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Production is the transformation of organizational resources into products

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Production and Operations Management Overview   Chapter 1

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IT management focus on the use of information in the performance of work.

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Control entails ensuring that an event occurs as it was planned to occur.

Controlling is one of the 5 functions of management.

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Controlling and its Importance in Management

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This animation introduces the learner to the concept of controlling and process for the same. This is a product of Mexus Education Pvt. Ltd., an education innovations company based in Mumbai, India. http://www.mexuseducation.com, http://www.ikenstore.in

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Jarrett Johnson/Behavorial Approach to Leadership/Module 7 

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Jarrett Johnson/Behavorial Approach to Leadership/Module 7 

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This theory is based off of what good leaders do. here is a video

explaining behavorial theories.

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Leadership in Action - Session 3: Behavioural approaches to leadership

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This session by John Potter is part of the 'Leadership in Action' module. This session has been developed through the Learning from WOeRK project at Plymouth University and seeks to support learning in the work place.

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Jarrett Johnson/Trait Approach to leadership/Module 7

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Jarrett Johnson/Trait Approach to leadership/Module 7

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This theory states that leaders are born not made. I found a video that goes

in depth about this particular trait.

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Jarrett Johnson/Hewlett Packard /Module 7 

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Jarrett Johnson/Hewlett Packard /Module 7 

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In module 7 we had a discussion about how the CEO failed the company and why he wasn't a good leader. We also discussed what he could have did differently while the CEO. According to Professor Finkelstein, Apotheker is the fifth worst CEO here is a video.

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Professor Finkelstein's Fifth Worst CEO of 2011

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Over the last dozen years, Professor Finkelstein has studied failure and leader's career ending mistakes. Each year Professor Finkelstein announces his list of the worst CEOs -- this year releasing his worst five of the year. The "best" of the worst, in the number five spot, is Leo Apotheker, HP's former CEO.

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I found a website that explains the motivation process in detail.

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The Definition of Motivation

Often, people confuse the idea of 'happy' employees with 'motivated' employees. These may be related, but motivation actually describes the level of desire employees feel to perform, regardless of the level of happiness. Employees who are adequately motivated to perform will be more productive, more engaged and feel more invested in their work. When employees feel these things, it helps them, and thereby their managers, be more successful.

It is a manager's job to motivate employees to do their jobs well. So how do managers do this? The answer is motivation in management, the process through which managers encourage employees to be productive and effective.

Think of what you might experience in a retail setting when a motivated cashier is processing your transaction. This type of cashier will:

Be friendly, creating a pleasant transaction that makes you more likely to return

Process your transaction quickly, meaning that the store can service more customers

Suggest an additional item you would like to purchase, increasing sales for the store

In short, this employee is productive and delivers a high-quality output.

How to Motivate Employees

There are many ways to motivate employees. Managers who want to encourage productivity should work to ensure that employees:

Feel that the work they do has meaning or importance

Believe that good work is rewarded

Believe that they are treated fairly

All of these tasks fall under one or more motivational theories.

Expectancy Theory

Expectancy theory outlines the connection employees expect between effort and reward. If an employee does very well and puts forth additional effort, they will likely expect to be rewarded accordingly. In a retail setting, for example, a cashier might offer to work a double shift when a manager is short staffed, but would expect praise and perhaps additional compensation for doing so.

Employees who do not feel rewarded become unmotivated. Think about how you might feel if you continually worked as hard as possible but never received additional recognition or compensation. Would you continue to work as hard as possible, or would you think 'why bother?'

Equity Theory

Equity theory indicates that employees are best motivated when they feel that they are being treated equally. If two employees perform the same job, and believe that they do so equally well, they would expect equal pay and equal recognition.

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what is motivation in management? - definition

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process & types - video & lesson transcript | study.com

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What Is Motivation In Management? - Definition, Process & Types - Video & Lesson Transcript | Study.com

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Often, people confuse the idea of 'happy' employees with 'motivated' employees. These may be related, but motivation actually describes the level of desire employees feel to perform, regardless of the level of happiness. Employees who are adequately motivated to perform will be more productive, more engaged and feel more invested in their work.

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Module 6 talks about teams and why building teams in the workplace is important.

A team is essential to working to solve issues within the workplace, it creates a sense of support .

I attached a video that details the results of a productive team in the workplace .

