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This image shows the difference between power and control and how to implement them properly.

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A POM is essential part of running a business. They manage the process of creation of goods and services.

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This read was great at helping with Module 8 in showing the relationship between data and information.

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Learn the difference between data and information in business, and discover what your enterprise needs to leverage your market research to its fullest.

Data versus information

Put simply, data is a number, picture, statement, etc that is unprocessed.

It might be a name, the content of an email, an address, a sales figure; anything of that nature. If you printed out a bundle of receipts from your latest transactions and observed the total value, you would have a set of data.

Every business generates data, whether it's through the cash register, an email list, a loyalty card or even just casual conversations with customers.

It isn't just numbers in a system. You can get both structured data (numbers), and unstructured data (images, audio, writing, conversations). It is quite similar to the difference between quantitative and qualitative data.

Data in its raw form, as you can imagine, isn't particularly useful. Knowing that some customer somewhere at some point paid $10 for something only tells you one thing: how much they paid. Once you begin gathering other data points, such as who, when, where, why and for what, and expand that out to your whole customer base, you start getting something more helpful for your strategy.

You start getting information.

Related content: 5 best practice tips for collecting customer data

What about information?

Information is processed data. It has meaning and context. It isn't just a single data point, it's a series of data points that have been melded into something that informs or allows you to act.

Take that $10 purchase from earlier. Once you know the specifics of that transaction, and other similar transactions, you might start noticing that one particular product is performing well at a specific time of day, or is being bought alongside other items. Each and every single one of those numbers, sales figures, timings, customer numbers; those are data points.

Once you group them together, collect them, organise them, analyse them and manage them, you get information. From information, you can see trends or connections or unfulfilled niches. From information, you can start strategising. From information, you get business intelligence.

Computers need data. Humans need information. The question you need to ask of your business is whether it has the capability to both gather data as well as changing data into information efficiently and accurately. It's the difference between conducting research and generating actionable insights.

Related content: 4 steps to quality control your customer data

What does your business need from data and information?

From data, information. From information, business intelligence. Every business generates data, large and small, and every business can take advantage of data-it is how you process data that makes the difference.

However, all too often, businesses are working from broken, inaccurate or unimportant data. The information you need will change entirely on your growth stage and what industry you are in, and as a result, the data that you focus on will be unique as well.

Do you need to find a new demographic to appeal to?

Do you need to find a way to cut costs?

Is it time to expand your physical presence? Perhaps your digital?

All of these questions affect the information that you need, and thus the data you need.

Moreover, the data you gather has to be both reliable and valid. Market research, i.e. data gathering, doesn't stem from a single, short survey from a select group of customers. It is an in-depth, complex process, in which analysts separate the bad data from the good, the important from the unimportant; the wheat from the chaff, in other words.

Only by working with 'good' data can you hope to create 'good' information-the cornerstone of any solid business strategy.

Related content: The best way to analyse your customer experience feedback

Summary

Data builds information, and information builds strategic success. Without the first, you can't have the second or the third. A good business is built upon great market research, which can gather and analyse all of the data that your company is currently gathering, separating the useful from the useless.
Get good information. Start with great data. For more information on making the most of your market research, check out our free ebook below.

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What is the difference between data and information in business?

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Learn the difference between data and information in business, and discover what your enterprise needs to leverage your market research to its fullest. Put simply, data is a number, picture, statement, etc that is unprocessed. It might be a name, the content of an email, an address, a sales figure; anything of that nature.

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This chart breaks down the basic differences between power and leadership. This really showed me that power is not necessary to run a company.

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This article explains the difference between being a leader and being a manger. It has good suggestions that can be utilized in my business.

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When you are promoted into a role where you are managing people, you don't automatically become a leader. There are important distinctions between managing and leading people. Here are nine of the most important differences that set leaders apart:
1. Leaders create a vision, managers create goals.
Leaders paint a picture of what they see as possible and inspire and engage their people in turning that vision into reality. They think beyond what individuals do. They activate people to be part of something bigger. They know that high-functioning teams can accomplish a lot more working together than individuals working autonomously. Managers focus on setting, measuring and achieving goals. They control situations to reach or exceed their objectives.
2. Leaders are change agents, managers maintain the status quo.
Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even if things are working, there could be a better way forward. And they understand and accept the fact that changes to the system often create waves. Managers stick with what works, refining systems, structures and processes to make them better.
3. Leaders are unique, managers copy.
Leaders are willing to be themselves. They are self-aware and work actively to build their unique and differentiated personal brand. They are comfortable in their own shoes and willing to stand out. They're authentic and transparent. Managers mimic the competencies and behaviors they learn from others and adopt their leadership style rather than defining it.
4. Leaders take risks, managers control risk .
Leaders are willing to try new things even if they may fail miserably. They know that failure is often a step on the path to success. Managers work to minimize risk. They seek to avoid or control problems rather than embracing them.
5. Leaders are in it for the long haul, managers think short-term.
Leaders have intentionality. They do what they say they are going to do and stay motivated toward a big, often very distant goal. They remain motivated without receiving regular rewards. Managers work on shorter-term goals, seeking more regular acknowledgment or accolades.
6. Leaders grow personally, managers rely on existing, proven skills.
Leaders know if they aren't learning something new every day, they aren't standing still, they're falling behind. They remain curious and seek to remain relevant in an ever-changing world of work. They seek out people and information that will expand their thinking. Managers often double down on what made them successful, perfecting existing skills and adopting proven behaviors.
7. Leaders build relationships, managers build systems and processes.
Leaders focus on people - all the stakeholders they need to influence in order to realize their vision. They know who their stakeholders are and spend most of their time with them. They build loyalty and trust by consistently delivering on their promise. Managers focus on the structures necessary to set and achieve goals. They focus on the analytical and ensure systems are in place to attain desired outcomes. They work with individuals and their goals and objectives.
8. Leaders coach, managers direct.
Leaders know that people who work for them have the answers or are able to find them. They see their people as competent and are optimistic about their potential. They resist the temptation to tell their people what to do and how to do it. Managers assign tasks and provide guidance on how to accomplish them.
9. Leaders create fans, managers have employees.
Leaders have people who go beyond following them; their followers become their raving fans and fervent promoters - helping them build their brand and achieve their goals. Their fans help them increase their visibility and credibility. Managers have staff who follow directions and seek to please the boss.

Are you a manager or a leader?

Join me! I'm delivering a special Forbes Webinar with Kimberly Horner: The New Rules for Personal Branding. We'll share everything you need to know so you can build your brand for the digital age. It's on September 12 th at noon EDT. Register here.

William Arruda is the cofounder of CareerBlast and creator of the LinkedIn quiz that helps you evaluate your profile and networking strategy.

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9 Differences Between Being A Leader And A Manager

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When you are promoted into a role where you are managing people, you don't automatically become a leader. There are important distinctions between managing and leading people. Here are nine of the most important differences that set leaders apart: 1. Leaders create a vision, managers create goals.

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Looking up employee reviews on a company before you apply is always a good idea so you know what to expect. This article has review from employees of HP.

