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Global corporations love cheap capital. Regardless of political and economic uncertainty, the world's biggest companies prefer investing in rich countries at the expense of the more risky, middle income ones that depend on foreign capital for growth.

Migrant crisis? Brexit? Who cares! The rule of law, protection of intellectual properties and policy predictability make the core markets better bets for corporates even if GDP growth is barely above one percent.

A.T. Kearney's annual Foreign Direct Investment Confidence Index showed that 2016 will see companies place an even greater emphasis on advanced economies than they did in 2015. Emerging markets, from a corporate investment perspective, are undervalued and in many cases, falling off radar.

"Our immediate reaction to last year's FDI Confidence Index results was one of genuine surprise: nearly three-fourths of all countries ranked in the top 25 were developed markets," says Paul Laudicina, chairman at the Global Business Policy Council unit at A.T. Kearney. "We saw the reasons for the lack of investor confidence in emerging markets. From China's sub-7 percent growth to economic meltdown in Brazil, emerging markets teetered, spurred by a continued commodity slump, a very strong dollar, and volatile equity markets."

In this year's index, emerging markets account for a small percentage of the top 25, only one-fifth.

According to the survey results, roughly 75% of global business executives say they will increase FDI in the next three years. This would be good news for dollar dependent economies, but all of the money is going to richest countries in the world with only two exceptions in the top 10.

Global economic growth remains sub-par. There's more noise out there today about the potential for a financial crisis in China and what that would mean for importers that need China credit to buy everything from American soybeans to German machinery. Even though Europe remains mired in a migrant crisis and there is also talk of the U.K. leaving the European Union, corporations seem to have thrown in the towel on the rest of the world.

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The 10 Countries Global Corporations Love Most

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Global corporations love cheap capital. Regardless of political and economic uncertainty, the world's biggest companies prefer investing in rich countries at the expense of the more risky, middle income ones that depend on foreign capital for growth. Migrant crisis? Brexit? Who cares!

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Don Tapscott: Four principles for the open world

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The recent generations have been bathed in connecting technology from birth, says futurist Don Tapscott, and as a result the world is transforming into one that is far more open and transparent. In this inspiring talk, he lists the four core principles that show how this open world can be a far better place.

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The Effects of Globalization in the Workplace

The full impact of globalization in the workplace has yet to be realized, but as more companies embrace this trend and become more diverse, certain changes are emerging. While many of these changes are good, others may not be as positive. Small business owners are learning that they have to adopt new policies and new guidelines to keep up with these changes.

Increased Cultural Diversity

As globalization becomes more prevalent, companies deal with increased cultural diversity within the workforce. These changes require small and large businesses adopt new policies and guidelines for workers. This increased cultural diversity also has produced many benefits as companies gain new insights into different cultures from a management and a marketing standpoint.

Earnings Changes

As more companies have access to overseas companies that offer outsourcing, wages have changed for many workers. With lower standards of living, third world companies can offer their services at a rate greatly reduced from those in countries with higher standards of living. This has affected many workers in the United States as well as other large countries as more companies embrace the outsourcing trend. While it means a greater profit margin for the companies, it can also lead to reduced earning potential for employees.

Employee Training

Cultural, religious and ethnic diversity in the workplace presents a need for more employee training. In order to protect their companies and their new employees from discrimination, managers have had to implement policies and offer training to existing employees to make sure everyone can accept one another. This has led to a greater appreciation of other cultures and viewpoints in some companies, while irritating some employees who prefer a less culturally diverse work environment.

Increased Standards

Companies in foreign countries, particularly in the third world, have had to adopt a more Western standard in terms of providing better workplace safety and increasing workplace condition standards. This directly benefits the employees who may have been previously working in unsafe or unsanitary conditions. While conditions still remain poor in some areas, an increase in concern over worker safety is apparent, particularly in larger companies. Additionally, concerns over child labor has improved the conditions for young workers in these poorer countries.