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What is Team Building? Team Building is the process in which a group of people come together to form a unified and cooperative team unit. This team, who works towards a common goal, creates a work atmosphere that is productive and inspiring. Visit our website to learn more: http://corporate.sherrycampbellgroup.com/WorkplaceSolutions/TeamBuilding.aspx http://www.sherrycampbellgroup.com/

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Leadership is different from managing. Leadership is key and having success in the workplace as it displays strong knowledge and confidence in the task at hand. Here is a video that describes the differences between the two.

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Top 10 Differences Between Managers and Leaders

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This short video from @ScottWilliams provides 10 clear distinctives to help understand the difference between a manager and a leader. Thanks to Samson Varughese for bringing the video to life. Find Scott: Twitter - @ScottWilliams Facebook - ScottWilliams.tv Blog - BigIsTheNewSmall.com Company - NxtLevelSolutions.com

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The process of sharing information with other individuals. Communication to me is the most important factor in the workplace,

as it ensures that everyone is on the same page and causes less confusion.

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Effective Communication in the Workplace

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In module 6 we had to create an employee satisfaction survey which was fun. It's important to do one annually to see what progress if any was made from the previous year. A video talking about happy employees in the workplace and the results.

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Employee Engagement | Employee Satisfaction Surveys & Motivation

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Employee Satisfaction Surveys Improve Your Work Environment

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Improve your company's work environment with employee satisfaction surveys. Learn more about employee surveys at: http://www.zoomerang.com/Employee-Satisfaction-Surveys/ Zoomerang is the leader in online surveys and since 1999, have provided a powerful, self-service alternative for conducting accurate research with minimum cost and effort.

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Responsibility is the obligation to perform assigned activities. I've learned that responsibility in the most fundamental method of channeling the activity of individuals within in organization. An article I found on Chrons website describes the different types of workplace responsibilties.

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Both employees and employers have repsonsibilities in the workplace, which include fulfilling the roles of a job and more.

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Authority can be given to anyone for any specific task. As I learned in module 5 Authority is

the right to perform or command. People who have authority in the workplace tend to be managers, or team leads whose role

might be bigger than an subordinate. I found a helpful article that breaks down how to gain authority in the workplace.

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Each of us wants to be successful at a job and appear as authoritative as possible. When you are a newcomer to an organization or move into a new position, it can be hard to reach these goals. If you find yourself in this kind of position,...

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Delegation is the actual process of assigning job activities and corresponding authority to specific individuals within the organization. Delegation occurs every day as my manager leaves me in charge of making sure everyone signs off on their payroll when she's on vacation. I found a tutorial which gives a definition of delegation.

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Delegation tutorial: What is delegation? | lynda.com

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In this tutorial, Britt Andreatta explores the basics of delegation. Watch more at http://www.lynda.com/Business-Business-Skills-tutorials/Delegating-Tasks-Your-Team/110278-2.html?utm_medium=viral&utm_source=youtube&utm_campaign=videoupload-bus-d7muYdNytK0. This tutorial is a single movie from the Delegation Fundamentals course presented by lynda.com author Britt Andreatta. The complete course duration is 49 minutes long and reveals what delegation can do for you and your team and then introduces a four-phase model to delegate tasks and projects large and small Introduction 1.

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Jarrett Johnson/Meeting Agenda/Module 5 

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Jarrett Johnson/Meeting Agenda/Module 5 

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In module 5 we had to create a meeting agenda, which I'm familiar with as we have

an agenda for every meeting at my job. I think creating an agenda for employees gives

clarity, about what the meeting is to be about and how long it's expected to be. I found a cool picture online that

describes how I feel sometimes before I go to meetings.

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Confirmation bias is the tendency to search for information that supports one's preconceived beliefs and to ignore information that contradicts those beliefs. I found this funny video that shows confirmation bias .

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I learned that a consensus is an agreement on a decison by all individuals

involved in making the decision. I found a short clip from Gilmore Girls that shows

a consensus being made about who will play Romeo.

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Gilmore Girls - consensus decision making

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gilmore girls deciding who should be romeo

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Jarrett Johnson/Programmed vs Non Programmed Decision/Module 4 

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Jarrett Johnson/Programmed vs Non Programmed Decision/Module 4 

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Programmed decision making as the book states routines, and repetitive, or systematic. Non programmed decision making is one shot that is less structured. I would say I use program decision making on a daily basis for my job as we have certain guidelines we must follow. This video details both decision making and the steps in decision making.

