularly loudly. Why was that?" His informant chuckled. "Kohl Well, you see, that one we had never heard before.

"The most important thing in communication is hearing what isn't said." - Peter F. Drucker

Nonverbal communication contains meaning than what is embedded in the words. Yet, few individuals pay much attention to it and the average person is rather clueless as to what it all means. Part of this confusion stems from cultural differences. While a smile is universal, the meaning attached to other facial expressions is determined by culture.

Besides cultural differences there are many different types of nonverbal communication. These include: artifacts, haptics, kinesics, facial expressions, paralanguage, gestures, osculesics, chronemics, interpersonal distance, and body movements (Tubbs, and Moss, 2006).

As you know, emotions and mostly communicated though voice characteristics and facial expressions. If you don't pay attention to these, it is like having the right eye shut and the left one looking left when it should be looking right. You miss so much.

To make matters worse, many people tend to engage in a form of self-talk. This is a special type of self-talk in which the person speaks, but pays not attention to what to the other person. For example, that classic self-talker really doesn't care whether their words are understood or confusing.

But periodically, they will come out of their mental masturbation to see that you haven't left. And of course you will nod politely. They in-term will think that you agree with everything they have just said. It's not that hard to identify the self-talker, all you have to do is look into the eyes. Besides the problem of self-talk, there are many different types of nonverbal interpersonal communication.

4. Great Minds Know How to Use Questions To Communicate Messages

"He who asks a question is a fool for five minutes; he who does not ask a question remains a fool forever." - Chinese Proverbs

"Any idiot can state opinion as fact, but it takes a creative mind to ask the right questions." - Unknown

For some reason, many executives assume that they have to dominate everyone. This is typically done is through communicating in loud voice with a fast tempo, for a long period of time to prevent someone from being able to speak or ask questions. If a question does get asked, the executive has a fall back position - the two-minute tirade of irrelevancy.

The power of questions can be seen in TV shows where during a trial, the defense attorney or a prosecutor can enhance or destroy a witnesses credibility simply by the using well structure questions.

Without improving this verbal communication skill, effective counseling, therapy and group facilitation is essentially impossible.

Questions are one of the most powerful methods of verifying and extracting information from another. The key is to ask the right question since most people answer them honestly. Many fail to recognize that questions have the power to same goal as persuasive statements. Rather then use statements, it's better to use questions to encourage the person to discover the answer themselves.

Skillful communication with questions is subtle and more indirect. It possesses the additional advantage that the person typically doesn't become defensive as a result of during interpersonal communication.

Without using this interpersonal communication technique, group facilitation is essentially impossible. Other situations such as therapy will suffer as a result.

5. Communication Skills that Build Relationships

"You never get a second chance to make a positive first impression" - American Saying

"When someone's character seems impossible to fathom, observe his friends." - Japanese proverb

 You never get too good at the art of communication. See Which Ones You can Improve

A number of studies over the years have indicated that interviews have a relatively low correlation when it comes to predicting future job performance. Despite this low validity, organizations everywhere make interviews a must pass initiation ritual to access corporate riches.

So while interviews are not that valuable to the hiring agency, they are super important to the job seeker who must act, must project, must skillfully communicate in a way that meets the interviewers criteria for the ideal candidate.

Good interpersonal communication skills produce good relationships-it's are simple and as complex as that. While Americans tend to de emphasize the importance interpersonal communication skills in building relationships due to the use of contracts in business, Other cultures follow a different set of rules.

For cultures in Asia, for example, business doesn't begin until the relationship is sound. So if one has bad communicate skills, if you can't form strong interpersonal relationships, you are like a dentist without a drill.

Additionally, certain types of influence techniques require this use of this set of interpersonal communication techniques. One cannot expectations for example. It has been shown in the psychological research that communicating expectations are incredibly important.

In this area: one uses interpersonal communication to:

6. Interviewing As an Interpersonal Communication Skill Set

Watch Nonverbal Communication. Very few people can receive non-verbal feedback from another. Airport is here lies in being able to read the face of the person you're talking to. You really want to know whether what you're saying is understood or confusing, for example.

You never get too good at the art of communication. See Which Ones You can Improve

Burley-Allen (1995). Listening: The Forgotten Skill. 2nd Edition. Wiley. Another textbook that we often use.

Baron-Cohen, Simon (2004). The Essential Difference: The Truth About the Male and Female Brain. New York: Basic Books.

Bate, Barbara & Taylor (Eds.) (1988). Women Communicating. Norwood, NJ: Ablex

Tannen, Deborah (1991). You Just Don't Understand : Women and Men in Conversati on. This is a classic. It contains many patterns men and women have that lead to miscommunication.

Moss, Stewart, and Tubbs, Sylvia (2006). Human Communication, Principles and Contexts, 11th Edition. New York: Prentice Hall.

http://www.imdb.com/title/tt0116695/Tapscott, Don (1998). Growing Up Digital: The Rise of the Net Generation. New York: McGraw-Hill.

Tubbs, Stewart (2009). Human Communication, Principles and Contexts, 12th Edition. New York: Prentice Hall. This is one of our teaching texts for our online communication classes.