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Working at Hewlett-Packard Company | PayScale

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What's it like to work at Hewlett-Packard Company? Visit PayScale to research current and former Hewlett-Packard Company employee reviews, salaries, bonuses, benefits and more!

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Employee motivation is very important to the success of an organization. I helps to boost moral and improve productivity.

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Employee motivation is a critical aspect at the workplace which leads to the performance of the department and even the company. Motivating your employees needs to be a regular routine.

There are companies that sadly fail to understand the importance of employee motivation. Research shows that many companies have disengaged employees with low motivation; only 13% of employees are engaged at work .

In this article, we look into why employee motivation is important in any businesses or companies.

"An employee's motivation is a direct result of the sum of interactions with his or her manager."

- Bob Nelson

Importance of Employee Motivation

There are several reasons why employee motivation is important. Mainly because it allows management to meet the company's goals. Without a motivated workplace, companies could be placed in a very risky position.

Motivated employees can lead to increased productivity and allow an organisation to achieve higher levels of output. Imagine having an employee who is not motivated at work. They will probably use the time at their desk surfing the internet for personal pleasure or even looking for another job. This is a waste of your time and resources.

Note that this is based on one employee. Try picturing the majority of your employees doing the same thing. This is not a position anybody wants to be in.

Benefits of Motivated Employees

Employee motivation is highly important for every company due to the benefits that it brings to the company. Benefits include:

Increased employee commitment

When employees are motivated to work, they will generally put their best effort in the tasks that are assigned to them.

Improved employee satisfaction

Employee satisfaction is important for every company because this can lead towards a positive growth for the company.

Ongoing employee development

Motivation can facilitate a worker reaching his/her personal goals, and can facilitate the self-development of an individual. Once that worker meets some initial goals, they realise the clear link between effort and results, which will further motivate them to continue at a high level.

Improved employee efficiency

An employee's efficiency level is not only based on their abilities or qualifications. For the company to get the very best results, an employee needs to have a good balance between the ability to perform the task given and willingness to want to perform the task. This balance can lead to an increase of productivity and an improvement in efficiency.

How to Increase Employee Motivation

Here are three immediate actionable tips to increase employee motivation in your workplace.

Improve communication

The easiest way to increase employee motivation is by having positive communication at the workplace. Not relying only on emails but by making sure they talk to their employees in person and even on a personal level, if possible.

Try setting aside some time each day to talk with employees or you can join them during coffee breaks instead of sitting at your desk. By doing so, you actually make employees feel as though you are part of the team; a leader instead of just the boss. Experts agree that team communication is super valuable.

Employees also want to see the company that they are working for succeed. Many have excellent ideas, ranging from money saving to operational improvements. Management must make an effort to take some time to ask and listen to suggestions. Nothing is more worthwhile than feeling valued.

Value individual contributions

Management should ensure their employees on how their individual efforts and contribution plays an important part of the company's overall goals and direction. Employees will take pride and be engaged in their work if they are aware how their efforts create an impact the organisation; regardless of how big or small their contributions are.

Management does not have to reward their employees with gifts every single time they did a good job at a task. At times, a simple "Thank You" or "Great job" will suffice. These meaningful words acknowledge effort, build loyalty and encourage people to work even harder.
Related article: 40 great ways to say thank you to your employees

"Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability."

- Anne M. Mulcahy

Positive workplace environment

Sometimes, the employees lack motivation because their workplace does not have a positive work environment.To fix this, management could sent out surveys and get feedback from employees in order to solve the issues that they may face.

Management could also post a positive quote or picture by the copier, coffee machine or somewhere else that is visible and that receives high foot traffic so that others can see. Flora and fauna also helps create a serene workplace environment for your employees, so why not add a couple of plants around the office.

Management could also find creative ways in which to consistently keep their employees motivated as much as possible. You can read our post on how to motivate your employees in 12 easy steps to help you with your company's employee motivation.

Remote working statistics have demonstrated many times over that letting employees work from home can increase motivation. You could consider allowing your employees to work from home one day a week.

In Summary

A positive workplace is the basic element that will get your company to the top. We understand that it may be time consuming and difficult to encourage employee motivation at the workplace.

However, in order to achieve a high level of employee productivity, management needs to encourage a positive workplace environment.

Ensure that your employees feel that their work and efforts is an important contribution to the company's success. Remember to always keep an 'open-door' policy and have an approachable management team.

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Why Employee Motivation Is Important (& How to Improve It)

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In this article, we explain why employee motivation is vital to get right within your team, and provide practical ways you can improve this, right now.

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This is a great read about the top issues with leadership in today's society. Knowing what to do is just as important as knowing what not to do as a manger.

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The Seven Biggest Problems with Leadership Today

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Why do educated and talented leaders often fail? Here are seven of the biggest problems with leadership today.

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This video explains the difference between two types of communication in the workplace. This is an important tactic to use with your employees.

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Communication is essential for success in any business, and the type of communication will vary given the circumstances and business needs. In this lesson, you'll learn about verbal, non-verbal, formal, informal and grapevine communication.

Verbal & Non-Verbal Communication

Communication can be divided between verbal and non-verbal communication. Verbal communication is communication using speech that is understood by all parties to the communication. In other words, it's talking. Keep in mind that we're talking about speech, not the written word. Written communication falls under its own category.

Non-verbal communication is a bit more complicated. It is sending a message without using words to convey meaning. Non-verbal communication can include many different elements. Let's look at some:

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verbal & non-verbal - video & lesson transcript | study.com

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Types of Communication: Formal, Informal, Grapevine, Verbal & Non-Verbal - Video & Lesson Transcript | Study.com

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Communication is essential for success in any business, and the type of communication will vary given the circumstances and business needs. In this lesson, you'll learn about verbal, non-verbal, formal, informal and grapevine communication. Communication can be divided between verbal and non-verbal communication.

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This picture helps break down how tests and assessments are important during the employee selection.

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This is a short, new 2017 video that expresses the best way to recruit for your company.

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In theory, building a team sounds pretty simple: you post a few openings on job boards, skim through applications and facilitate interviews. How difficult could it be? Well, as many entrepreneurs can attest, the hiring process is often more complicated and nuanced than that.

Amassing the right team can help you see your company's vision to fruition. But amassing the wrong team can lead to disaster. Scott Mowrey, Managing Partner of VSAG, an international restaurant and hospitality consulting and management group, has seen numerous restaurateurs crash and burn after poor hiring decisions.

According to him, too often business owners are only concerned with hiring to fulfill their short-term goals. They're not thinking about long-term growth plans. Which means that, as their companies grow and evolve, they have to repeat the hiring process over and over again, draining time and money they don't have.

VSAG helps owners find the right blend of chefs, general managers and directors, to help a business flourish throughout its lifespan. After speaking to Mowrey, these were his top five tips for recruiting the best talent in the workplace.
1. Make A Plan
New business owners are eager to surround themselves with talent, but more often than not they get ahead of themselves in the hiring process. Rather than making hiring decisions based on industry trends or competitive staffing models, it's crucial to take the time to plan out your business's long-term strategy and budget allocations.