Job Losses

As more products become available at lower prices from oversees markets less of the same products are being sold by U.S. companies. Lower demand has led to decreases in manufacturing, which in turn has resulted in manufacturing job losses across the board. Much of the loss has been a result of increased trade with China. Markets that have been especially affected have been manufacturers of electronics, textiles, clothing and furniture.

About the Author

Kate McFarlin is a licensed insurance agent with extensive experience in covering topics related to marketing, small business, personal finance and home improvement. She began her career as a Web designer and also specializes in audio/video mixing and design.

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The Effects of Globalization in the Workplace

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The full impact of globalization in the workplace has yet to be realized, but as more companies embrace this trend and become more diverse, certain changes are emerging. While many of these changes are good, others may not be as positive.

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Module 4 Management in the Global arena

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Stephen Covey once said: "Strength lies in differences, not in similarities."

Diversity is critical for organization's ability to innovate and adapt in a fast-changing environment. Some of the most successful entrepreneurs and most admired leaders will tell you the same thing. Diversity is essential to growth and prosperity of any company: diversity of perspectives, experiences, cultures, genders, and age. Why? Because diversity breeds innovation. And innovation breeds business success. Don't believe me? Take a look:

Forbes study has identified workforce diversity and inclusion as a key driver of internal innovation and business growth.

Lu Hong and Scott Page showed that groups of diverse problem solvers can outperform groups of high-ability problem solvers.

According to McKinsey, companies with diverse executive boards enjoy significantly higher earnings and returns on equity.

According to Harvard Business School, multicultural networks promote creativity.

Successful companies are not the ones that build a business, then look at diversity as a nice-to-have attribute. Truly successful and innovative companies are those that build diverse teams when they are just starting out in their own apartment or their folks' garage. Diversity is a mentality, not just strategic imperative.

One of the companies that does an amazing job at inviting and fostering diversity is Progressive Insurance. I wanted to peak behind the curtain, so I spoke to Neil Lenane, Business Leader of Talent Management and 23-year veteran at Progressive who is an avid advocate of diversity as a business imperative. Below is the transcript of our conversation about diversity and leadership. One thing though that Lenane kept repeating time and time again that struck and inspired me was this:

"If you do not intentionally include, you unintentionally exclude."

Ekaterina Walter: Progressive has diversity built into its core values. Why is diversity so important?

Neil Lenane: Since we rely on our diversity of thought to find innovative solutions to new business challenges as well as provide products and services that exceed our customers' expectations, we find the key is respecting all people (our own, customers, vendors, etc.) and valuing the differences among all of them. By always putting these values into action, we overcome personal inhibitions and apprehensions. And, as a result, we can more openly share our ideas and help Progressive grow as a company.

Walter: Everybody is talking about diversity, but very few companies actually function in a way that truly welcomes diversity. What does it take to make diversity thrive within the corporate environment?

Lenane: We view diversity not as a program but a cultural movement. While gains can be slow moving and measurement less clear than other business metrics, we find the key is keeping the momentum going every single day. Ultimately it ends up as not something we check off a list but a cultural attribute we use to help us achieve our operational goals.

Walter: If you ask executives at Progressive, what three benefits of diversity would they highlight?

Lenane: Being more diverse and inclusive helps us the most with being more innovative, being positioned to better understand our customer's needs, and empower us to cast wider nets for the best talent.

Walter: Can you share your own personal experience with diversity and how it contributed to the innovation and creativity within the company?

Lenane: Katrina 2005: a third of our claims staff impacted in New Orleans while the immediate need of serving thousands of customers in need. How we brought many perspectives from both employees (field and corporate) and vendors, to life in a very short time to work collaboratively which led to stabilizing our people's housing and family needs while coming together to bring best in class service to impacted customers. It tested our ability to manage our biases when time was of the essence to many.

Walter: In your opinion, what makes a great leader?
Lenane:

Leader has great vision and can align and communicate that vision across the organization

Leader invests in people, particularly in their development

Leader builds and manages relationships. (S)he holds people accountable, empowers them to do great things, and is proactive in removing the barriers they face

Leader knows his/her business and can accurately assess risk and make the right decisions

Walter: What advice would you give to aspiring leaders and entrepreneurs?

