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They have created an inclusive environment where everyone is working towards a singular goal:
'Our mission is to organise the world's information and make it universally accessible and useful.'
Ultimately, Google values diversity, sustainability and accessibility - these are evidently a part of their culture.

'Clients do not come first. Employees come first. If you take care of your employees, they will take care of your clients.'

While employee wellbeing is extremely important at Virgin, it's a sense of adventure that sits at the company's core.

Virgin's employee benefits include:

Flexibility: remote working, unlimited vacation.

Health and wellness: Medical plan, bike-4-work, counselling.

Lifestyle: Childcare, pension, spas.

Travel: Standby flights, holiday purchase.

Healthcare

Parental leave

Family forming

A generous expense policy that trusts staff to use it 'in Netflix's best interests.'

HubSpot's culture is a huge part of how the company runs. It is always changing and they like to keep it up to date based on business and employee's needs.

HubSpot provides lots of different benefits for its employees, some of which are location dependent. For example, in their Dublin office, food is a priority. Breakfast and lunch are provided every day and there are unlimited snacks available for all the staff.

There's also games consoles, chill-out areas and libraries, among other things employees can enjoy. It's a tough life.

Dyson call their culture 'their DNA'. What a great analogy! It's a culture built on innovation, sustainability and education.

Innovation

Dysons' offices are designed to inspire creativity. By surrounding employees with inspirational and functional designs such as solar panels and an old aircraft, they encourage innovative thinking.

Sustainability

Reducing environmental damage is high on the company agenda. Using renewable energy, installing electric car chargers and providing shuttles and lift-sharing facilities are among the many things Dyson has implemented to support sustainability.

Good company culture takes time

The companies above have a culture dependent on one thing: their staff. They take care of the people who work for them and, in return, they benefit from lower staff turnover , increased productivity, customer satisfaction and for the company.

When exploring ideas to improve company culture, look at what is already obvious. Your mission, purpose, company values and employee opinions will dictate the state of your work environment, it's just a matter of fine-tuning them. You'll be surprised by what your company already embodies. We encourage you to take this and build on it.

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The 5 best real-life examples of company culture

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46 percent of job-seekers rated culture as 'very important' when looking for a new position. Here are 5 businesses that are doing culture right.

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Controversy

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Some believe that planning is dead! They say that today's environment changes too often and too quickly. Despite the disruptive and unrelenting pace of change, planning is still an important function in the workplace. A good plan provides a framework for organizing company resources and it provides direction for employees on how they can help the company fulfill its strategic goals.

The key difference in planning today is how this function is viewed and implemented. Effective planning is less rigid now than it was in the past.

An effective plan provides principles for taking action and direction for achieving company goals. Click To Tweet

Why Plans Fail

As I coach managers, I often find that many neglect the planning function. Seven common reasons why many of them fail to plan are the following:

* Some managers dislike constraints of any kind. It is important for managers to keep options open to encourage creativity and innovation. Taken to an extreme, however, the lack of any sensible constraints creates confusion. Employees are unsure of the strategic direction of the company as they are constantly switched from one project to another. They eventually become frustrated and organizational productivity declines.

* Some managers assume crisis management is inevitable. There's an element of truth to this view particularly as the scope of a manager's job increases. Unrelenting crisis management is often a sign of insufficient planning, however.

When I work with managers in these environments, I challenge them to probe deeper for the root causes behind these crises. Often, these managers are revisiting the same organizational problems because they lack a plan.

* Some managers lack the time in their schedule to plan. This is always a challenge. In working with managers, I encourage them to improve their time management skills. Taking a time management seminar from a reputable training organization is a great way for a manager to free up more time for planning.

* Some managers have been successful without any real planning. This success becomes harder to repeat as a manager's responsibilities increase. Planning is a critical function for middle and senior level managers as they execute organizational initiatives through others.

Managers who fail to plan, risk creating a chaotic work environment that harms workplace motivation. Click To Tweet

* Some managers do not have a system for planning. A good plan defines what needs to be done and how it is to be done. Senior managers develop strategic plans that apply to the entire organization. Middle and front line managers develop operational plans to implement the strategic plans.

There are many tools used in planning including SWOT Analysis, vision and mission statements, environmental scanning, resource analysis, etc. Since many managers are promoted for their technical ability with no real training in management, this is another area where managers can take a management seminar from a reputable company to learn how to plan effectively.