Cool Stuff on Communication

Who said the live of a sports agent is easy? Especially one that this one has an ethics, that caused him to give up and a life in the box for that of an entrepreneur. Most famous line, "Show me the money."

Great show if you want to study the fine art of persuasion or marketing of tobacco products. One gets the impression that working as a lobbyist requires a great deal of fast talking and a really low standard of ethics.

Think You Can Pitch: Creatives Break Down Their Art. One of the better descriptions on the art I have ever run across. Definitely one that's worth listening to.

Communication Skills Test. This site (called Queendom) has many different types of assessments, many offered for free.

This Fast Company article has a number of communication tips - over 55 of them. These form the basis for something called heuristics - the ability to make a good decision based on available.

The Elevator Pitch. We all need a short elevator pitch to explain what we are doing. More art than science, it needs to be practiced.

Borchers, Tim (1999). Interpersonal Communication. Allyn and Bacon. This is a nice overview of interpersonal communication. You will find scholarly views on topics such as: relationship development, self-disclosure, patterns and interpersonal conflict.

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Six Critical Interpersonal Communication Skills

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While writing is important, it's really the focus on verbal skills that makes the difference when it comes to leadership. That's because the written word primarily appeals to reason and logic, however, speaking appeals to logic and reason, AND arouses emotions, motivates and persuades. First Published June 21, 2014.

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Evolution of Informal Groups

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I prefer in-house recruiting because the person is already familiar with the process and procedures of the company

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The ability to recruit the best candidates for senior positions is absolutely essential for any top performing business. But should the crucial task of sourcing and approaching these individuals be entrusted to an in-house recruiting team, or should an outside specialist firm be brought in to help manage the hiring process? Both have their advantages, and here are some of the key points for a firm to consider when deciding whether or not they need to enlist some outside expertise.

Costs

One of the biggest arguments in favour of relying in-house recruitment teams is that it enables you to avoid the cost of a recruitment firm's fees. The upfront costs of a hire do not tell the whole story though, because any savings made in the recruitment stage can easily be nullified if a recruit does not perform as well as expected in their new role. Realising a few months down the line that a mistake has been made and the employee needs to be replaced can be hugely costly for any business, both in terms of time lost and the financial implications of having to go right back to square one of the hiring process.

Of course, a search firm cannot absolutely guarantee that a hire will be successful any more than an in-house team can, but they can bring a great level of expertise and thoroughness to the search, and in this context using outside specialists can in many cases be the more cost-effective route, even if the initial costs are higher.

It's also worth remembering that you only need to pay external firms as and when you need them, whereas keeping a highly skilled in-house team on the books will continue to be a drain on finances even though you may not actually need them all the time.

Industry knowledge

On the face of it the in-house recruiter has an advantage here, because by working internally day in day out, they will have gained an intimate knowledge of their company and its culture, direction and needs. However, while they may know their own company inside out, they may have less of a clear picture of their industry as a whole.

An external recruiter, meanwhile, works closely with a number of companies, and if they are specialists then they will have long-term experience of working within a particular sector. This means that they are likely to have a stronger understanding of what separates one firm from another, and how closely suited a candidate is to a particular firm over another.

Talent

While there are without question many fantastic recruiters working in both the specialist recruiters and in-house environments, the external recruiters tend to get the lion's share of the stand-out performers, largely because of the greater rewards on offer.

Top recruiters looking for the highest possible remuneration will naturally gravitate towards agency roles, where if successful they can potentially earn the kind of six figure incomes that would be impossible in an in-house position. In addition to the financial rewards on offer is the added diversity of work available to the external recruiter, enabling them to have a much more varied workload than would be possible working in-house.

As a result, if you want the best recruiters in their field working on your hires, there is a good chance you will find them working at a top search firm.

Specialism

Where in-house recruiters can have the upper hand on external ones is in situations where there is a large talent pool of suitable candidates to hire from. These kinds of hires may not require any external expertise, as they could be handled just as well by a good internal team.

Where an external search firm is likely to have the most impact is in recruiting for the very top people to fill very senior specialised roles. They have extensive networks to call upon, and are able to quickly identify the top candidates regardless of whether they are openly looking to move on or not. Search firms also have specialists for each type of role (technical, marketing, sales, etc), whereas it is unlikely an internal team could afford that level of specialism, except perhaps at the largest organisations.

Reach

It is also important to remember that identifying a strong list of candidates for any given role is only half of the battle. The next problem comes when reaching out to those top 10% of senior level executives - will they be willing to listen to an offer from an in-house recruiter calling them out of the blue to discuss a position?

External recruiters have the advantage again here, because they have the opportunity to cultivate genuine relationships with candidates, meaning they can approach them and discuss roles with the authority of a trusted advisor.

Whilst they may call people with a specific role in mind, they could in fact have several roles to discuss, or could just be calling to keep up to date with the candidate, finding out what their goals and aspirations are right now. This means that not only will the candidate be willing to pay more attention to the recruiter's call, but also that the recruiter will have a nuanced understanding of the candidate as a person, and will only suggest a role to the candidate if they are convinced they will be able to excel there.