For example, with everyone talking about influencer marketing, new business owners may feel that they need to hire a dedicated influencer strategist right off the bat.

But, in reality, it may take a few months before you have the right budget in place to effectively maintain a strong influencer network. If that's the case, your influencer strategist won't know where or how to fit in at your company. Making a long-term roadmap will help you create plans and timelines to keep your hiring goals on track.
2. Be Specific
Before you even open a listing for a new job on talent networks like LinkedIn or AngelList, take a second look at your description. Does your opening for a marketing manager read like all of the other ads for the position? If so, you should expect to receive a slew of generic applications.

When job seekers see generic openings, more often than not they don't tailor their resumes or previous work examples to fit the company's needs. This means you end up with 100 applications that all look the same. The more targeted and comprehensive your description is, the better chance you have to attract relevant talent.

Additionally, writing out every aspect of the position, as well as the personality traits you are seeking in candidates, will give you a better idea of the person you are seeking. It's easy to be vague and just go through the motions when posting a job ad, but this usually leads to hiring headaches down the road.
3. Implement Company Referral Programs
Referrals often come from existing connections and acquaintances, which means that your own employees have already started the vetting process for you. When an employee puts forth a referral, they're indicating that they believe this person has the talent and personality to fit in with the company culture.

Furthermore, because referred candidates are being pulled in from their own contacts, they come to the hiring table with a clearer picture of company culture and goals. Referrals eliminate a lot of the guesswork on the parts of both employer and potential employee.

Referred candidates are confident that their friend or previous colleague wouldn't put them up for a job at a company with low morale or unclear goals. In fact, 65% of referred employees are satisfied with their jobs and are confident in their ability to fulfill the position's requirements.
4. Prioritize Intelligence Over Experience
Experience is heralded as the most important trait when it comes to amassing a strong team. And for many roles, years of experience are a necessity. Roles that are technically advanced and require comprehensive understanding of systems need experience to build up skillsets.

For example, a marketing manager with an interest in product development but no real concrete experience probably won't work out. However, sometimes hiring someone with too much experience can backfire.

Let's say you're interviewing a candidate with 10 years of design experience at a large agency to lead the design efforts at your burgeoning startup. Because the candidate has been in one specific environment for so long, they may believe that their approach is the only approach.

With fluid budgets, aggressive timelines and minimal resources, new teams require agility. Recruits need to be able to take a step back from their own habits and processes and rethink their approaches in the context of your company's business model.
5. Set Onboarding Goals
The hiring process doesn't end once the i's have been dotted and the t's crossed on a contract. Too often, startup founders forget that even highly qualified recruits need some guidance and encouragement at the beginning. When new hires are left to flounder, that's when the trouble starts.

In fact, one-third of new hires quit their jobs after just six months. Founders can increase their company's retention rates by establishing strong onboarding procedures from the get-go, including regular employee check-ins.

It's easy to lose sight of the fact that you employ individuals with personal career goals, but making the extra effort to nurture their development will help you build a stronger, longer-lasting team.

Great teams don't just appear out of thin air; they're the result of careful planning, vetting and supporting. Rushing the hiring process or focusing too much energy on the wrong areas is not only financially costly; it will also weaken the morale of your growing team.

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5 Tips For Recruiting The Best Employees

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In theory, building a team sounds pretty simple: you post a few openings on job boards, skim through applications and facilitate interviews. How difficult could it be? Well, as many entrepreneurs can attest, the hiring process is often more complicated and nuanced than that.

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This is a fun article that explains how head hunting companies work and why they are important to you.

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Recruiters, headhunters and hiring managers all play similar but ultimately different roles in the recruiting process, and it's crucial to you as a job seeker to understand what these differences are.

The term headhunter sounds severe, and they are bounty-hunters to some extent. While the term 'headhunter' and recruiter is somewhat semantic, someone who describes their job as a headhunter is by definition not someone who works for the company that is hiring for the open position. Instead, that job title or self-description implies the person works as a third-party agent on behalf of their client who is the hiring employer.

A headhunter earns their income by successfully placing candidates into open roles. Often times, headhunters focus on a speciality area, e.g. developer roles, or urgent roles in a certain industry or even executive positions (in fact, often times headhunters focus exclusively on filling executive-level positions). Many times, an employer will use a headhunter when they have an especially important vacancy to fill and want to be sure they have canvassed all their possibilites (or simply exhausted their own internal recruiting channels). Other times, employers supplement their recruiting staff with external headhunters.

Employers generally pay headhunters fee based on the percentage of the salary for the position they are filling, and usualy, headhunters only receive the commission if and when they successfully fill it.

Recruiters

A recruiter can work for the business or be hired by the company to help fill the position. In the case of the later, they will identify themselves as working for a headhunting or recruitment agency. The recruiter will team up with the hiring manager to define the job's requirements and understand their ideal candidate. Dave Nerz, President of , a recruiting NPAworldwide network, described the external recruiter's role bluntly: "Recruiters are really commissioned salespeople. You are the product."

Sometimes a recruiter will work as a full-time in-house employee. While recruiters can work for third party agencies on behalf of corporate clients -- managed in turn, by other internal, in-house recruiting employees. This means that they typically know more about the job role, corporate culture and certainly are more likely to know the actual hiring manager for the open role, itself. An external recruiter may work on commission, and be paid a certain portion of their fee in the form of a retainer with the bulk of their incentives aligned with actually bringing forward to their client a job-seeker who ultimately lands the job and fills the position.

Whether a recruiter is internal or external to the hiring company, an essential part of the recruiter's job is to put together a slate of viable candidates for the hiring manager, which means your first interaction will likely be with a recruiter. They often evaluate and prioritize many candidates with similar skills, experience, education, and references. Recruiters can frustrate professionals, because they can be inflexible when your skills or experience don't match up perfectly. Professionals often believe if they can just get to the hiring manager, they can convince them they're the perfect candidate. But it's good to remember the recruiter is matching the specs agreed to with the hiring manager, and they'll be the ones to determine which candidates get to meet with the hiring manager.

Even if you aren't selected by the recruiter, candidates shouldn't overlook the opportunity to build a longterm relationship with an experienced recruiter. Hard-working, honest recruiters can be an invaluable resource for professionals. As Nerz explained, recruiters are very knowledgeable about the industry or discipline where they specialize, and they may be aware of prime jobs that are hidden or unadvertised.

Nerz provided a few tips for working well with a recruiter:

1. Take the recruiter's initial call. You can say no, but if you don't take the call, you will never know what opportunity is available.

2. Don't waste the recruiter's time. If the job is not a fit, say why and move on.

3. Be honest. Candidates expect this of recruiters, and good ones are truthful. Don't use a recruiter to get a better offer that you will turn down.

Your 4. Prepare a good resume/CV. resume should be reasonably current, accurate, and easy to read.