* Some managers lack self-discipline. The managers I have known who have effectively addressed this area first admitted they had shortcomings, identified realistic goals for themselves, and then committed to meeting their goals. They kept practicing self-discipline until it became routine for them.

* Some managers are solely focused on results. For these get-it-done and get-it-done quickly managers, I coach them that they need to be effective as well as being efficient. Getting things done does not always mean that the right things are being done. Well designed plans address what needs to be done in the organization (effectiveness) as well as how it is to be done (efficiency).

Despite what some may say, planning is not dead! Plans today must be living documents that adapt to changing market needs. To plan effectively, managers develop relevant plans and then adapt them as necessary to the ever-changing business landscape. No matter the reason, the familiar management saying is still true: If you fail to plan, plan to fail! It's also difficult to have motivated and engaged employees when the organization is in chaos due to poor planning.

Let's make planning alive and well. The following video provides tips on how to plan effectively:

It's still true that if you fail to plan, you can plan to fail. Click To Tweet

Written by Robert Tanner | Copyrighted Material | All Rights Reserved Worldwide

This article is accurate to the best of the author's knowledge.
Content is for informational or educational purposes only and does not substitute for professional advice in business, management, legal, or human resource matters.

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Some believe that planning is dead! They say that today's environment changes too often and too quickly. Despite the disruptive and unrelenting pace of change, planning is still an important function in the workplace. A good plan provides a framework for organizing company resources and it provides direction for employees on how they can help the company fulfill its strategic goals.

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One of a manager's most important functions is to direct and control the actions of employees. Control management is critical to making sure processes and systems are running effectively within your organization.

Tightly controlled management processes don't happen by accident, and they're never complete - they are always ongoing. As NASA heartbreakingly realized in 1986 with the explosion of the space shuttle Challenger, all processes, major and minor, come together to create the whole.

With the Challenger disaster, a seemingly straightforward decision-making process in O-ring manufacture went awry. As your business grows and day-to-day organization becomes more complex, processes (or a lack of them) can result in corporate catastrophe.

Once your company commits to control management, perfected pieces of the organizational puzzle come together to form one highly effective, optimized whole.

So what steps are needed to master control management?
In this control management guide you will discover,
What is the controlling function of management?

To comprehend the concept in a business context, it is important to distinguish 'control' from 'management'. You can do this by remembering the following:

Manage something = to do something
Controlling something = monitor something

Also referred to as ' change management,' control management sets standards, measures performance and takes corrective action.

Control management is dynamic - it responds to change and keeps company goals front and center. It is continuous, action-centered, and end-to-end, with effectiveness and efficiency its primary purpose.

A control management system is working if it:

Assists in achieving organizational goals.

Minimizes errors.

Utilizes and distributes resources effectively.

Evaluates the accuracy of standards.

Instils discipline and order.

Motivates employees and boosts morale.

Ensures future planning by revising standards.

Improves overall organizational performance.

The process of control management.

Here is a summary of the five steps of control management:

1. Performance standards are established.

2. Actual performance is compared with planned performance.

3. The difference between the two is measured.

4. Causes contributing to the difference are identified.

5. Corrective action is taken to eliminate or minimize the difference.

Planned performance may already have been set out by senior management, but this process, shared throughout all levels of the company, can set appropriate goals and expectations for everyone.

What is the importance of controlling in management?

If all your employees always did what was best for the organization, control-and possibly even management altogether-would not be needed. But the reality is, your people are sometimes unable or unwilling to act in your organization's best interests. So you need to implement a set of controls to help steer your people away from undesirable actions and toward the desirable.

Control management is a process as it helps your business to check errors and put the right corrections in place and keeps your project management on track. With control management in place, your company increases its chances of achieving its goals.

A successful control management control system stimulates action by spotting significant variations from the original plan and highlights them so they can be set right.

Types of control management.

Feedback control - also known as post-action control, this is the most reactive type of control management. Managers gather information about an activity or task and calculate how it fell short or met expected standards. They can then work to enhance future performance through lessons learned.

Concurrent control - real-time, dynamic engagement in a task while it is occurring. Managers can prevent things getting worse before the activity is completed.

Feedforward control - future-directed controls that are very proactive and anticipate problems by taking corrective action well in advance.

Behavioral control - evaluating employees' output and decision-making and using a reward system to encourage performance. Works best across multiple business departments.

Financial control - forecasting future performance by comparing profitability, sales, or assets with real budgets.