Working together

Of course, while this blog post has set internal and external recruiters in opposition to each other, the truth is that these two parties will often achieve the best results by working together. This could mean having a strong in-house team working with the support of a retained search firm, who act as the 'go-to recruiter' to be called upon whenever some additional expertise is required in sourcing outstanding talent to fill a highly specialised role. Seen in this way, the relationship between internal and external is not that of rivals, but of partners working together towards the common goal of bringing in the very best candidates as swiftly and as cost effectively as possible.
Paul Rayner is the Managing Director of Oakstone Ltd. He has over 25 years experience in global executive recruitment, and specialises in finding talented technology professionals for UK, US and international organisations.

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In-House or Agencies: Who Should Handle Your Recruitment?

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The ability to recruit the best candidates for senior positions is absolutely essential for any top performing business. But should the crucial task of sourcing and approaching these individuals be entrusted to an in-house recruiting team, or should an outside specialist firm be brought in to help manage the hiring process?

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Identify traits that make a poor leader and correct them as needed

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It's important to realize that just because someone holds a position of leadership, doesn't necessarily mean they should. Put another way, not all leaders are created equal. The problem many organizations are suffering from is a recognition problem - they can't seem to recognize good leaders from bad ones. In today's column I'll address how to identify bad leaders by pointing out a few things that should be obvious, but apparently aren't.

If I only had a nickel for every time I've been asked, "is there a simple test that can quickly determine an executive's leadership ability?" The short answer is yes, but keep in mind, simple and fast aren't always the same thing as effective. There are a plethora of diagnostic tests, profiles, evaluations, and assessments that offer insights into leadership ability, or a lack thereof. My problem with these efforts is they are overly analytical, very theoretical, and very often subject to bias. That said, they are fast, easy, and relatively inexpensive. The good news is, there is a better way to assess leadership ability. If you really want to determine someone's leadership prowess, give them some responsibility and see what they do with it. Leaders produce results. It's not always pretty, especially in the case of inexperienced leaders, but good leaders will find a way to get the job done.

In a previous piece entitled Looking For Leadership, I share a number of concerns about corporate America's obsession over leadership assessments. There's a not so subtle abdication of responsibility that has occurred as rationalizations take place around DISC scores, or justifications surrounding a 360 review are used to defend an ineffective leader. My question is this: what about real world tests? If your enterprise has trouble identifying leaders, or has a shortage of leaders, you don't have a testing problem - you have a leadership problem. One of the primary responsibilities of leadership is to create more and better leaders. I believe it was John Maxwell who said, "there is no success without a successor."

Go ahead, test if you must, but paying attention to the following 15 items (listed in no particular order) will be much more practical, accurate, and effective. If your organization has leaders who fail to grasp the concepts outlined below, you may want to stop testing them, ranking them, and promoting them - instead consider developing them or exiting them.

1. Leaders who can't see it, probably won't find it: Leaders without vision will fail. Leaders who lack vision cannot inspire teams, motivate performance, or create sustainable value. Poor vision, tunnel vision, vision that is fickle, or a non-existent vision will cause leaders to fail. A leader's job is to align the organization around a clear and achievable vision. This cannot occur when the blind lead the blind.

2. When leaders fail to lead themselves: A leader who lacks character or integrity will not endure the test of time. It doesn't matter how intelligent, affable, persuasive, or savvy a person is, if they are prone to rationalizing unethical behavior based upon current or future needs, they will eventually fall prey to their own undoing. Optics over ethics is not a formula for success.

3. Put-up or shut-up: Nothing smacks of poor leadership like a lack of performance. Nobody is perfect, but leaders who consistently fail are not leaders, no matter how much you wish they were. While past performance is not always a certain indicator of future events, a long-term track record of success should not be taken lightly. Someone who has consistently experienced success in leadership roles has a much better chance of success than someone who has not. It's important to remember unproven leaders come with a high risk premium. Smart companies recognize potential, but they reward performance.

4. Beware the know-it-all: The best leaders are acutely aware of how much they don't know. They have no need to be the smartest person in the room, but have the unyielding desire to learn from others. I've often said, leaders who are not growing cannot lead a growing enterprise. One of the hallmarks of great leaders is their insatiable curiosity. If a leader isn't extremely curious about every aspect of their organization, trust me when I say there are huge problems on the horizon.

5. When there's a failure to communicate: When leaders are constantly flummoxed by those who don't seem to get it, there exists both a leadership and communications problem. Show me a leader with poor communication skills and I'll show you someone who will be short-lived in their position. Great leaders can communicate effectively across mediums, constituencies, and environments. They are active listeners, fluid thinkers, and know when to dial it up, down, or off.

6. It's all about them: If a leader doesn't understand the concept of "service above self" they will not engender the trust, confidence, and loyalty of those they lead. Any leader is only as good as his or her team's desire to be led by them. An over abundance of ego, pride, and arrogance are not positive leadership traits. Real leaders take the blame and give the credit - not the other way around. Long story short; if a leader receives a vote of non-confidence from their subordinates...game over.