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The decision making process. Programmed and non-programmed decision making. Study guides are available at http://www.amazon.com/Tamu-Petra-Browne/e/B00CM0M43W

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Jarrett Johnson/Decision Making Skills/Module 4

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Jarrett Johnson/Decision Making Skills/Module 4

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Managers have to make decisins eveyday as a part of their jobs. The important factor is obtaining the correct

skills to make informed and accurate decisions. I found a short clip on Management skills training on decision making.

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Online Communication Skills Training Videos

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John C. Maxwell ViSalus Leadership Training

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Management Skills Training - Decision Making

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http://www.siliconbeachtraining.co.uk/management-training/ Management Skills Course from Silicon Beach Training This short (3 minute) video explains the Decision Making training exercise from our Management Skills for New Managers course. It explains the scenario delegates are asked to make decisions on and describes the key learning points from the exercise. Category:

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I learned about NAFTA in chapter 5, I also learned about NAFTA in my economics class. I knew that Bill Clinton signed the agreement and hers a short video on Bill Clintons speech afterwards.

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Jarrett Johnson/Joint Ventures/ Module 3

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Jarrett Johnson/Joint Ventures/ Module 3

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I've always heard of the term Joint Venture, but never really knew what it was until after I read chapter 5 in our text books. I've learned that companies join forces for higher product quality. The image I found online illustrates just that.

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In Module 3 we covered What Direct Investments are. As I get older I often think of ways to gain money

and watching this helpful video gave me some new ideas on how to invest my money in the future.

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Vita Nelson talks about Direct Investment Plans

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This article breaks down what International Mangement is the overview, and the job duties

and skills needed.

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Global management refers to the way an organization manages its business internationally, including its sales, marketing, hiring and finance practices. Many schools offer training and degree programs in global management. Read on to learn more about responsibilities in this field of management and education programs that can prepare you to enter this career. Schools offering International Business degrees can also be found in these popular choices .

Overview of Global Management

As technology continues to connect the world, many organizations have taken advantage of the opportunity to conduct business globally. Global management combines knowledge of business, culture, history and social practices to help companies find their niches in the international business community and successfully work with other cultures.

As a global manager, you'll not only need to understand business principles, but you'll also need a firm grasp of the local customs, professional life and regional policies of the countries that your company wants to partner with. Many companies also look for managers who speak multiple languages and have experience representing more than one country, as well as those who are willing to move from one location to another.

Important Facts About Global Managers

Median Salary (2015)

$98,088 ('for all global account managers')

Key Skills

Bilingual, clear written and spoken communication, attention to detail, problem solving, social awareness, leadership, organization, observation, negotiation

Work Environment

Predominately office settings with extensive travel mixed in

Similar Occupations

Account executives; account mangers; business development directors; directors of sales and marketing; general / operations managers; national account managers

Source: PayScale.com

Job Duties and Skills

Working as a global manager, you'll be in the unique position of managing a company's business and staff in a land that may have vastly different cultural and professional customs. In many regions, managers are needed to help companies tailor their business to the local culture. For example, as a global manager, you might need to learn the hiring practices of another country or the specific way that people communicate in the workplace to avoid potentially offending or confusing your foreign colleagues. You'll then need to train other employees in appropriate practices, such as pitching products to foreign customers in a polite manner consistent with their culture.

In order to carry out their jobs effectively, global managers need strong communication and interpersonal skills. They need to be highly sensitive to and respectful of cultural differences. Having an open mind and complex critical thinking skills is also essential.

Training Programs

If you want to receive a global management education, graduate programs are offered by a number of accredited business schools. Some bachelor's degree programs are available, though graduate certificate and degree programs are the most commonly offered. Global management training can be offered as part of a Master of Business Administration (MBA) or Master of Public Administration (MPA) program. You also can earn a Master of Science in Global Management.

These programs can introduce you to the social customs and business practices of different countries, teach you about international commerce and show you how to conduct business in foreign languages. Coursework may cover international human resources management, global supply chain management, foreign income taxes and international negotiation. Many schools can also offer you the opportunity to study abroad or complete an internship experience overseas.

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Global management refers to the way an organization manages its business internationally, including its sales, marketing, hiring and finance practices. Many schools offer training and degree programs in global management. Read on to learn more about responsibilities in this field of management and education programs that can prepare you to enter this career.

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As we discussed in Module 3 the success Marriott hotels had achieved it left me intrigued to do further research of the company. As I'm a young person I found an article that talks about how Marriott built a hotel in London that's aimed for the younger crowd. As I read the article I was quite impressed as I'm leaving for Dubai in August and one of my layovers is in London.