Nonfinancial control - using factors other than financial performance to measure success: for example, customer satisfaction or employee loyalty.

Is control management just a fad?

Control management is not a new phenomenon. In the 1920s, Henri Fayol developed a general theory of business administration often called Fayolism. He's widely acknowledged as a founder of the modern management method, and his principles are still popular today. The military adopted his practices and stand by them even now. Fayol proposed that there were five primary functions of management:

Of this last point, he wrote: 'Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its objective is to point out mistakes in order that they may be rectified and prevented from recurring.'

And these control management, or change management, principles are available for your company's benefit too.

Fayol's control function is still relevant in the sense that a manager like yourself must receive feedback about a process to make necessary adjustments and analyze the deviations. These days, aspects of management may be carried out using online platforms, but the principles and objectives remain the same. As Fayol identified, the key elements of a control process are as follows:

A characteristic to be tested (such as products sold, or standards reached).

Sensors (a way of measuring or testing the characteristic, such as software or visual checking).

Comparative standards (deviations are expected, but how much should be tolerated?).

Activator (a response to the comparative information - corrective action is undertaken to regain control).

It's never too late to enact change.

If you want to introduce control management to your company but feel daunted at the prospect, you're not alone. Some organizational systems are huge and complex, so how can you be expected to monitor all of them? In short, it's impossible. But don't despair. It is sufficient and commonplace for a business to identify and monitor only the key conditions or characteristics of output.

Once you identify a condition or a manageable number of conditions you want to control, you must integrate the communications and data-collecting sensors that gather and pass information from the system to management. This information should be collected and interpreted promptly and accurately, then be benchmarked against predetermined organizational or competitive standards.

After you've collected your data and compared it against the initial standards, you're ready to work on a strategy for implementing changes to your company's processes. The idea is that as you work on smoothing out each component of your process, all components come together to form a beautifully oiled machine.

What investment does control management require?

What do you need to be aware of when implementing control management? It takes a commitment of time and investment on the part of management.

1. A lack of resources can inhibit a company's ability to manage control. You need to factor in staff training, statistical software, and measurement systems to prevent inaccuracies.

2. The time lag in information flow can misdirect management to problems at the wrong time in the sequence. Timely discovery and reporting are paramount.

3. There is always the risk of human error, so it is important to have reliable software in place that can make errors obvious. Execution and promotion of control management must come from the top, because despite their best intentions, people do not always understand what is expected of them, nor how they can best perform their jobs - they may lack some requisite ability, training, or information.

Take advantage of proven control techniques.

The control function of management can determine organizational success. All companies serious about their processes need to consider implementing control management. Fayol set the standard for managerial practices being key to predictability and efficiency in organizations, and these standards have stood the test of time. A change management plan can provide the direction for managing your change control process, and documents the associated roles and responsibilities in affecting control management. Ask yourself: is it time for your company to build control into its management systems?

Benchmarking is critical for control management-there is no point setting vague goals such as 'improve efficiency' or 'have fewer meetings'. Formalizing targets means they are visible, can be shared with employees, and shortcomings can be identified, and progress measured. Employee buy-in is critical and avoids resistance from employees who may, at first, resent the appearance of extra controls in their working lives.

Implementing a new software solution is essentially an exercise in control management. Fortunately, there are ample resources available to help guide your organization to a successful adoption.

Of course, choosing the right solution is the first step. At many agile and progressive organizations, Adobe Workfront is a proven leader at delivering results when it comes to improving efficiency, reducing chaos, and helping organizations to run more smoothly and with better focus

With the right control management solution, your organization stands a much better chance of success.

Advantages and disadvantages of control management.
Advantages.

Undeviating paths to organizational goals.

Target-based, easily quantifiable.

Efficient use of resources.

Employees are better motivated with clear tasks set.

Order, discipline, and coordination.

Disadvantages.

Difficulty in setting qualitative compared with quantitative standards.

External factors will always come into play, sometimes negating internal controls set up by managers: competition, government policies, technology changes and so on.

Possible resistance or refusal from employees - or even elevated staff turnover.

Can be costly to implement, especially in smaller firms.