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It's important to realize that just because someone holds a position of leadership, doesn't necessarily mean they should. Put another way, not all leaders are created equal. The problem many organizations are suffering from is a recognition problem - they can't seem to recognize good leaders from bad ones. In [...]

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Being an inspiration to employees

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To bring Maslows need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of motivation.

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Becoming an entrepreneur

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Skin Care Products, Skin Care Cosmetics and Facial Skin Care Products from Mary Kay.

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Having the ability to see from the eyes others

42 Jesus called them together and said, “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them.

43 Not so with you. Instead, whoever wants to become great among you must be your servant,

44 and whoever wants to be first must be slave of all.

45 For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.”
Mark 10:42-45

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Discovery what it takes to be a great manager

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Discovery what it takes to be a great manager

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Learning to apply this in my life I would have my teams back, be honest, caring and understanding

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How would you define "manager ? " Google will tell you a manager is "a person responsible for controlling or administering all or part of a company or similar organization . " That sounds easy enough ― like anyone can be a manager.

But what makes a good manager? The kind that inspire s a team, fosters growth and productivity, and frequently ask s for feedback on their management style ? Simply m anaging a team doesn't make a good manager. It's the amount of effort and leadership they put into making their team successful.

D on't fret if you have a poor manager (or you think you are one). If your manager is dedicated to your team 's succe ss and is passionate about leadership, learning how to become a good manager just takes a little effort . A fter all, you and your manager should be working together towards the same goal.

So, what makes a good manager?

Here are some best practices of good managers:

1. They have their team's back

Do you have your team's back? During one-on-ones, it's easy to side with your team members, but are you consistent around your boss? Good managers aren't afraid to stand up to their director s and defend the team's ideas and efforts. However, good managers won't always take their team's side. They're upfront and honest with their team when it comes to pushback from executives.

2. They have their team's trust

It's important to ask yourself: does my team trust me? Oftentimes, managers say one thing to appease their team , and then do another - which leads to manipulation and mistrust from the team. Good managers keep promises to their team and provide explanation s (not excuse s ) when plans change. Earning trust is a form of respect, and respect is fundamental to leadership .

3. They aren't afraid to get their hands dirty

Many poor managers believe busywork should be left to their employees. They leave tedious tasks to the team, no matter how many fire drills are thrown at them. Diving in and getting involved with your team on important projects is the . Good managers understand that failure reflect jump in to help out in any way possible, no matter how mundane the difference between a boss and a leader s both on the team and on the manager , which is why they task.

Part of what makes a good manager is remembering that your team is made up of individuals who strive to reach their own personal goals as well as the team's goals. Good managers make it a priority to meet with each individual within their team to discover strengths and find ways to work on weaknesses.

When it comes to important decisions, big project updates, and crucial changes within the organization, good managers keep their team informed . They believe that being honest and transparent with their team instills trust and demonstrates leadership. E xcept for confidential company decisions, a good manager should always communicate with their team and be open to answering questions or addressing concerns .

Playing it safe might be the easy way out, but meeting your goals d oesn't always come easy. Taking risks and experimenting should be encouraged , and managers should set the example by being first to jump in and test the waters. Failures will happen ― and making mistakes is a key component to learning and growing as a team. being agile

As hard as it may be, a good manager is not afraid to say no. They understand it might not make everyone happy, even if it's the right decision. This also applies when new work requests come from directors and executives that the manager believes cannot (or should not) be handled by their own team.

8. They encourage collaboration

Learning how to be a better manager will encourage your team to be better collaborators. Collaborating on projects and ideas improve s communication and overall productivity. Each team member can have separate roles and tasks, but finding ways to encourage collaboration, such as organizing and brainstorming sessions , will boost morale and innovation. team building activities

9. They give credit where credit is due

A good manager recognizes when their team works hard. Outside of bonuses and promotions, there are many other smal l ways to show appreciat ion for their hard work and dedication. O rganizing a small party , having cupcakes deliver ed to the office , or sending a simple email shoutout acknowledge s their excellent performance and increases morale.

10. They find time to have fun

Yes, you are constantly busy and focused on how to be an effective leader, but good managers always make time for fun. Scheduling happy hours, lunch outings, and are great activities for keeping things light and entertaining. Remember: scavenger hunts . all work and no play makes Jack a dull boy

It's never too late to start implementing some characteristics of great managers. Whether you've received A+ feedback from your employees or know there are some areas you could work on , the definition of a good manager is someone who makes the success and happiness of their team a top priority.

Additional resources for improving your leadership and management skills:

Project Management Guide for Beginners - This handy ebook has everything you need to learn on how to be a good project manager.

What Great Managers Do - You already know what makes a good manager. Now you're wondering how to be a great manager! This excellent read takes you through the journey and into the minds of great leaders.

7 Secrets Smart Leaders Use to Master Their One-on-Ones - Take a look at some tips directly from good managers, examples of questions to ask, and get a free PDF to download as a guide for your future one-on-ones.

What other qualities make up a good manager?

I've shared mine, let's hear yours ! Share your thoughts in the comments below .