Lenane: Due to the constant pace of change, increase your desire and ability to be agile. This will help in not only weathering change but proactively adapting to it. And, obviously, look at diversity as a business success imperative.
Conclusion
This quote by James Surowiecki says it all:

"Diversity and independence are important because the best collective decisions are the product of disagreement and contest, not consensus or compromise." ~ James Surowiecki

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Reaping The Benefits Of Diversity For Modern Business Innovation

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Stephen Covey once said: "Strength lies in differences, not in similarities." Diversity is critical for organization's ability to innovate and adapt in a fast-changing environment. Some of the most successful entrepreneurs and most admired leaders will tell you the same thing. Diversity is essential to growth and prosperity of any company: diversity of perspectives, experiences, cultures, genders, and age.

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People from certain generations tend to use different communication methods.

If the ages of your employees vary widely, it might seem difficult to reach each person.

There are a variety of ways to reach your generationally diverse workforce, such as mixing generations and modifying your communication style.

Managing a workforce that is becoming increasingly diverse in age is no small task for employers. A 2017 study from Robert Half Management Resources revealed that communication is the most difficult aspect of managing a workplace comprising as many as four generations of employees.

Specifically, 30% of the executives surveyed said communication skills represent the greatest difference among employees from different generations.

The research found that baby boomers tend to be more reserved, while Gen Xers prefer a control-and-command style. Gen Y (millennial) employees prefer a more collaborative approach to communication, and the youngest workers, those in Gen Z, like in-person interactions best.

The other big differences the study identified were how employees adapt to change, their technical skills and how they work with other departments.

Gen X and Gen Y employees tend to see change as a vehicle for new opportunities, while Gen Z is used to change and expects it in the workplace. [See related story: How to Manage a Multigenerational Workforce]

"Each generation brings unique characteristics to the workforce, which should be embraced," Tim Hird, executive director of Robert Half Management Resources, said in a statement. "Too often, managers see these differences as negatives, but building a team with diverse perspectives, insights and strengths can only be a positive, leading to improved products and service levels."

Managing a multigenerational workforce doesn't have to be hard, Hird said. "For example, for years, employers complained about how the work styles of millennials were disrupting the workplace," he said. "We know now, however, they simply have different outlooks, and the resulting changes from employers, such as new communication methods and enhanced work-life balance offerings, have benefited companies and employees alike."

The study was based on surveys of more than 2,200 chief financial officers from companies in more than 20 of the largest U.S. metropolitan areas.

What are generational differences?

Think about how you go about your day. Do you wake up in the morning and go for a jog? Do you have coffee every day? When do you go to work? Do you talk to your boss differently than you talk to your co-workers? Do you wear a tie every day even though you are not necessarily required to?

Now, think about what your parents would do. If you have kids and they're old enough to work, think about what they would do. Chances are, there are some differences.

The ways people from different generations do things are examples of generational differences. From ironing all of their clothes to reading the newspaper every morning, there are some things older generations tend to do more than younger ones, and vice versa.

Why is it important to understand generational differences?

It's important to understand generational differences for a variety of reasons. First, different generations have different needs. For example, younger employees have different ways of learning than older employees do. Some of your younger employees might want to watch a video tutorial, while your older employees might prefer a hands-on approach to learning.

Different generations also have different experiences. Many of your older employees have more years of experience at your company than your younger hires. Your younger employees might be able to use their recently earned degree to help with a project in the office, but your older employees have years of stories and knowledge that will benefit your organization.

Another generational difference is in incentives. Your younger employees might want to be recognized differently than your older employees.

Because of these differences, you cannot approach all of your employees the same way and expect each of them to react the same way. With these differences in mind, you must recognize that all of your employees are different.

Tips for managing employees from different generations

To help employers, Robert Half Management Resources offered several tips for managing employees from different generations:

1. Don't overthink it. Start from the perspective that all employees want to do well and help the company. That type of viewpoint will lay a strong foundation when building relationships.