5. Treat a call with a recruiter like a job interview. Because it is a job interview.

Do your homework and learn about the company. Prepare ahead for 6. Be prepared. common questions and have answers that tell the interviewer the situation, the action you took, and the results you delivered.

About all of it - your 7. Be realistic. salary, next job title, and responsibility requirements. If you're unrealistic in what you say you're seeking, the recruiter could legitimately question your judgment.

You need to sell the recruiter on you, and their interest in your career will extend beyond the current assignment. Recruiters get paid when they place you at a company. Even if Company A isn't the right one for you, recruiters work with many more letters in the alphabet than a hiring manager. So, find a good, honest recruiter and build a relationship that can last your entire career.

In some cases, recruiters will try to "poach" employees from competitors, or take top talent away from the competition. If a recruiter tries to poach you, make sure you read your contract with your current employer to ensure you understand the terms; some companies try to guard against poaching by including clauses about the length of time you must wait in between positions before performing a similar role elsewhere.

Hiring Managers

Unlike a headhunter or recruiter, a hiring manager is the person at the company with a vacancy on their team. They are the closest person to who the job seeker will work with on a daily basis, but unlike a corporate recruiter or exectuive recruiter, recruitment is only one of their many duties and responsibilities. They are probably not taking the first pass at reviewing resumes, but they probably did take the first pass (or at least edit) the job description, with the help of the human resource department.

Ironically, while the hiring manager is the most important person in your job search, you may only deal with them towards the end of the recruitment process. At many firms, an executive recruiter or corporate recruiter sits between you and the hiring manager who you will only end up meeting during a phone interview or in-person interview. Ultimately, however, it is the hiring manager that makes the final decision about who gets the job. To get to that point, hiring managers often work with recruiters to find the professionals that best fit the role and the company so it is imortant to understand the role that both recruiters and hiring managers play in landing your future job!

--
Jennifer Bewley is the founder of Uncuffed which provides detailed research into prospective employers. Jennifer has an unhealthy love of financial data and speaking her mind and she uses each to help candidates choose the company they work for wisely. Fairygodboss is committed to improving the workplace and lives of women.
Join us by reviewing your employer!

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The Important Differences Between Headhunter, Recruiter And Hiring Manager

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Recruiters, headhunters and hiring managers all play similar but ultimately different roles in the recruiting process, and it's crucial to you as a job seeker to understand what these differences are. The term headhunter sounds severe, and they are bounty-hunters to some extent.

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This article discusses ways, other then money, you can improve your employees work performance in the office.

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"What are the best ways to improve work performance?"

As an HR professional, regardless of what industry your company is in, you've likely been a part of a roundtable discussion about employee performance. Performance and motivation are frequently identified as imperatives companies must move the needle on, and one group - often HR - is assigned to lead the way.

Inevitably, the discussion heads in multiple directions:
"We should throw monetary bonuses at people!"
"No, employees need more time off!"

"Just buy an 'employee of the month' plaque. Problem solved!"

For years, companies of all sizes have tried a myriad of ways to improve work performance. We can't point to one method as the clear-cut winner; that's because the biggest mistake is thinking there is a one-size-fits all solution.

There isn't. Think about it: at most workplaces, you'll find a collection of individuals in different stages of their careers who span multiple generations and have their own preferred motivators. That's why winning companies are taking a more holistic approach to the overall employee experience. Based on the science of motivation, we built the YouEarnedIt platform to give individual employees what they need to deeply engage in their work and with their colleagues, driving bottom-line results.

With that in mind, here are six ways to improve work performance and motivation backed by recent research and studies.

Ditch the Carrot-Stick Mentality

Many common ways to improve work performance involve dangling money in front of employees. Don't get us wrong: money remains a strong motivator; but relying heavily on these kinds of extrinsic motivators can actually backfire when it comes to motivation, as they tend to rob the joy from work and seem less attractive the longer they're offered.

While monetary bonuses have their uses, it's time to move on from the carrot-stick mentality as the only, or best, way of motivating people.

Tie Recognition to Rewards

It feels natural to spring for small rewards like gift cards or company-branded tchotchkes from time to time. At other times, you might feel a pat on the back or company callout is in order.

The truth is, rewards and recognition are both ways to improve work performance - but a system that ties them together gives you the best of both worlds. A recent Glassdoor survey backed this up by showing reward-appreciation combos were the top ways employees liked being recognized.

Create Ways to Pay it Forward

More and more research is revealing that one of the most powerful motivators for employees isn't found in receiving, but giving. Charitable contributions, volunteer work, peer rewards - these means of paying it forward can be powerful ways to improve work performance.

In a peer-reviewed paper on prosocial bonuses, researchers concluded that "a minor adjustment to employee bonuses-shifting the focus from the self to others-can produce measurable benefits for employees and organizations."

Give the Gift of Time

Almost any employee will light up at the prospect of more time off, and it's time more employers did the same.

Research from the University of British Columbia shows that people who prioritize time over money are happier in life, and employers can augment this by offering time-saving rewards (think TaskRabbit, cleaning services, or other time-saving reward ideas for employees).

Use a Mix of Motivators

Remember, it's not all about the money. Spot bonuses and small cash rewards are relied on by many companies as ways to improve work performance - but if you want long-term, effective motivators, show employees more than just the money.

Choice is key. One study showed that small cash incentives could end up having adverse effects on performance, but these effects were combatted by using non-cash behavior incentives or presenting cash as one option among small reward choices rather than the only thing to work toward.

Use a mix of motivators to engage employees. When it comes to rewards, cash and gift cards may work for some, but non-monetary items, charitable donations, and custom experiences will engage others. To get the greatest return on investment from your company's rewards program, make sure it's highly customizable in order to be tailored to your employee's needs.

Get the Team Involved

If you're thinking about ways to improve work performance on an individual level, it's time to expand your view.

Incorporating team rewards into your approach will end up making everyone involved more engaged. The Journal of Business Research found that group rewards bring big boosts to cooperation and performance.

So while individual employee rewards have their usefulness, keep team reward ideas in mind as well.

Find more ways to improve work performance

Looking for more ideas on employee rewards that work? YouEarnedIt's got you covered. Grab our guide to Rewards and Recognition Systems that Work for more science-based tips and anecdotes on motivating employees:
About YouEarnedIt
YouEarnedIt is the employee experience platform powered by the science of motivation and the mission of improving the lives of employees everywhere, one company at a time. Founded in 2013, YouEarnedIt grows company culture and improves bottom-line performance metrics through its robust engagement platform that delivers recognition, rewards, incentives, and team insights. Named to Entrepreneur Magazine's list of Best Company Cultures in 2017, the Austin-based SaaS company and its technology platform are built on the four pillars of employee experience: connection, meaning, impact and appreciation. To request a demo, visit www.youearnedit.com/demo.

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Six Ways to Improve Work Performance and Motivation

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"What are the best ways to improve work performance?" As an HR professional, regardless of what industry your company is in, you've likely been a part of a roundtable discussion about employee performance. Performance and motivation are frequently identified as imperatives companies must move the needle on, and one group - often HR - is assigned to lead the way.