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Don't fret if you have a poor manager (or you think you are one). If your manager is dedicated to your team's success and is passionate about leadership, learning how to become a good manager just takes a little effort. After all, you and your manager should be working together towards the same goal.

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Strive to improve everyday

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In three recent blog posts we looked at the innovation mindset in individuals, profiling game changers Jerry Buss, Peter Jackson, and Shantha Ragunathan. These three innovators share common qualities, which we call the innovation mindset, a robust framework which can be applied at the micro (individual) as well as macro (organizational) levels: they see and act on opportunities, use "and" thinking to resolve tough dilemmas and break through compromises, and employ their resourcefulness to power through obstacles. Innovators maintain a laser focus on outcomes, avoid getting caught in the activity trap, and proactively "expand the pie" to make an impact. Regardless of where they start, innovators and innovative companies persist till they successfully change the game.

Take, for example, 3M Corporation. 3M was awarded the US government's highest award for innovation, the National Medal of Technology. Over a 20-year period, 3M's gross margin averaged 51% and the company's return on assets averaged 29%. 3M has consistently been highly ranked, often in the top 20, in Fortune magazine's annual survey of "America's Most Admired Corporations." How do they do it?
Innovative companies provide forums for employees to pursue opportunities.
One of 3M's strengths (PDF) is how it treats promising employees: give them opportunities, support them, and watch them learn and thrive. 3M provides a rich variety of centers and forums to create a pool of practical ideas that are then nurtured into opportunities and provided the necessary resources for success. Scientists go out into the field to observe customers to understand their pain points. Customers also visit Innovation Centers set up specifically for the purpose of exploring possibilities, solving problems, and generating product ideas. Scientists share knowledge and build relationships at the Technical Council, which meets periodically to discuss progress on technology projects, and the Technical Forum, an internal professional society where 3M scientists present papers- just two of 3M's fruitful forums.

Arthur Fry, a 3M employee, attended a Technical Council where Spencer Silver spoke about trying to develop a super-strong adhesive for use in building planes; instead, Silver accidentally created a weak adhesive that was a "solution without a problem." Fry, who sang in a church choir, had the niggling problem of losing the bookmark in his hymnbook. Fry noticed two important features of Silver's adhesive that made it suitable for bookmarks: the note was reusable, and it peeled away without leaving any residue. Fry applied for and received funding to develop a product based on Silver's accidental discovery. Thus was born the Post-it note.
Innovative companies create an environment that fosters the right tension with "and thinking."
One critical balance at 3M is between present AND future concerns. Quarterly results are important but should not be the sole focus; staying relevant is also important but cannot come at the cost of current performance. 3M has several mechanisms to sustain this "and thinking." Employing the Thirty Percent Rule, 30% of each division's revenues must come from products introduced in the last four years. This is tracked rigorously, and employee bonuses are based on successful achievement of this goal. 3M also uses "and thinking" in their three-tiered research structure. Each research area has a unique focus: Business Unit Laboratories focus on specific markets, with near-term products; Sector Laboratories, on applications with 3-to-10 year time horizons; and Corporate Laboratories, on basic research with a time horizon of as long as 20 years.
Innovative companies create systems, structures, and work environments to encourage resourcefulness and initiative.
Reporter Paul Lukas best expressed the resourcefulness of 3Mers: "A 3M customer identifies a problem, and a 3M engineer expresses confidence in being able to solve it. He bangs his head against the wall for years, facing repeated setbacks, until management finally tells him to stop wasting time and money. Undeterred, the engineer stumbles onto a solution and turns a dead end into a ringing success."

Richard Drew is just such an engineer. Running some Wetordry sandpaper tests at an auto-body shop to improve paint removal, he noticed that the painter was not able to mask one section of a two-tone car while painting the other. The tapes available at the time, back in the 1920s, either left a residue or reacted with the paint. Drew assured the painter that 3M could solve the problem and worked on it for two years, eventually receiving a memo from senior management instructing him to get back to work on the waterproof Wetordry sandpaper. Drew did, but he continued working on the tape project on his own time. The result: Scotch tape.

3M has a rich set of structures and systems to encourage resourcefulness:

Seed Capital: Inventors can request seed capital from their business unit managers; if their request is denied, they can seek funding from other business units. Inventors can also apply for corporate funding in the form of a Genesis Grant. (The Post-it was funded by a Genesis Grant.)

New Venture Formation: Product inventors must recruit their own teams, reaping the benefit of 3M's many networking forums as they seek the right people for the job at hand. The recruits have a chance to evaluate the inventor's track record before signing up. However, if the product fails, everyone is guaranteed their previous jobs.

Dual-career ladder:: Scientists can continue to move up the ladder without becoming managers. They have the same prestige, compensation, and perks as corporate management. As a result, 3M doesn't lose good scientists and engineers only to gain poor managers, a common problem in the manufacturing sector.