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J.W. Marriott Jr., the 81-year-old chairman of Marriott International, flew to London in September to inspect his company's new jewel: Edition, a sumptuous boutique hotel intended to anchor a new 100-city chain - the next W, if Marriott has its way. But Mr. Marriott did not stay overnight at the London Edition, as the new property is known, with its laser-lighted nightclub and guest-room paintings of women wearing toilet-paper turbans. He bedded down at Grosvenor House, one of the company's more traditional luxury hotels.

"This is what I know, but I'm the past," he said, sitting in the old-fashioned floral splendor of a Grosvenor corner suite. Edition, conceived in partnership with the boutique hotelier Ian Schrager, is about the Marriott company's future. "We're trying to get some flash," Mr. Marriott said. He rose wearily from his chair. "I'm off to see the flash."

Marriott is big. The company, based in Bethesda, Md., operates 660,000 rooms under 16 brands, including Courtyard, Renaissance and Ritz-Carlton; more than 800 new Marriott-operated properties are in the works worldwide.

Marriott is dependable. When you're stranded overnight on business in St. Louis or Denver or Chicago, the red glow of a Marriott sign is there at the airport to offer you a clean, comfortable room.

Marriott, in the words of brand experts, is boring. Nobody raves about the D.J. at a Courtyard.

So how do you recast this company as cool and current - a "brand constellation" of everything from standard-issue roadside rooms to six-star oceanfront suites? This is Arne M. Sorenson's conundrum. Mr. Sorenson, 54, took over as chief executive in 2012, when Mr. Marriott stepped aside after 40 years on the job. Making this task trickier is the fact that Mr. Sorenson is the first C.E.O. in the company's history who isn't a member of the Marriott family. It's his job to change the business while remaining reverential to J.W., who created the Marriott image and whose family still owns 25 percent of its stock.

It's no easy puzzle, but Marriott, the world's No. 3 hotel company by number of rooms, must quickly solve it to compete for younger hotel guests, Mr. Sorenson says. One indication of the urgency: Marriott expects more globally minded millennial consumers, also referred to as Generation Y or people born roughly between 1980 and 2000, to account for a third of business-room nights in the United States by 2020.

"We have to be as strong with the X's and Y's as we are with the boomers," Mr. Sorenson said in November. "I don't think any of the big brands in the hotel space have really won them over."

Lodging analysts agree. But everyone is certainly giving it their best, from the sprawling InterContinental Hotels & Resorts, the No. 1 company and the owner of Holiday Inn and others, to Hilton Hotels & Resorts, the No. 2 company, which in mid-December executed a $2.35 billion initial public offering. To win over younger business travelers - and, even more important, to keep them in the Marriott fold when they travel for leisure, particularly overseas - the energetic Mr. Sorenson is relying on a range of strategies.

Core hotels are getting gussied up. In September, the Chicago Marriott O'Hare unveiled $40 million worth of improvements, including a better bar, historically a Marriott weakness. (Some analysts trace that to the company's Mormon roots.) The Detroit Marriott at the Renaissance Center begins a similar $30 million upgrade in February. The company has been trying to improve what it calls the "guest-room beauty experience" at Marriott-brand hotels - stocking bathrooms, for instance, with a Thai skin care line.

A new ad push, "Travel Brilliantly," estimated to cost roughly $90 million over three years, reflects Mr. Sorenson's focus on younger consumers. TV and web ads, taped at international resorts like the Bangkok Marriott Hotel Sukhumvit, intone: "This is not a hotel. It's an idea that travel should be brilliant. The promise of spaces as expansive as your imagination." Marriott also offers Xplor, a free smartphone app combining reservations with games; players win loyalty club points by completing challenges at virtual hotels.

"We want people to be saying, 'Hey, do you see what Marriott just did?' " Mr. Sorenson said.

Tina Edmundson, Marriott's global brand officer for luxury and lifestyle hotels, added: "This company can be very humble, almost to its detriment. It hasn't been important to say, 'Hey, look at me.' Some competitors are very good at that."

Mr. Sorenson is also leaning harder on a part of the company that many consumers may not realize is owned by Marriott: Ritz-Carlton. Marriott bought 49 percent of that luxury hotel chain in 1995 and the balance in 1998. But Marriott - agreeing with Ritz-Carlton that the luxury brand would be hurt by association with Marriott's middle-market brand - kept the connection quiet.