Frequently asked questions about control management.
How can using control management techniques improve employee motivation?
In control management, employees know in advance what is expected of them, and the standards of performance on which they will be appraised. This helps in motivating and increasing their potential and performance.
Which is the final step in the control process?
The final step in control management is taking corrective action to minimize the divergence between planned output and actual output. Having monitored the gap and found potential causes, you can work to correct the difference and get back on track.
Is control management more important than planning?
Arguably both control management and planning are equally important in business process. While control keeps the project on the tracks, as it were, planning is how you get the project on the tracks to begin with. The two should be treated equally and given the same importance.
Will over-controlling demotivate or irritate staff?
Sharing goals and expected standards with all employees will help avoid this pitfall. Managers will need to exhibit good leadership, communication skills and positive motivation. Efficient employees will be motivated when they see how they are meeting expected standards.

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Control Management: What it is + Why It's Essential | Adobe Workfront

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One of a manager's most important functions is to direct and control the actions of employees. Control management is critical to making sure processes and systems are running effectively within your organization. Tightly controlled management processes don't happen by accident, and they're never complete - they are always ongoing.

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PON - Program on Negotiation at Harvard Law School

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Are great leaders born or made? The question has fascinated scholars for nearly two centuries and spawned many theories.

The trait theory of leadership, which dates to the mid-1800s, originally proposed that only certain people possessed the personality traits required of effective leaders. Although that view has been widely rebutted, management scholars have continued to try to identify personality traits that are compatible with leadership success and to explore how such traits can be developed. Here, we take a closer look at how the trait theory of leadership has evolved over time to help individuals hone their leadership skills and organizations develop effective leaders.

The Rise, Fall, and Return of the Trait Theory of Leadership

In his "Great Man" theory of 1840, British historian and philosopher Thomas Carlyle asserted that world history can be viewed as "the History of the Great Men who have worked here." According to Carlyle, all great achievements can be attributed to the work of heroes, or "great men," such as Julius Caesar and Napoleon Bonaparte. This view was disputed by those, such as Russian novelist Leo Tolstoy, who took a broader view of the forces shaping history.

In his 1869 book Hereditary Genius, British polymath Francis Galton, a proponent of eugenics, drew on Carlyle's Great Man theory to assert that only certain extraordinary individuals possessed the traits required for effective leadership and, moreover, that others could not develop such traits. Subsequent theorists also attributed leadership success to personal traits but abandoned Galton's view that only a small number of people are fit to lead.

In the 1940s, researchers began to acknowledge other influences on leadership effectiveness besides personality traits, such as characteristics of the organization and its employees, and the broader environment. The trait theory of leadership was widely rejected during this time, and other leadership theories came to the fore, including the contingency theory of leadership, participative leadership theory, charismatic leadership theory, and servant leadership theory.

In the early 2000s, the trait theory of leadership made a comeback, as researchers began to identify personality traits that tend to be associated with leader effectiveness. But rather than reverting to the belief that personality traits alone determine leadership success, many scholars asserted that leader personality was just one ingredient in a stew that makes up the contemporary organization, alongside current events, culture, mission, and many other factors.

Which Traits Matter?

Scholars have identified several personality traits that may correlate with leadership success or failure. In a 2011 study, University of Georgia professor Brian J. Hoffman and his colleagues studied the effect of both dispositional personality traits (such as motivation, energy, dominance, integrity, creativity, and charisma) and more malleable, or proximal, traits (such as interpersonal skills, written communication, managerial skills, and decision making). Dispositional traits tend to be more deeply ingrained and more difficult to change, whereas most of us can adjust our proximal traits more easily, as through education and training.

Hoffman and colleagues found that both the dispositional and proximal traits they studied were strongly correlated with leader effectiveness. However, a research team from Singapore's Nanyang Technological University argues that leadership success or failure cannot be accurately predicted by the trait theory of leadership because of our limited understanding of how personality affects leader effectiveness.

The Role of Personality Tests in Hiring

The trait theory of leadership has been applied to justify the use of personality tests, such as the Myers-Briggs Type Indicator (MBTI), in hiring. However, many experts believe personality tests should not be used to predict how well someone will perform on the job or whether they are suited for a particular role or career.

Indeed, in a 2021 Forbes article, Sherrie Haynie, senior director of U.S. Professional Services at the Myers-Briggs Company, advises against using the MBTI in the hiring process. According to Haynie, the company has long held the position that the MBTI " shouldn't be used in hiring, but rather for team-building, conflict management, leadership development, and other non-selective purposes." In fact, she argues, "in many cases, using a personality assessment for hiring when it wasn't designed to be used for hiring is unethical (like using the MBTI assessment for hiring)."