Innovative companies focus on the right set of outcomes. They tailor what is measured, monitored, and controlled to suit their focus, and strike the right balance between performance and innovation.
3M has created measurement and reward systems that tolerate mistakes and encourage success. 3M rewards successful innovators in a variety of ways: the Carlton Society, named after former company president Richard P. Carlton, honors top 3M scientists who develop innovative new products and contribute to the company's culture of innovation, and the Golden Step is a cash award. 3M also has a rich tradition of telling the
stories of famous failures that subsequently created breakthrough products- such as the weak adhesive that inspired Post-It notes- to ensure a culture that stays innovative and risks failure for unexpected rewards. Another
3M failure story from its early days, still repeated inside the company: 3M's initial business venture was to mine corundum, a material they planned to use to make grinding wheels. Instead, what they found was inferior abrasive. After much experimentation came their first breakthrough product: Wetordry sandpaper.
Innovative companies have strong mechanisms to ensure a continuing focus on expanding the pie, by effectively converting non-consumers into consumers, and providing richer solutions to current consumers. In the process they transform their industry, community, country, and sometimes even the world.
3M uses a research and development focus and a unique "15% rule" to ensure continuing effort on expanding the pie. 3M spends approximately 6% of sales on research and development (PDF), far more than a typical manufacturing company. This has resulted not only in new products but also the creation of new industries. David Powell, 3M's vice president of marketing, affirms R&D's importance: "Annual investment in R&D in good years- and bad- is a cornerstone of the company. The consistency in the bad years is particularly important."

William McKnight, who rose from his initial bookkeeping position to eventually become chairman of 3M's board, best explained the logic of the 15% rule: "Encourage experimental doodling. If you put fences around people, you get sheep. Give people the room they need." 3M engineers and scientists can spend up to 15% of their time pursuing projects of their own choice, free to look for unexpected, unscripted opportunities, for breakthrough innovations that have the potential to expand the pie. For example, some employees in the infection-prevention division used their "15% time" to pursue wirelessly connected electronic stethoscopes. The result: In 2012, 3M introduced the first electronic stethoscope with Bluetooth technology that allows doctors to listen to patients' heart and lung sounds as they go on rounds, seamlessly transferring the data to software programs for deeper analysis.

The innovation mindset is a game-changing asset for companies as well as individuals. Innovative companies like 3M use creative "and" thinking and resourcefulness to pursue promising opportunities and strategically meet outcomes, all the while "expanding the pie." Such organizations create the structure, systems, and culture to enable their people to think and do things differently in order to achieve extraordinary success.

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The Innovation Mindset in Action: 3M Corporation

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In three recent blog posts we looked at the innovation mindset in individuals, profiling game changers Jerry Buss, Peter Jackson, and Shantha Ragunathan. These three innovators share common qualities, which we call the innovation mindset, a robust framework which can be applied at the micro (individual) as well as macro (organizational) levels: they see and act on opportunities, use "and" thinking to resolve tough dilemmas and break through compromises, and employ their resourcefulness to power through obstacles.

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Executing ways to solve problems before the consumer complains

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In that post, I covered an introduction to Last week I posted about the concept of Quality Circles in Quality Circles-Improving the Improvement System. Quality Circles together with the definition and philosophy surrounding its practice. In summary, the concept is a simple to administer Quality program that is conducted in the workplace by front-line employees. It is based upon the recognition of the worker as a human being, as someone who willingly provides her wisdom, intelligence, experience, attitude and feelings to the company for the purposes of improving the service she provides. It is based upon human resource management and is considered as one of the key factors in the improvement of Service Quality & productivity.

1. Quality Circle is a problem-solving technique.

2. Quality Circle is a form of participative management.

3. Quality Circle is a human resource development technique.

What I want to cover in this post is the implementation and operationalisation of Quality Circles.

The objectives of Quality Circles are many-fold and it's important to understand what they are trying to achieve beyond just continual improvement in the quality of work output. This is reflected in some of the softer skills that are required in establishing and running Quality Circles.

The objectives of Quality Circles are Multi-faceted but predominantly point towards a change in attitude from "I don't care" to "I do care" through the continuous improvement in Quality of work life through the humanization of work.

Bringing out the 'hidden potential' of people where people get to learn skills not normally associated with their day-to-day operational activities such as leadership, critical thinking, analysis and problem-solving. In addition, the softer side of self-development is team members learning from one another by discussion and where the workplace becomes a place where both hands and minds are used to improve the service.

Individuals who often are working alone are melded into teams, with the resultant development of a team spirit which manifests itself in a "we did it, as opposed to I could not do it " attitude. Quality Circle teams record elimination of internal operational 'silos' and the elimination of interdepartmental conflicts.

It is not always an easy process and teams are challenged and stretched beyond their comfort zone promoting energy and excitement. Team spirit is enhanced as members feel that they are meaningfully contributing to the bigger picture.

Wider organisation benefits that are gained from an improved organisational culture and a positive working environment, in particular. The steering committee report back process engages people at all levels of the organisation in a participative process. Visible management support encourages the staff to not only perform better within the Quality Circle but also in their day-to-day roles, fostering greater cooperation across all levels of the organisation.