Now, with Ritz-Carlton delivering some of Marriott's biggest growth - 30 new Ritz-Carlton hotels will open worldwide in the next five years, expanding the chain by 40 percent - Mr. Sorenson says he thinks it's time to tear down the wall. "In 10 years of talking to Ritz-Carlton customers, never once has someone said, 'Oh, yuck - Marriott,' " he said. "We now think all of our brands get stronger, including Ritz-Carlton, when people understand the breadth of our portfolio."

Ritz-Carlton, which fought the public association with the Marriott brand in the past, is now on board. "I was traveling in Maine, and I stayed at a Courtyard on the side of the freeway, and it was perfect," said Hervé Humler, a Frenchman who was a co-founder of the Ritz-Carlton chain in 1983 and now serves as its president and chief operations officer. "We have to be able to tell our customers that. You can't find a Ritz-Carlton? Here is a place."

To move Marriott's image from "a sea of sameness to a world of difference," as some company executives summarize it, Mr. Sorenson is relying on new brands. Moxy, announced in March in partnership with Ikea, is planned as a stylish, economy, 500-hotel chain centered in Europe. In June, Marriott said it would bring AC Hotels - its three-year-old European chain "inspired by the runways and fashion houses of Milan" - to the United States.

The Edition chain - rooms start at $425 a night in London - is by far Marriott's biggest bet. With a location opening next year in Manhattan and nine more announced elsewhere, Edition is the one that Marriott has to get right - even if it has meant gritting its teeth through an odd-couple relationship with Mr. Schrager, the swaggering Studio 54 impresario who helped create the boutique-hotel concept back in the 1980s and '90s.

Why did Marriott need him?

"We probably didn't have consumer permission to enter this boutique space on our own," Mr. Sorenson said. It was a blunt encapsulation of Marriott's challenges.

Asking permission is new for Marriott. Once, it led the pack. In 1983, it created Courtyard by Marriott, the first national moderately priced chain catering to business guests. It was the first major hotel company to exit the real estate business - it runs hotels but does not own a vast majority of them - a formula now used by most all of the hotel giants. Marriott's rewards club, with 45 million members, is the envy of the lodging industry.

But somewhere along the line, Marriott fell behind in some important ways. The hotel industry does not innovate quickly, analysts say, but Marriott in particular was slow to expand overseas. When it did, it created hotels in places where Americans wanted to travel, overlooking a new market of foreign customers with money to burn.

Rivals, namely Starwood Hotels & Resorts, did a better job of tapping into the booming categories of leisure and lifestyle lodging for young adults. While Marriott was playing catch-up overseas and focusing on its enormously profitable lower-tier business, Starwood was feverishly building out its luxurious W chain, polishing its faded Sheraton brand and opening five-star St. Regis hotels.

"People have a positive view of us, but we certainly don't stand for luxury," Mr. Sorenson said.

Marriott did eventually catch on to the importance of catering to moneyed travelers. In addition to Ritz-Carlton, Marriott manages the Bulgari hotel line and 64 high-end hotels under the name JW Marriott where rooms can start at $425 a night.

"They're luxurious hotels, but JW Marriotts confuse some people with the name," said Milton Pedraza, chief executive of the Luxury Institute, a brand consulting firm. "It would be like Toyota launching Lexus and calling it JW Toyota."

Corporate image can affect more than reservations, said Shaun Kelley, an analyst at Bank of America Merrill Lynch. "Wall Street generally has a better perception of luxury or aspirational brands than middle-market brands," Mr. Kelley said. Hotel investors, while obviously focused on profit, tend to give outsize attention to brands where they stay themselves - and those typically don't include Fairfield Inn, another lower-end Marriott chain.

Luxury offerings are also considerably more insulated from economic downturns. "Starwood, which is more skewed toward luxury, grabs a disproportionate amount of investor attention compared to its size," he said.

In the 12 months through Friday, shares of Starwood, which manages roughly 50 percent fewer rooms than Marriott, had a total return of 34.4 percent, versus 26.3 percent for Marriott's stock. For the first nine months of last year, Starwood had $507 million in net income on $4.6 billion in revenue. Marriott had net income of $475 million on revenue of $9.6 billion over the same period.

Marriott has freshened its image before, particularly in the 1990s, when it divested the Bob's Big Boy and Roy Rogers restaurant chains as well as its hospital and airport catering businesses. But Mr. Sorenson, who joined Marriott in 1996 from a private law firm, must change the way people think of the company without ruffling Marriott family members, five of whom hold senior positions in the company.