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This article breaks down the vertical and horizontal organization styles.

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The Definitions of Horizontal and Vertical Organizations

Organizational structure refers to the way you organize the management and decision-making process of your business to maximize efficiency and productivity. Every business has unique challenges, which means that choosing the proper structure is dependent on the personalities, skills and talents of your staff as well as the type of business you operate. Horizontal and vertical organizations are two of the most common types of business structures. Understanding the benefits and drawbacks of each can help you make the right decision for your company.

Horizontal Organization Defined

If your company culture is all about tapping into the creativity and imagination of your staff and empowering them to do their jobs without micromanagement, then you may want to set up a horizontal organizational structure. In this structure, you grant employees the authority to make decisions without having to obtain executive approval. A horizontal organization has few - if any - managers because the focus is on empowering the staff members and removing any barriers between the executive level and the staff level. Teamwork, collaboration and the exchange of ideas are the hallmarks of a horizontal organization.

Vertical Organization Defined

Businesses with a large number of employees often choose to run a vertical organization, which is typically structured like a pyramid with executives at the top, midlevel managers in the middle, and low-level managers and employees at the bottom. In vertical organizations, you and other senior-level executives make all the major decisions and communicate those decisions to midlevel managers. These managers develop methods to implement your decisions and communicate these methods to the low-level managers that are responsible for supervising your employees as they go about their daily tasks. This top-down structure has a defined chain-of-command and strict protocols regarding how your employees can make suggestions that reach the upper levels of your company.

Advantages of Horizontal and Vertical Organizations

The main advantage of a horizontal organization is that employees are free to make important decisions without feeling as though management is second-guessing them. This empowerment can boost morale and motivation and spur creativity in your workers. Decision-making in horizontal organizations is fast because there are no barriers between workers and executives.

The primary advantage of vertical organizations is that all employees know and understand their roles and responsibilities, which can increase productivity. Vertical organizations motivate workers to seek management positions, which often results in them working efficiently to achieve performance standards.

Disadvantages of Horizontal and Vertical Organizations

The main disadvantage of horizontal organizations is that employees may not always make sound decisions without managerial supervision, and those bad decisions can impact your business. Another disadvantage is that without managerial authority, employees may have a hard time achieving consensus when working in teams.

The primary disadvantage of vertical organizations is that rank-and-file employees rarely speak or meet with executives. Decision-making can be slow because there are so many management layers.

About the Author

Sampson Quain is a screenwriter and filmmaker who began writing in 1996. He has sold feature and television scripts to a variety of studios and networks including Columbia, HBO, NBC, Paramount and Lionsgate. He holds a Master of Fine Arts in screenwriting from the University of Southern California.

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The Definitions of Horizontal and Vertical Organizations

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Organizational structure refers to the way you organize the management and decision-making process of your business to maximize efficiency and productivity. Every business has unique challenges, which means that choosing the proper structure is dependent on the personalities, skills and talents of your staff as well as the type of business you operate.

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This picture demonstrates the breakdown of organizational culture in business management.

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This article has helped tremendously in studying for delegation in management.

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Managers have some tasks that they need to do, but their primary job is to make sure that others are doing what they have been assigned to accomplish the mission and goals of the organization. Effective managers know what responsibilities to delegate to allow themselves time to plan, to collaborate with others in the organization, and to monitor the performance of their employees, making sure to give them adequate feedback and development opportunities.

Often, managers think that they are delegating when they assign tasks to employees. Sometimes this is merely dumping on people. Real delegation is assigning responsibility for outcomes along with the authority to do what is needed to produce the desired results.

Why is this not done well in most organizations? A major factor is the failure of organizations to assure that the supervisors and managers know how to delegate effectively. Many managers have never received training in delegation.

Other reasons why managers do not delegate as much as they could include:

The belief that employees cannot do the job as well as the manager can.

The belief that it takes less time to do the work than it takes to delegate the responsibility.

Lack of trust in employees' motivation and commitment to quality.

The need to make one's self indispensable.

The enjoyment of doing the work one's self.

Guilt associated with giving more work to an overworked staff.

Some reasons for not delegating are legitimate. For example, if an organization is understaffed or managers have no one reporting to them, obviously it is very difficult to delegate responsibilities. However, most such arguments do not stand up to rational analysis. Managers need to delegate because they are not supposed to do all of the work themselves. They need to interact with other managers about goals; plan for possible changes in economic conditions, competitive factors and the like; and communicate with other managers about how to improve operations and develop new strategies. In addition, managers need to devote time to their own development through training and by keeping up with technology and other innovations relevant to their industry and their organization.
Managers are responsible for developing their employees to ensure that they are well trained, to identify future leaders, and to prepare their own successor when they move up or move on to other organizations. Delegating responsibility is a powerful statement to employees about how much they are trusted and how competent and valued they are considered to be to the company.

Delegator's Dozen: A Preparation Checklist

1. Keep a delegation attitude. Ask yourself frequently: "Who else could do this?" Question every task, particularly those you have done for years.

2. Define the desired outcome. Ask: "What is the result I want accomplished?" Learn to assign responsibility for achieving results rather than unloading tasks.

3. Select the person. Consider more than one criterion when choosing to whom to delegate something. Some things to consider: Who has experience and skills? (Be careful not to overload this person.) Who needs to learn how to handle this responsibility? Who has the time to accept this responsibility? Who would like to have this opportunity?

4. Get input from others. Ask for ideas about what to change, who to involve and how to define the results. Consult one's own team, other managers who interact with the team, one's boss and customers.

5. Assign the responsibility and define the time factors. What is the deadline? When will you want progress reports?

6. Provide training and guidance. Does the person need training before assuming this responsibility? What guidance will they need to succeed? Remember to allow them freedom for independent thinking.

7. Define the authority level. How much power will they need? What kinds of power? Who else needs to know that this person has the authority to act? Be sure to inform them to assure cooperation with the employee.

8. Agree about the control process. What kinds of controls are needed? How can one feel in control and still empower employees to act independently?

9. Monitor progress. Pay attention and maintain control of the situation. Managers are still responsible for the success or failure of this person and for achieving the desired results.

10. Provide feedback. Stay in touch, giving plenty of positive reinforcement and coaching when needed.

11. Identify the lessons learned. What did the employee learn? What did you learn? Often, the person with the new responsibility will figure out better ways to get things done and such improvements need to be identified, documented and shared.

12. Evaluate performance. Give the person helpful feedback. What did they do well? Where can they improve? How can the results be improved? How can the manager do a better job of helping them succeed?

Once managers have prepared to delegate certain responsibilities, the next step is to communicate with the person or person chosen to handle the newly assigned responsibility. Following is a four-part communication process that can help ensure successful delegation.

Meet face to face without time pressure. This is very important communication, and face-to-face interaction is the approach most likely to convey the message that this discussion is important. Make arrangements so that you are not interrupted. Explain why the person was selected for the assignment and what results need to be achieved. Remember, you are assigning responsibility for producing outcomes-not just performing tasks. Encourage the other to ask questions. This needs to be a dialogue, not a monologue. Be sure to agree about timing and the control process by the end of the discussion.