2. Modify your style. While your employees have many of the same attributes, they also have individual needs. Work at customizing your management style, tailoring it to each person's strengths, personality and aspirations.

3. Get out of the office. To get your employees of different generations to know one another better, consider hosting off-site team-building events. Being in a setting outside the office is a good way for employees to learn more about their colleagues.

4. Let younger employees be heard. It is important to make sure employees from younger generations feel comfortable sharing their opinions with their older co-workers. Regardless of their age, employees who have expertise in a specific area should be able to share their perspectives with everyone in the office.

5. Mix generations. When assembling teams to work on certain projects, mix and match employees of different ages who have different skill sets. This can spur innovation and new ways of solving problems.

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Communicating with a Multigenerational Workforce - businessnewsdaily.com

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People from certain generations tend to use different communication methods. If the ages of your employees vary widely, it might seem difficult to reach each person. There are a variety of ways to reach your generationally diverse workforce, such as mixing generations and modifying your communication style.

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This highlighted the corporate social responsibility in chapter 2

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In today's increasingly competitive landscape, more and more companies are realizing that being sustainable is more than an environmental gesture-it makes long-term economic sense.

Here are the top 10 reasons companies should care about sustainability:

1. Cost Savings. "Sustainability is first about improving the bottom line," says Emily Reyna, a project manager for the Environmental Defense Fund's Corporate Partnerships Program.

Reyna works with EDF Climate Corps, a program that places MBA and MPA students in companies, including McDonald's, Verizon and Target, to "build the business case for energy efficiency" by identifying ways to slash electricity and gas use.

Since 2008, fellows have uncovered energy efficiency opportunities - from changing light bulbs to replacing old computers - that would save $1 billion in net operational costs over project lifetimes.

2. Consumer demand. Being green not only saves money, it also creates new revenue by attracting customers who care about a company's environmental footprint.

3. Risk mitigation. "With energy costs rising and uncertainty in supply, it is important that companies start re-thinking how they obtain and use inputs," says Reyna.

4. Leadership. Traditionally, companies adopted sustainability strategies in order to comply with government regulations and avoid fines. Now leading-edge corporations are embracing the concept of sustainability in order to be a part of the conversation on environmental policy, says Eliot Metzger, a senior associate at the World Resources Institute.

5. Tax incentives. According to Area Development, federal, state, and local governments offer a range of financial incentives for undertaking environmentally-responsible activities. These include investment-, production-, or consumption-based income tax credit, accelerated depreciation for certain capital expenses, exemptions from state or local sales taxes, and cash grants.

6. Employee retention. "Working for a bigger cause excites employees," says Metzger. "It's one of the softer measures to wrap your head around, but if you talk to someone where sustainability is embedded into the corporate culture, it's a selling-point to attract and retain workers."

7. Brand reputation and publicity. Fostering positive consumer relations through sustainable initiatives generates brand value and improves a company's image.

8. Resource limitations. Natural resources like fossil fuels and water are finite. As scarcity increases, cost also increases. "At some point the resources with which we depend upon will be more expensive or we won't be able to get it, says Reyna. "So companies need to be prepared to protect those resources so they will be plentiful or find alternate resources for their products and services. The winning companies will do both."

9. Keeping up with the competition. A 2011 survey of nearly 3,000 global executives by MIT Sloan Management Review found that about two-thirds of respondents believed sustainability was necessary to being competitive in today's market.

10. New revenue opportunities. "Companies like DuPont, Nike and IBM are looking ahead to see how natural resources, climate change, and energy can drive innovation and inspire new business models, products and services," said Metzger. "These are the factors that are going to determine future winners and losers in the marketplace."

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10 More Reasons Companies Should Care About Sustainability

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In today's increasingly competitive landscape, more and more companies are realizing that being sustainable is more than an environmental gesture-it makes long-term economic sense. Here are the top 10 reasons companies should care about sustainability: 1. Cost Savings. "Sustainability is first about improving the bottom line," says Emily Reyna, a project manager for the Environmental Defense Fund's Corporate Partnerships Program.