Mr. Sorenson appears to have a keen grip on how much is too much. Asked if he was open to a restyling of the company's swooping M logo, a sort of coat of arms for the family, Mr. Sorenson's voice grew chilly. "I'm not terribly turned on by conversations about changing the logo," he said. And experts may see the JW Marriott line as a confusing vanity brand, but Mr. Sorenson dismissed that criticism.

Wall Street has been cheering Mr. Sorenson's moves: Marriott's shares are currently trading near a record high. But Mr. Sorenson acknowledged that Mr. Marriott's legacy is nonetheless on his mind.

"I worry about it more than he does," Mr. Sorenson said. "Are we moving too fast? Are we undoing things that are sacred?" He added: "I've reached out a few times, and in every instance he has said, 'I love it, and you should go faster.' He understands that the company needs to evolve."

On his tour of the London Edition, Mr. Marriott grinned when he stepped inside the lobby, marveling in particular at a sculpture - a giant chrome egg - that Mr. Schrager had hanged from the ceiling, in lieu of a chandelier. But Mr. Marriott probably made a wise decision to skip the opening. Mr. Sorenson tried busting a hipster move or two in the nightclub, and the sharp-tongued Mr. Schrager had a few awkward things to say about his partners.

"I've spent my life as the anti-Marriott," Mr. Schrager told reporters in the hotel's Punch Room, an oak-paneled den filled with button-backed cerulean sofas. "Marriott wouldn't need me if it was just interested in punching out another hotel."

He added: "So we've become the odd couple."

That is true enough. Marriott prides itself on discipline and service. Mr. Schrager's hotels can be frenetic and so hip that it hurts. And analysts say that too many boutique hotels, including the W brand, may sacrifice service for style, ultimately turning off consumers, or at least making it hard to maintain prices. Perhaps Marriott's customer service could spare Edition that fate. That, at least, is the goal.

So far, people seem pleasantly surprised.

"Only one of the sofa sets in the lobby is outright irritating," a travel writer, Matt Rudd, wrote in a review of the London Edition in The Sunday Times there. "The rest are, and I can't quite believe I'm saying this, comfortable."

With their hardwood floors and wood-paneled walls, the guest rooms are meant to feel like cozy cabins on a luxury yacht; faux-fur throws are tossed shambolically across the beds.

The Edition chain has had a difficult time getting off the ground. It was introduced in 2008, just as the recession flattened the hotel market; one Edition property, on Waikiki Beach in Honolulu, spawned an ugly management spat and has since been re-branded. Aside from the property in London, the only other Edition now open is in Istanbul.

But if the 175-room London Edition is any evidence, the concept is taking off. After just three months, occupancy is high - nearly 80 percent - and the hotel's restaurant, Berners Tavern, is a runaway hit. (Harry Styles, the floppy-haired One Direction heartthrob, has partied there.) "Without Ian, we probably would have buried it in discipline," Mr. Sorenson said, standing in the lobby. "It's sexy and fun, and we're thrilled."

He hopped into a waiting sedan to visit Marriott's St. Pancras Renaissance, a five-star Victorian-era hotel across town. "People want luxury that is surprising," he added, en route. "Younger guests in particular tell us, 'Please, whatever you do, don't give me another beige room.' "

A version of this article appears in print on , on Page BU1 of the New York edition with the headline: But It Doesn't Look Like A Marriott. Order Reprints | Today's Paper | Subscribe

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J.W. Marriott Jr., the 81-year-old chairman of Marriott International, flew to London in September to inspect his company's new jewel: Edition, a sumptuous boutique hotel intended to anchor a new 100-city chain - the next W, if Marriott has its way.

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Jarrett Johnson/Role of a Manager/Module 2

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Jarrett Johnson/Role of a Manager/Module 2

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Determining the role of a manager can vary based on the job description. I know at my job my mangers plays more of a supportive role to back up what I say to customers regarding policies and procedures of the company. I found an online article that discusses some basics roles of mangers in the workplace that I found helpful,

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Manager is a job title that is used in organizations to denote an employee who has certain duties and responsibilities to lead functions or departments and/or employees. The manager is assigned to a particular level on an organizational chart. Employees who have the job title of manager have diverse duties and job responsibilities for people and functions.

The job description of a manager varies from organization to organization depending on the specific responsibilities that are assigned to the job function. In some organizations, the title, manager, is only assigned to employees who have other employees reporting to them as seen on an organizational chart.

In other organizations, the title of manager is also assigned to employees who manage a functional area. For example, Tracey has the job title of manager. She has no reporting staff but she is responsible for expanding sales to international markets.