Confirm employees' understanding and commitment. This is a common failure in delegation discussions. It is very important for managers to confirm that those to whom they've delegated responsibility have understood what they need to know; ask them to restate what has been said. Asking, "Do you understand?" almost always elicits the answers "Yes" or "I think so" even if the employee is totally confused. Do not, however, come across as testing them. Instead, say, "I want to be sure that I have communicated what I have intended to communicate. Will you please tell me what you have heard so far?" This communicates that you want to make sure that you have communicated without suggesting anything negative about the other's listening abilities.

Define employee's authority level. What kind of power will the person need to accomplish the results? Inform whoever else needs to know that you have delegated this responsibility to ensure their cooperation with the employee.

Follow up and provide coaching and guidance if needed. Don't abandon the person. You are delegating, not abdicating. Be available for questions and to help resolve resistance from others. But remember not to look over the shoulders of those to whom you have delegated responsibility. Instead, provide feedback to reinforce what has been done well and to help them learn when they make mistakes or encounter problems that require learning. Mark the calendar for checkpoint dates and updates on progress.

Sam R. Lloyd is president of the training firm SuccessSystems, Inc. and author of the book Accountability: Managing for Maximum Results (Course Technology (Thomson, 2002).
Adapted with permission from SuccessSystems, Inc. © 2012. SuccessSystems, Inc. All Rights Reserved.

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Managers Must Delegate Effectively to Develop Employees

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Effective managers know what responsibilities to delegate in order to accomplish the mission and goals of the organization.

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Decision making is a critical part of being an effective manager at any level.

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This article helps break down 5 easy ways you can communicate as a manger to your employees. It has very useful tips for being a successful manager.

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Opinions expressed by Entrepreneur contributors are their own.

Effective communication with employees takes effort, repetition, thoughtfulness and most importantly needs to come from the heart. Communication needs to be something business leaders seek to do whenever they can rather than considering it a check box before getting back to the "real work" of running the business.

Currently, I serve as the CEO of a local marketing solutions company that was created by combining two business units that were previously part of a bigger company. I was tasked to manage this complicated company carve out with the objective of transforming a legacy print business to a thriving digital business. A major challenge was the employee base was more than 5,000 people with offices in 34 states, which meant regular and effective communication across the organization was critical to success. From day one I chose to create an environment of open, transparent dialog about the company, our progress and what we need to do to win.
Related: 3 Management Mistakes That Could Destroy Professional Services Businesses
Here are five strategies I recommend putting in place for creating a culture of communication and alignment:

1. Send weekly correspondence to all employees in the company.

Every Monday without fail for the last three years I have sent a personally written email to every employee in the company about things I am thinking about and important topics for the business. This kind of communication serves as an opportunity to truly connect and engage with the entire organization.

2. Build comfort in talking about what is not working.

Many companies have a culture of looking for the positives and avoiding calling out and discussing the negatives. Great companies focus on what is not going well so they can dig in and get better. This approach allows employees to feel they have a say in their company's culture and their ideas are valued.

3. Hold town hall meetings.

Whether you have offices in one city or nationwide, plan for travel to have face-to-face conversations with these groups no matter the size. Make sure you aren't just lecturing. Foster a two-way candid cialog. You will be able to learn a great deal about what is really happening in the business from these sessions, which can help you and your leadership team make better decisions.
Related: How HR Can Communicate Important-But-Boring Stuff to New Hires
4. Put on an annual senior leadership conference for your top leaders.

This type of conference is a working session where every leader can hear the company strategy, plans and messages together and bring the information back to their teams. An equally important value is the informal network building that takes place that enables leaders to have effective communication with each other throughout the year.

5. Answer every employee email within 24 hours.

We are all busy but always have time for communicating with employees that work hard every day to serve your customers and build your company. Your team wants to be heard and feel appreciated.

Commit to effective communications and you'll be glad you did.
Related: 6 Steps to 'Dancing' Through Conversations With Your Business Partners

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5 Ways to Effectively Communicate With Employees

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Opinions expressed by Entrepreneur contributors are their own. Effective communication with employees takes effort, repetition, thoughtfulness and most importantly needs to come from the heart. Communication needs to be something business leaders seek to do whenever they can rather than considering it a check box before getting back to the "real work" of running the business.

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This video shows you how to use excel to create a schedule for your employees. This is a simple way to create communication between your employees.

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Creating your Employee Schedule in Excel

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These days there are many tools managers can help keep their employees organized, including apps and computer software.

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The five functions of management ensures the organization runs smoothly are:

planning.

organizing.

staffing.

coordinating.

controlling.

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McDonald's provides jobs to millions
but is their food really something you should be putting into your body?

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This article breaks down global and multinational companies and helps explain the difference.

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Global Company Vs. a Multinational Company

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Global and multinational companies share many similarities. Both models operate in multiple countries but the manner in which they operate has several distinct differences.

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A picture of some of the multinational companies we use everyday without even realizing.

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This article explains a managers duties for promoting diversity in the workplace and why its so important to a companies success.

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Today, competent administrators show sensitivity to individual needs by encouraging upward mobility among all staff members. These forward-thinking leaders understand how important it is for people to feel that they're receiving fair treatment and equal access to opportunities while considering the dynamic forces that exist among employees. Evident sincerity in these matters is important, because a manager's actions far outweigh their statements. Therefore, workplace leaders pinpoint, acknowledge, and cultivate each employee's special skills and promote upward or lateral mobility by providing training for the entire talent pool. The best managers continually seek opportunities to learn more about diversity and cultural competency.

The public expects corporate and public enterprises to foster diversity, and various interest groups competently voice their right to career development and representation. These efforts can start from various points within the organization and advanced by leadership. A Society for Human Resource Management (SHRM) study conducted by diversity consultant Catherine Dixon-Kheir reports that taking proactive steps to improve workplace diversity improves morale and company profits. As a result, executives and public officials are learning to recognize biases and working to remove them from their organizations. They do so in part by acknowledging and incorporating the ideas, values, background and experiences of their staff, communities and customers.

1. Promote Diversity in the Work Setting

Increasing diversity in existing environments requires steadfast commitment and contemplation on how to create change. To facilitate this, managers undergo training to recognize and thereby reduce explicit bias. In addition, administrators and executives unfamiliar with diversity initiatives seek mentorship from executive-level diversity offices to provide insight and guidance.

2. Recognize the Challenge and Value of Individuality

While it is easier to come to a decision when everyone thinks the same way, appreciating individual perspectives is a worthwhile endeavor. Company leaders foster diversity by frequently, and openly, acknowledging each employee's positive contributions. This maximizes an employee's desire to reach his/her full potential contribution to the organization and serves as a catalyst for their growth. By encouraging diversity rather than conformity, leaders incite creative thinking in the workplace, a necessary value in a highly competitive marketplace.