Are other personality tests more effective at identifying leadership traits in job candidates? In their research, personality researchers often administer the so-called Big 5 Personality Traits, or 5-Factor Model, which assesses personality on five dimensions: extraversion, conscientiousness, agreeableness, neuroticism, and openness to experience. Might it be a useful tool in hiring?

Some studies have shown that certain Big 5 factor scores correlate with certain outcomes, University of California, Davis, researcher Simine Vazire tells Scientific American-such as conscientiousness with longer life, and extroversion with higher sales for salespeople. "But that doesn't mean someone with high extroversion will be a better salesperson," Vazire says, as such correlations could be incidental. She and many personality researchers are thus skeptical of personality tests that purport to predict job performance and generally advise against using them during the hiring process.
Moving beyond the trait theory of leadership, which leadership theories have you found to be most helpful on the job?

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Are great leaders born or made? The question has fascinated scholars for nearly two centuries and spawned many theories. The trait theory of leadership, which dates to the mid-1800s, originally proposed that only certain people possessed the personality traits required of effective leaders.

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Is The EEOC Protecting Workers Or Discriminatory Employers?

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A 21-year retrospective of the EEOC’s complaint handling process raises a question about whether the EEOC is fulfilling the mandate of the U.S. Congress to encourage voluntary compliance with U.S. anti-discrimination laws.

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In control management, productivity is defined as "the overall efficiency and output of a given operational system."Productivity—a ratio of production output to the input required to produce it—is one measure of production efficiency. Productivity is a measure of the efficiency of production. It is a ratio of actual output (production) to what is required to produce it (inputs). Control managers in a given organization are concerned with maximizing productivity through process-oriented observations and improvements.

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Organizational control involves using strategy, tactics, and operational oversight to monitor and improve company processes. The quality control cycle improves processes through a continuous cycle of planning, doing, checking, and acting.

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A company’s standards define its practices, while its objectives define what actions the company needs to take. Organizational standards and objectives are important elements in any business plan because they guide managerial decision-making. A company’s standards define how it should act, while its objectives determine what actions it will take. Combining standards and objectives allows management to create a business strategy.

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Leader development

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Understanding the importance of different core personality traits can help organizations select leaders.

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Leadership is about establishing a direction and influencing others to follow. Management is about successfully administering the many complex details involved in a business’s operations. Leadership pursues change and challenges the status quo, whereas management seeks to control and provide stability within the existing circumstances.

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The Equal Employment Opportunity Commission (EEOC) is responsible for interpreting and enforcing the laws against discrimination in the workplace.

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There are several steps in the recruitment and selection process. They include advertising for and sourcing candidates, reviewing applications, screening candidates, conducting interviews, and making an offer. HR works closely with hiring managers during the interviewing process.

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The feedback loop of cultural change in an organization involve people’s intentions to enable, engage, encourage, and exemplify the new desired behaviors; this in turn influences the frequency of behaviors. After enough reinforcement, those behaviors become the norm, which self-reinforces through increasing people’s exemplification of those behaviors.

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Edgar Schein, a prominent organizational psychologist, identified four key elements of an organization’s structure: common purpose, coordinated effort, division of labor, and hierarchy of authority.

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Making decisions is easy. Making the right decision is hard. When making decisions, you will face many barriers, including the quality of information you have, the amount of time allowed, and several cognitive biases that will influence your decisions.

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Of the four management functions—planning, organizing, leading, and controlling—planning is usually the first step. It sets the foundation that everything else rests upon. But planning is also controversial.

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A global organization is any organization that competes outside its native country. Globalization is the process by which the exchange of goods, services, capital, technology, and knowledge across international borders becomes increasingly interconnected.

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No matter where you work, you will experience organizational culture. Employees can usually tell from the get-go if their place of employment is serious or fun, people-oriented or results-oriented

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The factors that determine ethical intensity include:

Magnitude or significance of the consequences

Concentration of effect or the number of people affected

Proximity of the decision maker to the victim or beneficiary of the decision

Probability that the decision implemented will lead to the predicted consequence

Social consensus that a proposed decision is negative or positive

Temporal immediacy or the elapsed length of time between when a decision is made and when the resulting consequences occu

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Today, the key functions of management are considered to be:

Planning

Organizing

Leading

Controlling

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Perhaps the most critical of all the management processes is creating the systems and processes that allow people to work effectively toward organizational goals.