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This is a essay that describes broad aspects of management.

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Written by the educators who created Leading Wisely, a brief look at the key facts, tough questions and big ideas in their field. Begin this TED Study with a fascinating read that gives context and clarity to the material.

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As a board member on dozens of companies, the CEO of several firms, and an executive on many more, I have spent countless hours behind closed doors with fellow leaders discussing what employee should be promoted within the company. Have you ever walked by a conference room and wished you were a fly on the wall? You probably thought to yourself, what are we talking about in there? Well, I'll tell you. We discuss competitive analysis reports and sales trends, new products launches and financial statements. We talk about strategy, expansion and legal issues. And - we talk about you.

Yes, we are watching you. We know which esteemed employees exceed expectations and turn grand ideas and goals into actionable results. We also know which workers spread negativity and don't pull their weight. And, sadly, there are some who get lost in the mix; those who simply maintain status quo and don't reach an executive's radar.

Do you feel like you are just one of the many who go unnoticed? Do you go through your day completing assignments on time, maintain a positive attitude, and feel like no one upstairs knows your name? Have you ever wondered how you could rise above the swarm of worker bees and make a name for yourself? I am pleased to share with you today four easy and noticeable actions you might take that will get you noticed, and inevitably open doors to bigger and better opportunities. These are; Be Innovative, Make Recommendations, Raise your Hand and Support Others.
Be innovative.
Solve a problem. This is truly one of the best ways to get on an executives' radar. As a CEO, I became aware of a stellar employee who rose to the top as she sought to solve, on her own, a company-wide problem. In short, she was hired as a sales representative, and immediately found mentors to help her succeed in her assignment. Realizing there wasn't a formal mentoring program, she decided to develop one herself. What eventually landed on my desk was a thorough mentoring plan; documenting the need, approach, implementation strategy, costs and expected results. No one asked her to do this. She saw the need and acted upon it. We approved her thoughtful initiative and implemented it. She became the leader of the program and still supervises her brilliant plan today.
Make recommendations.
Tell your manager about your plan. It's easy to point out problems in your department. No organization is perfect. But, identifying all that is wrong isn't helpful to management if it's not paired with a solution. In fact, I would bet that today you are likely running through your head a list of things that need serious attention. Do you know what needs to be done to fix the problems that drive you and everyone else crazy? This is your chance to shine. Go figure it out. How? Begin by understanding the problem not just the symptoms. Get to the core of the issue. Do your homework - research what's been done to solve similar challenges, invite others to ponder solutions. Become the expert on the topic. When the time is right and you have the solution, schedule a meeting with your manager to discuss your insightful idea. Your self-reliance, initiative and knowledge will not only give you confidence and credibility but high marks from supervisors. Do this a few times, and you will quickly become the trusted and highly praised employee they turn to for help.
Raise your hand.
Get involved in as many good opportunities as you can. Look for anything where you can stand out and rise to the top. Does your company offer a leadership training program? Is there a particular committee that interests you? Is your boss looking for volunteers? Perhaps there is a new project that interests you; go after it! Raise your hand! Tell management you want to participate. Get involved in initiatives outside your little corner of the building. Leave your cube, expand your territory and excel at whatever comes your way. As you do, you'll quickly gain a deeper understanding of the company, meet others who can offer new perspectives and ultimately put yourself in a better position for growth.

Support and mentor your fellow peers.

Coach others. Throughout your career, you have inevitably sought guidance from respected peers who freely gave of themselves to assist you. Their actions have been noted by superiors as well and they have been reward. Do likewise. Pay it forward. Be one of them. Listen to the needs of those around you. Offer your assistance, be a mentor yourself and become someone your team relies on for guidance. As an executive, we learn who in the building is assisting other employees and these charitable and giving individuals are the first to be considered when a new leadership position is created. Remember this point- those who think and act abundantly are always going to succeed.

In conclusion, in most cases, when there is an open position, management will hire from within the company. It is generally more cost effective and beneficial for an organization to hire internally. Likewise, a current employee is already known, trusted and has a solid understanding of the company culture, its policies, processes and goals. Therefore, just remember when that next job opening is posted, it could be yours if you have followed the recommendations presented here today.