In many ways, all of the objectives mentioned above are secondary to the overall objective of Quality Circles. Quality Circles are designed to achieve more effective and efficient work processes, making work easier, smarter and faster. Quality Circles are shown to be extremely effective in bringing quantum leaps in service quality, operating efficiency and process effectiveness along with concomitant levels of savings.

Quality improvement initiatives are often too far removed from where Quality is actually delivered, which is at the coalface of operations. Quality circles allow shopfloor staff to acquire the skills capability, confidence and creativity to resolve significant work-related problems that had their predecessors and leaders stumped for many years previously.

Quality Circle Structure

A Quality Circle needs to have an appropriate organisational structure to ensure effective and efficient performance. It varies from industry to industry, organisation to organisation. But it is useful to have a basic framework as a model that can be adapted according to your context and circumstance. I have conducted Quality Circles with as little as 4 members and as many as 12.

I have heard excuses for not conducting Quality Circles from facilities managers saying that they are the only person on site. That may be true from their own organisation but service providers, cleaners, security and reception staff are often involved in the delivery of services and very effective Quality Circles can be constructed from members outside your organisation but inside your service delivery sphere of influence.

The structure of a Quality Circle consists of the following elements. All roles and responsibilities must be must be clearly defined and understood

The Steering Committee is at the top of the Quality Circle structure. It is headed by a senior executive often from outside the immediate operational area under review, to provide additional perspective. Top operational management personnel should also be involved as well as human resources.

The steering committee establishes policy, plans and directs the program and meets usually once in a month. The Steering committee role is to;

Provide visible support and recognition

Act as a resource

Provide overall direction for programme

He/She may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the programme.

He/She may be a senior supervisory officer, who coordinates the work of several Quality Circles through the Circle leaders.

Facilitate team meetings

Coach team and team members

Conducts before and after session "sit-rep" meetings with the Circle leader

Generally, 6 -12 volunteers from the same work area make up a Circle. Anyone can be a Circle member but it is important that they are committed to the process and are involved intimately in the area of work under discussion. Without Circle members, the programme cannot exist. They are the lifeblood of Quality Circles.

They should attend all meetings as far as possible, offer suggestions and ideas, participate actively in group process, take training seriously with a receptive attitude.

Those members select a name for their Circle in the first meeting and it is the members that must elect a leader to conduct the meetings. It is important to understand that management should not run this process that they must empower the circle members to elect their leader without interference. Lastly;

Leaders may be from lowest level workers or supervisors. A Circle leader organises and conducts Circle activities. It is important to remember that his/her position conveys no other privileges, compensation or benefits over that of the circle members. Team leaders;

Launching Quality Circles

The major prerequisite for initiating Quality Circles in any organisation is the total understanding of, as well as complete conviction and faith in, the participative philosophy, on the part of the top and senior management. In the absence of a commitment from the Chief Executive to support the Quality Circle movement, it would be inadvisable to seriously attempt the starting of Quality Circles.

The launching of Quality Circles involves the following steps;

1. Expose middle-level executives to the concept.

2. Explain the concept to the employees and invite them to volunteer as members of Quality Circles.

3. Nominate senior officers as facilitators.

4. Form a steering committee.

5. Arrange training of coordinators, facilitators in the basics of a Quality Circle approach, implementation, techniques and operation.

6. Later the facilitator may provide training to Circle leaders and Circle members.

7. A Quality Circle meeting should have a fixed time and place for preferably no more than one hour a week

8. Formally inaugurate the Quality Circle.

9. Arrange the necessary facilities and resources for the Quality Circle meeting and its operation.

Appropriate training for different sections of employees needs to be undertaken. Without a proper understanding of the real concept of Quality Circles, both the workers and management might look at this philosophy with suspicion. Each group should know beforehand the commitments and implications involved as well as the benefit that can be obtained from Quality Circles.

Such training should comprise of:

Brief orientation programme for top management.

Programme for middle-level executives.

Training of facilitators.

Training for Circle leaders and members.

Process of Implementing Quality Circles

The operation of Quality Circles involves a set of 13 sequential steps set out below, but first, it is advisable to s et out the overall objectives by establishing the team, the team name and align the goals with company's strategic priorities and what it is trying to achieve. I would also advise that the team set out a Code of Conduct for all the group members which may include some or all of the following

Agree on the 'playing field'. i.e what particular area of operations is the focus of the Quality Circle i.e. cleaning, reception, catering etc.

Conduct a brainstorming exercise to list out all of the issues challenges problems associated with the area of operation. Identify, select the problem to be taken up first. Here are some guidelines to achieving this.

Brain-storming -creativity, explore issues, ideas, there should be no 'sacred cows'

No criticism of ideas during development stage

Record all ideas

All members take part

Think out of the box (especially in the cause and solution seeking stage)

Take the suggestions listed in the brainstorming session in no particular order and cluster them into themes. You will often find that on examination the same problem is stated in different ways but do not be tempted to discard anything at this stage.

The chosen problem is clarified and analysed by basic problem-solving methods.

Cause & Effect diagrams (Fishbone or Ishikawa Diagram) provide a structured way to help you think through all possible causes of a problem. This helps you to carry out a thorough analysis of a situation. Their major benefit is that they push you to consider all possible causes of the problem, rather than just the ones that are most obvious.