3. Immerse Yourself in the Experiences of Others

Implementing new diversity and inclusion initiatives typically meets with resistance from individuals who believe that such efforts threaten corporate income. However, if an organization has dedicated few resources to this sort of endeavor, they often meet with overwhelming success. First time diversity initiatives often produce organizational epiphanies, and sometimes outcomes of mass proportion.
For one famous example, when Walmart CEO Sam Walton initially developed his retail giant chain store concept, his profit-focused peers rejected the idea. Walton defied naysayers by organizing a culturally diverse team that understood the market that he wanted to reach with his new enterprise. Today, almost every American household is familiar with the Walmart brand.

Similarly, government organizations like the California Department of Motor Vehicles have worked to promote a culturally aware environment for employees and citizens alike. Thanks to the creation of "El Sabelotodo del DMV," a mini YouTube series written, produced, and edited by DMV employees, Spanish speaking citizens were able to access a wealth of information and answers to many frequently asked questions as told by the fictional yet cultured, worldly, and sophisticated "El Sabelotodo" himself. This innovative move not only called attention to the increasing Spanish-speaking community of California, but also helped the organization to foster an inclusive environment.

It is quite common for managers who succeed with diversity and inclusion initiatives to regularly seek out the ideas and opinions of peers from a full range of experiences. By associating with people of varying backgrounds, interests and relationship within and external to their organization, leaders build genuine bonds and connect with many cultures, making and offering valuable career contacts and improving organizational effectiveness. Whenever networking with others, seek out those in everyday work life and those whose histories are least like your own, because everyone has something to teach you.

4. See Something (Wrong), Say Something

When managers hear of or witness acts that appear discriminatory, it is their moral and legal responsibility to respond. Leaders of enterprises have authority and a requirement to act responsibly to create a hospitable work environment by guiding others in practicing mutual respect. Overt and even implicit bias in workplace undermines employee contributions. All people of varying ages, genders, ethnicities and regional origins have valuable contributions to offer. The corporate and public world draws from a global talent pool. Fostering understanding and collaborating is increasing in importance even for small organizations.

5. Be the Real Deal

Insincere diversity initiatives are ineffective. Employees and those who visit the work site carefully observe enterprise activity and can easily spot insincerity. Modern enterprises historically have valued cultural uniformity, but in recent times a firm's engagement with the broader community defines its brand identity and its relationship with industry partners, employees and the public.

Implicit Bias

Implicit bias is an individual's internal belief regarding self and others. It can influence how people conduct themselves in various settings and situations. In practice implicit bias may result in injustices such as stereotyping and racial profiling. The National Center for State Courts defines implicit bias as "judgement or behavior that results from subtle cognitive processes." This behavior is difficult to self-identify, because people typically respond and behave in ways that seem appropriate for the environment and protect their own interests. Furthermore, beliefs underlying implicit bias are often subconscious. In the United States, many organizations and some groups are working to reduce implicit bias and its impact as part of initiatives to promote diversity.

A project at USF organized by Professors Ja'Nina Walker and Sonja Martin Poole, Check Your Privilege, (https://myusf.usfca.edu/student-life/intercultural-center/check-your-privilege) works to raise student and faculty awareness about privilege on the San Francisco campus. The group defines privilege as "unearned access to social power based on membership in a dominant social group." They work to bring privilege into regular public discussion and urge those with privilege to use it to increase social equality. The group also desires to increase consciousness about privilege among influential social justice figures.
Project Implicit, a national organization headed by Kate Ratcliff and Emily Umasky, collaborates to study and educate the public about implicit bias. The group investigates the thoughts and emotions that exist in the subconscious mind. The researchers are working on unearthing techniques to discover implicit bias, deliver practical recommendations to reduce the practice and improve individual and organizational cultural values.

Diversity Trends

According to diversity advocate Selena Kahn-Rezvani, joining organizations that develop workplace diversity initiatives exposes organizational leaders to positive corporate examples. In today's job climate, many executives speak out against misconduct, and innovative firms are specifically hiring directors - in spirit and title - to foster diversity. Today, diversity extends beyond ethnicity and gender to many other schools of thought. Looking to the future, it is inadequate to add a diversity checklist solely for the sake of organizational responsibility; firms must meet this challenge with sincerity, openness and honesty or they will be unable to attract top talent or provide the goods and services that their consumers desire.

Human resources technology makes diversity implementation easier for executives monitoring the hiring process, individual candidate's' progress and recruitment staff members' hiring histories. This transparency facilitates change and improvement and gives firms the ability to recruit talent from around the world.

Administrators evaluate all factors that create, or hinder, a work environment where all staff members see their contributions fully acknowledged. Today, employees come from backgrounds encompassing many ideas and beliefs. Public, nonprofit, and private organizations best reflect the community where they operate and in a way that is effective by recognizing its diversity. They best manage the workplace when managers utilize known practices that foster individual self-awareness and growth. Using new and emerging tools creates a workplace where diverse groups of people work together successfully.

Learn More

By learning more about the University of San Francisco Online Master of Public Administration (MPA), you will be taking an important first step toward pursuing your professional goals and commitment to social justice. Our program is designed for professionals who want to become effective managers and civic leaders who affect change through policy management and advocacy.

Sources

Wittenberg, A. (2015, January 9). 4 Ways to Embrace Diversity for Workplace Success. Retrieved February 01, 2017, from https://www.entrepreneur.com/article/241553
Bateman, K. (2015, August 10). What role does technology play in building a diverse workforce? Retrieved February 01, 2017, from http://www.computerweekly.com/blog/WITsend/What-role-does-technology-play-in-building-a-diverse-workforce
Diversity Fatigue. (2016, February 11). Retrieved February 01, 2017, from http://www.economist.com/news/business/21692865-making-most-workplace-diversity-requires-hard-work-well-good-intentions-diversity
Llopis, G. (2012, October 07). Diversity Management Is the Key to Growth: Make It Authentic. Retrieved February 01, 2017, from http://www.forbes.com/sites/glennllopis/2011/06/13/diversity-management-is-the-key-to-growth-make-it-authentic/#147428b96248
Rezvoni, S. (2015, February 03). Five Trends Driving Workplace Diversity In 2015. Retrieved February 01, 2017, from http://www.forbes.com/sites/work-in-progress/2015/02/03/20768/#6b7c8cfc34c9

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5 Ways Managers Promote Diversity in the Workplace | Online MPA | USF

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Today, competent administrators show sensitivity to individual needs by encouraging upward mobility among all staff members. These forward-thinking leaders understand how important it is for people to feel that they're receiving fair treatment and equal access to opportunities while considering the dynamic forces that exist among employees.

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This article describes steps to good communication and the results that it can provide in the workplace.

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4 - Good Communication Results in a More Productive & Talented Workforce

Employee engagement is a significant factor in the productivity of a workforce. But besides contributing to increased employee engagement, communication skills can also help foster a more productive and talented workforce in many other ways:

Understanding team talents & skills. In a company culture focused on connecting with others, managers better understand the talents and skills of their workforce. Some communication patterns aren't forthcoming with their talents and skills, or express them in ways a fast-paced or high-level-thinking communicator won't naturally notice. Mastering the identification of communication patterns empowers a leader to better understand the skills and talents of their team.