I sincerely wish you success as you climb the corporate ladder. As always, you can reach me at @AskAlanEHall or via www.AlanEHall.com.

Author: Alan Hall | Google+

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Get Noticed! Four Easy Steps to Climbing the Corporate Ladder

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Climb the corporate ladder to success. As a board member on dozens of companies, the CEO of several firms, and an executive on many more, I have spent countless hours behind closed doors with fellow leaders discussing what employee should be promoted within the company. Have you ever walked by a [...]

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Most people do not take the time to think about what new challenges taking that promotion will entail.

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This story originally appeared on LearnVest.
The fatter paycheck. The bigger office. The increased authority to make decisions ...

To most people, moving into a management role seems like a natural rite of passage when climbing the career ladder. But for all its impressive-sounding perks, joining those ranks may not necessarily upgrade your job satisfaction: According to a 2015 Gallup poll, only 35% of U.S. managers actually feel engaged in their jobs.

As the numbers attest, not everyone is cut out for management, or will actually enjoy having the increased responsibilities that come with a more impressive title. So how can you tell whether you'll love being a manager-or want to go scrambling back down the ranks as fast as possible?

For starters, you need to decipher what your job will really entail; opportunities that sound impressive on paper may end up not being all they're cracked up to be. So we rounded up five big questions you should be asking your HR rep or hiring manager before you say yes to the new job-because a move up the corporate ladder won't always be the step forward you want it to be.

1. Will I Actually Be Managing People?

Many people may assume that a management title means you'll be, well, managing others. But sometimes a role will be more about managing processes than managing actual direct reports.

"It could be thought leadership or team leadership or people management or project management," says Leigh Steere, co-founder of human-resources research company Managing People Better. "Ask questions to understand the scope of the proposed role so that you have an accurate, comprehensive picture and realistic expectations."

If you discover that you'll have more responsibility but few (or no) direct reports, Steere says, you'll need to probe further to discover how your time will be spent. "Ask about the types of decisions you'll be involved in as a manager, which meetings you'll attend, if you'll be involved in the budget," she says. Steere even suggests asking if you'll stay in your current work space, lest you assume being a manager means moving into a cushy office-or even one with a door.

Trivial as some of these details may seem, they can help you determine whether the management role is superior to a non-management title based on what you value professionally. If you've loved your job as a hands-on graphic designer for years, for example, but would now have to spend most of your time on conference calls or doing client pitches, your job satisfaction may suffer. If the role does manage employees, Steere says to ask more specifically about how much autonomy you'll have leading the team, and what kind of training and development you'll be given to hone your management skills.

And if your proposed role is in a start-up with a fluid organizational chart or your company adheres to matrix management (meaning there are dual reporting structures within cross-functional teams), be clear on how the responsibility over your reports will be divided.

"I recently worked with a company where two or three different people were managing each employee. The employees didn't know how to prioritize, and each manager assumed the other(s) took care of the management tasks. There needs to be clarity on who is responsible for pay decisions, performance coaching and setting performance expectations," Steere says.

RELATED: Performance-Review Reboot: 3 Ways Companies Are Taking Appraisals to the Next Level
2. What Will My Typical Day Look Like?
Whether you're managing budgets, presenting to the C-suite, networking or maneuvering office politics, there's likely to be one constant across any management position: Your schedule will be a lot more packed.

That being the case, you have to know what your average day will look like. Will you be in meetings nonstop? Will you be asked to make on-the-spot decisions all day long? How many fires or urgent requests will fall into your lap each day?

"There is a premium on my time and where my attention goes in terms of real dollars and opportunity costs ... and it's fantastic for someone like me who likes formulating the big picture and directing the moving pieces," says Chad Modad, a managing director at a Houston-based software consulting firm. "[But] sometimes I really miss just sitting down and building something from beginning to end."