Identify and evaluate causes and generate a number of possible alternative solutions. Seek alternatives, weigh up consequences, pros and cons and analyse alternatives.

Decision-making is a key and critical point in the process, do not feel pressured to make decisions that may have far-reaching consequences without having weighed up all the possibilities and alternatives. The minute you make a decision you set in motion a new cause, effect, direction and destination. This stage requires logical and creative thinking which should not be rushed.

This stage can often generate significant disagreement and friction within the group. In-depth discussion and evaluation of alternatives, by comparison, will help enable the selection of the most appropriate solution.

What exactly has to be decided? (Identify issues)

What are the alternatives? (Undertake analysis)

What are the pros and cons? (Evaluate options)

Which alternative is the best? (Identify choices)

What action needs to be taken? (Implement plans)

Loop back to original issue (Systems thinking)

Should the circle find themselves in a stalemate situation, consult with management to provide an 'in-principle go-ahead' to break the deadlock.

Commitment to a decision once taken is often easier than the decision itself. Once the decision has been made stay committed to your decision, but stay flexible in your approach and stay open to alternate routes.

The list below is useful for highlighting different approaches and emphasising that a single style will not always prove to be the most appropriate.

5 Approaches To Decision Making

The leader makes the decision himself based on information available

The leader obtains information from subordinates and then decides

The leader shares the problem with individuals, obtains information and then decides

The leaders shares the problem with the team, obtains information and then decides

The leader shares the problem with the team, together they generate and evaluate alternatives and attempt to reach an agreement on the solution.

Possible Reasons for Bad Decisions

Tunnel vision; restricting the scope of analysis

Personal, even selfish, objectives or ambitions

No real framework; and the consequent grasp of the first or easy alternatives

Lack of information

Deliberately ignoring information

Failure to consider or generate alternatives; lack of creativity; insufficient time

Inability or reluctance to appreciate consequences of certain actions

Failure of a group to reach or agree on a decision; or reaching a decision which no individual really supports, but which nobody fundamentally objects to.

Indecisiveness

When the decision is taken remember that you need to prepare a plan of action for converting the solution into reality which includes the considerations "who, what, when, where, why and how" of solving problems.

Test the idea or solution using prototypes, mockups or trial runs where possible to establish initial operating challenges and benefits. Prototyping will provide useful data for a proof of concept when presenting to management. In addition, confer with user groups and Customers but always remain open to new information and or possibilities. Be particularly vigilant that you avoid groupthink and confirmation bias regarding the decisions taken.

This phase calls for the presentation of the solution and the test results (where available) to the steering committee for approval. This stage can be particularly daunting for those members of the circle that are not used to presenting, motivating and debating particularly with senior levels of management. Most of all be confident and do not be discouraged. If you have gone through the process above you should have faith in your proposed solution. Thorough preparation for the presentation with an agenda will allow you to proceed through your decision-making process in a sequence that will show that you have gone through the process an intelligent and mature manner.

A suggested structure may look something like;

Do not be disheartened if management seems less than receptive, remain positive but I understand that you may have to go away and do some more work and thinking around aspects of the solution.

Where management have evaluated your proposed solution and have given the go-ahead to implement. Review the final action plan and implement. Remember to set up any before versus after data gathering, so that analyses and reporting can show improvement metrics.

Following implementation and confirmation of data. Evaluate and report back to management the effects of the solution both good and bad. Be sure to investigate if other processes have been negatively affected by the implemented solution. Where the data shows that the solution has not adequately solved the problem, report this back to management and immediately revert back to the Quality Circle process to re-analyse the original problem and suggested a solution.

In the event that the solution is successful, document the process, and submit for configuration. Remember to communicate to management and to the company as a whole your achievements so that these can be implemented elsewhere where appropriate.

Buoyed by your success and with root cause or number one priority disposed of go back to the original list of issues. This may well have changed and may require; re-brainstorming, re-analysis and re-prioritization of problems. If not, start on the 2nd problem.

Methodologies Used By the Team:

Benefits and Limitations of Quality Circles

It took more than two decades for the quality control concept to get acceptance in South Africa, after its introduction in Japan. This may be due to the differences in the industrial context in the two countries. Japan needed it for its survival in a competitive market. South Africa had a reasonably protected, seller's market, with consequent lethargy towards efforts to improve quality and productivity. However, with the policy of liberalisation of economy and privatisation of infrastructure development, contexts changed. The concept now needs to be looked upon as a necessity.

Inadequate training

Uncertianty of the purpose of Quality Circles

Not truly voluntary

Lack of management interest and implementation

Quality circles are not really empowered to make decisions

Summary of Quality Circles
Question: What is the biggest constraint to you implementing Quality Circles in your operations?

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13 Simple Steps to Implementing Quality Circles

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Last week I posted about the concept of Quality Circles in Quality Circles-Improving the Improvement System. In that post, I covered an introduction to Quality Circles together with the definition and philosophy surrounding its practice. In summary, the concept is a simple to administer Quality program that is conducted in the workplace by front-line employees.