Larger organizations may also have senior managers or managers of managers who report to either the director level or the vice president level, depending, usually, on the size of the organization.

Description of the Role of Manager

A thoughtful description of what a manager does or should do comes from the "Harvard Business Review." In their description of the role and duties of a manager, "Management is the responsibility for the performance of a group of people."

Another traditional definition echoes a similar job role: "A manager is responsible for overseeing and leading the work of a group of people." But, what else does manager mean and what does a manager actually do?

But, he or she is also responsible for leadership over a segment of work, a sub-section of the organization's results, or a functional area with or without reporting staff.

Or, as highlighted above, some managers are responsible for functions. If you want to eliminate confusion, these positions should have titles such as international sales development leader or international sales development coordinator.

Executives or Senior Managers Lead Groups of Managers

To understand the broader uses of the title of manager, some organizations have senior or executive managers whose job is to lead a group of managers, each with their own functional area of responsibility and directly reporting staff. Examples include:

Bill is the marketing manager and he has six reporting staff members. In this instance, Bill is responsible for a sub-section of the organization's results, the functional area marketing, and for the six direct reports.

Mary is the manager of Human Resources, a functional area, and sub-section of the organization's results. She currently has no reporting staff members, but as the company grows, she plans to add reporting staff.

Bethany is the manager of trade show and event marketing. She manages the functional area of trade shows and event marketing. She has no staff currently and none are planned for the future. She draws upon the people resources of the department for which she is coordinating the event. Additionally, different marketing department members help her publicize and staff the event; for example, the public relations manager, the marketing communications writer, and the graphics designer, none of whom report to her, might help her plan, market, and stage an event.

Elizabeth is the senior manager of customer engagement. In this role, she is responsible for the work and results of the four departments that comprise the department of customer engagement. In this role, the four department managers report to her for their overall leadership and direction.

These four managers, in turn, head up their own functional areas: the customer service representatives, the technical support specialists, the administrative services staff, and the external training and development staff.

Employees who have the job title of manager, as you can see, have diverse responsibilities for people and functions. In general, every manager's job is different, but they all have these responsibilities. Because the role of the manager bears significant responsibility, accountability, and authority within an organization, the manager has the following responsibilities.

Responsibilities in the Job Description and Job Duties of a Manager

Plan: planning the operation and function of the area over which the manager is assigned responsibility in a way that accomplishes the goals for which he or she is responsible in the workings of a total organization.

Organize and Implement: organizing the production of the work, and the workforce, training, and resources necessary to do the work, in a way that accomplishes the desired and required outcomes to meet the goals.

Direct: providing the employees and their resources with enough guidance, direction, leadership, and support necessary to ensure that they are able to accomplish their goals.

Monitor: following up to ensure that the plan to achieve the goals is being carried out in such a way that its accomplishment is assured.

Evaluate: reviewing and assessing the success of the goal, the plan, and the allocation of the employees and their resources using solid, reliable measurements.

Performing other responsibilities as assigned by the president, vice president, or director to whom the manager reports. These responsibilities are diverse and far-reaching in most organizations and depend on the organization's goals and objectives.

These are the traditional roles of a manager. You can find more information about each of these roles in The Basics of Management in the management section of TheBalance.com.

More About the Job Description of a Manager

Additional responsibilities and recommended approaches to working effectively as a manager are available in these resources.

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What Does a Manager Do on the Job in the Workplace?

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Manager is a job title that is used in organizations to denote an employee who has certain duties and responsibilities to lead functions or departments and/or employees. The manager is assigned to a particular level on an organizational chart. Employees who have the job title of manager have diverse duties and job responsibilities for people and functions.

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Jarrett Johnson/Corporate Social Responsibility/Module 2 

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Jarrett Johnson/Corporate Social Responsibility/Module 2 

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I found a video that not only talks about the benefits but also the cons of Corporate Social Responsibility.

I thought this was interesting but it's a short clip that summarizes why Corporate Social Responsibility is a must have

for each Corporation.

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Fashion Designer & Corporate Social Responsibility

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Every succesful organization has a code of ethics that are followed. Most employees

feel bound to them and expected to abide by them at all times. I know working in a

call center they stress the importance of ethics and integrity I found an image that sums it all up.

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We discussed the many benefits of gender diversity in businesses in Module 2.

I found an video that explains gender bias impacts on behavior. I find this

interesting because it talks about the direct effect gender diversity has in organizations.

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The benefits of diversity in organisations. Some real examples.