Indeed, Modad says, it's often hard to block off more than an hour at a time to focus on things like presentations, strategic planning or employee development plans. If that sounds more nerve-racking than exciting, you may want to reconsider that future management role, suggests Steere.

"If interruptions bother you, that's a signal you may prefer individual contributor work and may find people management stressful and/or distasteful," adds Steere.
3. How Will My Performance Be Measured?
Speaking of individual contributors, one big change that may take some getting used to is the shift from being measured by your solo efforts to being measured by your team's output or productivity.

Kathleen Steffey, CEO of Tampa, Florida-based Naviga Recruiting & Executive Search, says you should ask detailed questions about exactly what metrics you'll be measured on, such as your department's revenue or profitability. "There isn't a right answer, but it's an important one. [For example,] revenue is the top-line number, which means it's greater than the margin," Steffey says. "If you're only being measured on profitability, which would be a lower number, then you need to make sure your compensation program is designed to meet your needs."

You'll also want to be clear on departmental profit expectations as well as budget-trimming requirements before you take the job, says Modad. If expectations are too high or performance timelines too tight, you may want to pass on the promotion.

Steere says you should also ask whether employee feedback is used to assess a manager's performance-if it is, you have to be ready to inspire your team, give them the coaching they need, provide adequate direction and be able to monitor without micromanaging.

If the thought of potentially basing your raise, your bonus or even your whole job on your team's performance sounds scary, take heed before accepting that manager role. "To succeed as a manager, you need to care about getting great work done through others, as opposed to focusing on your own personal output," Steere says.

RELATED: 6 Perks High-Earners Can Negotiate at Work
4. How Much Say Will I Have in Personnel Decisions?
Not having control over who is on your team, or the amount of training and development you can offer them, can be a source of frustration to a manager.

So it's important to "ask whether you have the authority to place an employee who is underperforming on a performance improvement plan, to move an employee into a role for which you think they'd be better suited, or to promote a top performer-and [be sure to understand] how those processes work," says Steere. For instance, forced rating systems to determine things like bonuses or compensation may limit how much you can reward someone.

Also, remember that control over hiring likely means control over firing-a difficult decision you may find yourself making as a manager. Modad says the ability to develop a hard-working employee still makes him feel elated after four years in the executive ranks, but he feels it in the pit of his stomach when he has to fire or lay off someone. In fact, he says staying positive in tough times is one of the most difficult aspects of being a manager.

Ultimately, what you want is to be able to agree with the company's approach to leadership. "Does the organization feel that people inherently want to do a good job-or [does it believe] that they are lazy and need to be managed as such?" says Modad. Based on what you hear, consider how confident you will feel in going to bat for your staff with other leaders, or in communicating the corporate mission to your employees-even if raises aren't granted or jobs are eliminated.
5. Why Did the Previous Manager Leave?
A company is only as good as its executive leadership, so it behooves you to figure out if you'll be supported by your higher-ups. One way to do some detective work is to inquire about why your predecessor headed for the exit, and how long it took them to do so.

If, for instance, their departure was swift, it could be a sign that the C-suite had an unrealistic timeline for results. "Does the employer understand [you'll need to] ramp up and learn about the business, or do they expect someone to jump right in and impact revenue immediately?" Steffey says. Asking what your 30-, 60- and 90-day goals are can also provide more insight on this.

Another telltale sign a management role isn't all it's cracked up to be? High turnover. Steffey even suggests checking out the LinkedIn profile of a predecessor to see if they had a good tenure and track record previously. If they did, that raises the question of whether the company will really be supportive of you. "[That can be] a discerning moment for the candidate to determine if the company knows what it's doing, or if it's just too hard on an executive," she says. "Do they give a person the right tools to be successful?"

RELATED: LinkedIn Super Secrets: 9 Tips for Job Seekers, Brand Builders and Hiring Managers

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5 Key Questions To Ask Before Taking A Management Job Position

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This story originally appeared on LearnVest. The fatter paycheck. The bigger office. The increased authority to make decisions ... To most people, moving into a management role seems like a natural rite of passage when climbing the career ladder.

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Module 1 modern management