Achieving more buy-in. With the right communication tools, a leader can influence initiative buy-in from their team.

Innovation and creative thought. A workplace that communicates more effectively establishes a "safe" place for people to think creatively and express their ideas. It helps employees feel more comfortable taking ownership for challenges and projects, and typically results in more creative brainstorming or problem-solving initiatives.

More strategic team building. Understanding communication patterns gives a leader more information about their employees, and often information they would have otherwise overlooked. This powerful insight lets the leader make more strategic decisions on delegation, employee development, team development, and strategic initiatives to drive business success.

What's the Bottom Line?

The bottom line is that good communication isn't just about being able to more accurately and concisely present information and ideas. It's also not just about mitigating conflict or creating a more positive team environment. Communication is integral to sales, client relationships, team development, company culture, employee engagement and buy-in, and innovative thought.

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The Power of Good Communication in the Workplace | Leadership Choice

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In the workplace, good communication isn't just about mitigating conflict (although that is an important benefit of communicating effectively). Good communication in the workplace is also an important factor in client relationships, profitability, team effectiveness, and employee engagement.

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Part of being a good manager is being able to make right decisions. This chart breaks down the thought process for you.

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This article on gender diversity helped me to understand the importance of difference and that everyone has a uniqueness that can be used in the work place.

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Diversity: Workplace Benefits of Equality and Inclusion around Race, Gender and Sexuality video

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Important people like Rodney Adkins help other learn how to be successful in their business.

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Everyone has their own styles of teaching, and Steve Jobs uses tough love as his. It's not my personal favorite but it worked for him!

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Steve Jobs was famously fired from his own company in 1985 after a clash with John Sculley, Apple's CEO at the time. He was criticized for being headstrong and having tunnel vision with his then pet project, the Macintosh, amid disappointing sales and a plummeting stock price.

This moment in Jobs's life, which was depicted in the 2015 Aaron Sorkin Steve Jobs biopic, has been cited as an example of his belligerent management style. But according to new research, that behavior might not have led to his ouster if Apple's stock price hadn't plunged. The new thinking is, if the company was doing well, nobody would have cared about his management style--and, on the contrary, they might even have praised him.

Robert Bies, a professor of management at Georgetown University who has been researching work practices, shared his findings with The Wall Street Journal.

"Leaders are complex figures sending multiple signals at the same time," Bies told the WSJ. "With Jobs, there is plenty of evidence of abuse. But you can see that he's a motivator. He was pushing the envelope for excellence in products."

Still, there's a fine line between motivation and abuse.

Bies states a manager could be viewed as an abuser or a motivator depending on social contextual factors, such as the success rate of a manager's team.

An aggressive and demanding manager could be perceived as an inspirational leader if the results are sound. If the tide turns, however, that same leadership style could be identified as abusive. Think back on Jobs's own management style. Even though it was consistent throughout his career--yelling at employees and insisting on his particular definition of perfection--it was more tolerated (even celebrated) when Apple thrived.

Other factors to consider include employees' level of trust in their leaders, peer opinions, and the narrative used to rationalize a manager's motives.

Bies also stresses that performance feedback from an employer carries a hefty weight in the relationship. Even when the review is negative or delivered in a very loud manner, the manager could still be viewed as a "master motivator" if it pushes an employee to excellence.

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Steve Jobs's Management Style: Abusive or Motivational?

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Steve Jobs was famously fired from his own company in 1985 after a clash with John Sculley, Apple's CEO at the time. He was criticized for being headstrong and having tunnel vision with his then pet project, the Macintosh, amid disappointing sales and a plummeting stock price.

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Leaving a good or memorable impression when introducing yourself is important in every industry.

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Taking personality test's like this one below is a good way to discover your strengths and help develop your management skills.

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In business, we often seem to focus less on good management, and more on the glamorous and exciting work of leadership.

However, managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management.

To be a great manager, you must have an extensive set of skills - from planning and delegation to communication and motivation. Because the skill set is so wide, it's tempting to build skills in the areas of management that you're already comfortable with. But, for your long-term success, it's wise to analyze your skills in all areas of management - and then to challenge yourself to improve in all of these areas.

This quiz helps you to quickly identify your areas of strength and weakness, so that you can capitalize on the former and manage the latter. We then direct you to resources that you can use to develop your skills further.

How Good Are Your Management Skills?

Instructions

For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the "wrong direction." When you are finished, please click the "Calculate My Total" button at the bottom of the test.

Your last quiz results are shown.

You last completed this quiz on , at .

20-46

You need to improve your management skills urgently. If you want to be effective in a leadership role, you must learn how to organize and monitor your team's work. Now is the time to start developing these skills to increase your team's success! (Read below to start.)

47-73

You're on your way to becoming a good manager. You're doing some things really well, and these are likely the things you feel comfortable with. Now it's time to work on the skills that you've been avoiding. Focus on the areas where your score is low, and figure out what you can do to make the improvements you need. (Read below to start.)

74-100

You're doing a great job managing your team. Now you should concentrate on improving your skills even further. In what areas did you score a bit low? That's where you can develop improvement goals. Also, think about how you can take advantage of these skills to reach your career goals. (Read below to start.)

Effective management requires a wide range of skills, and each of these skills complements the others. Your goal should be to develop and maintain all of these skills, so that you can help your team accomplish its objectives efficiently and effectively. Read on for ideas and resources that you can use to do this.

A Model of Effective Management

Our quiz is based on eight essential skill areas where managers should focus their efforts. By covering these basics, you'll enjoy more success as a team manager:

1. Understanding team dynamics and encouraging good relationships.

2. Selecting and developing the right people.

3. Delegating effectively.

4. Motivating people.

5. Managing discipline and dealing with conflict.

6. Communicating.

7. Planning, making decisions, and problem solving.

8. Avoiding common managerial mistakes.

We'll explore each of these in more detail.

(Questions 5, 15, 17)

(Questions 11, 17)

(Questions 2, 18)

(Questions 13, 19)

(Questions 3, 6, 12)

(Questions 8, 9, 16, 20)

(Questions 4, 10)

(Questions 1, 7, 14)

Key Points

You need to develop and improve your managerial skills on an ongoing basis as your career develops and as you meet new managerial challenges.

Whether you manage a department or a project team, it's important to know how to get the work done right. When you're asked to achieve something with the help of others, it's complex - and you spend much of your time managing relationships instead of doing the actual work. So, you must develop not only your technical skills, but your management skills as well.

Delegating, motivating, communicating, and understanding team dynamics are some of the key skills needed. With those skills, along with patience and a strong sense of balance, you can become a very effective manager.

Note:

This assessment has not been validated and is intended for illustrative purposes only. It is just one of many that help you evaluate your abilities in a wide range of important career skills. Click here for other self-tests.

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In business, we often seem to focus less on good management, and more on the glamorous and exciting work of leadership. However, managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management.