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Diversity can deliver very tangible benefits for employees, customers, and profitability. Here are some real examples for results achieved by Diversity Partners.

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Module 1 covered how Influence could be used as an effective tool for functions of management. I believe in order to influence your employees a manger must have great people skills, and an understanding of others feelings. I can say my manager has these qualities, here is an article that goes into further details about what a manger needs in order to gain effective influence skills

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How to Influence Through Quality Management Skills

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As a small-business owner, you can benefit from learning how quality management skills can influence managers, middle managers and your entire workforce to work toward improvements in the way you run your company. As you demonstrate top-notch skills, you gain influence based on your wisdom, judgment and knowledge. ...

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As I get older I now know the difference between a job and a career. I found an inspirational

video that hit home because it's message is to never give up on your dreams anything is possible.

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Dream On Be Crazy: Dont let your dreams die

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Crazyaboutstartups.com presents a story about a unique entrepreneur. An inspirational journey about dreams and how it turns into reality. We are crazy about startups. Are you? Visit http://www.crazyaboutstartups.com today. A video created by PresentationGFX.com

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Jarrett Johnson/The Importance of Management /Module 1

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Jarrett Johnson/The Importance of Management /Module 1

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I recall in Module 1 learning of the importance of management ,and I found an interesting video on youtube that details and explains management in the work place . I work at ADT and I know just how important managers and their roles are to a company.

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3-minuter Video about the Importance of Management. Edited by Davey Langit.

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I found this article to be interesting because it tells you in three steps how to plan better and put those plans in action. In module 1 we covered how mangers used planning as a function of management this article contained some relative information in regards to planning. I actually used this recently, as I was coming up with a plan to lose weight and start a new diet, it was very useful.

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Opinions expressed by Entrepreneur contributors are their own.

In my experience leading dozens of business planning workshops in countries all over the world, I'd say only about 10% to 15% of teams I've encountered have an effective business planning process. Sounds low, doesn't it? What many business owners fail to understand is that good planning equals good management.

Let me explain. Planning is about managing resources and priorities in an organized way. Management is related to leadership, and it's related to productivity.

Here are three steps to get you planning better and, in turn, improving your management.

1. Devise a plan. As the business owner, you start by writing important details down. You don't need to sweat every detail of creating a long document. Instead, jot down essential points as bullets, and tables, and bare explanations. The strategy element of planning is to focus on what you're good at, what matters, which people are most important to you and what you can do for them. It's about positioning, determining your target market and product focus.

It's important to document these details in order to communicate your vision to employees. If you don't have a team, there's value in referring back to your original thoughts regarding the path for your business and comparing them to actual results.
Related: 5 Ways to Kick-start Your Business Planning
2. Define success. In order to chart your path, you'll need to define long-term goals. Think broadly about how you see your business in several years.

From there, get specific. You'll want to establish milestones for when you want to accomplish certain goals, and know who you will want to carry them out. Go beyond sales, costs and expenses, and look at what really drives your business. It might be conversions, page views, clicks, meals, trips, presentations, seminars and other engagements.

Then, establish a review schedule -- when you and your team review changed assumptions, track results and make changes as necessary.
Related: Are You a Goal-Getter?
3. Put it in motion. Can you see the management brewing? Tracking and analyzing numbers can help you manage the work behind the numbers. You'll be in a better place to recognize and highlight what's working and what isn't working for your business and your team.
Suppose traffic is up, but conversions are down. You collect your data, review it with your team and develop a plan to make changes toward reaching your goals. That's management.

Managing your business successfully requires more than just praise and pats on the back. Sometimes it means focusing attention on problems, helping people solve them if possible, discussing and embracing mistakes, and, in the worst case, weeding out people who don't care about bad results. This can all be accomplished more efficiently when you have a plan in place.
Related: How to Become a Master Problem Solver
Either way, whether results are better than expected or worse, the planning and tracking makes your follow up easier. The process itself adds commitment and peer pressure to the team. Highlighting good performance is easier when there are agreed-on numbers to define it. And, probably most important, dealing with poor performance is always hard, but not quite as hard when you can focus on the specific numbers instead of personalities or office politics.

Which brings me back to where I began: Planning is management. Without planning, your management is at a real disadvantage.

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How Business Planning Leads to Better Management

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Opinions expressed by Entrepreneur contributors are their own. In my experience leading dozens of business planning workshops in countries all over the world, I'd say only about 10% to 15% of teams I've encountered have an effective business planning process. Sounds low, doesn't it?