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According to modern concepts, control is a foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action.

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I included this because it relates to the section

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Operations management is a field that can, at times, be misunderstood because of its multidisciplinary nature. However, its functions form the lynchpin of businesses the world over and success can often rest squarely on its shoulders. The MBA in operations management is a common specialization among leading business schools the world over. So, what is operations management and what makes a good operations manager?

What does operations management involve?

Operations management is chiefly concerned with planning, organizing and supervising in the contexts of production, manufacturing or the provision of services. As such, it is delivery-focused, ensuring that an organization successfully turns inputs to outputs in an efficient manner. The inputs themselves could represent anything from materials, equipment and technology to human resources such as staff or workers.

Examples of the types of duties or specialist positions this encompasses are procurement (acquiring goods or services from external sources), managing relations with those involved in processes, and improving a company's sustainability with regard to its use of resources.

Two key terms for operations management

There are two big terms that can help answer the question of what is operations management more precisely: supply chain management and logistics. Operations management has firm foundations in both areas. For example, understanding global trends in supply chain management in order to meet client demand is often critical. With logistics, the careful and considered use of resources, as well as cost-effectiveness, has become increasingly important in an era in which resources can often be in short supply and customer expectations have skyrocketed.

Skills required of an operations manager

There are strong parallels between the skills required for effective operations management and those needed in both logistics and supply chain management. Consummate organizational ability is crucial in successfully enhancing efficiency and driving productivity as an operations manager.

One must be able to understand the series of processes within a company in order to get them to flow seamlessly, and in this sense the role is directly related to supply chain management. Meanwhile, the coordination involved in setting up these processes in practice represents logistics; the combination of understanding and coordinating the work of a company are therefore central to being a successful operations manager.

The MBA in operations management

An MBA in operations management or a specialization in a related field, such as logistics or supply chain management, should help students to enter the industry by developing the requisite skillset or to help those already in the industry to widen their knowledge and push on into a business leadership role.

Studying an MBA in operations management commonly offers a global perspective on industry trends and an awareness of any financial regulations or political uncertainties that could impact an organization. Indeed, risk management, getting to grips with the industry's inherent complexities and responding well to change will be a strong consideration for students during their course.

Emphasizing the importance of strategic thinking is also a cornerstone of many leading operations management programs, something that should enable graduates to ensure their organization stays ahead of its competition.

Links to supply chain management highlighted by course options

MIT Sloan offers a dual degree with its engineering school, highlighting its interrelations with other disciplines. At the end of two years, graduates leave the Leaders for Global Operations (LGO) program with both an MBA and an MSc. The course has a wealth of company partners in the field of global operations and manufacturing who host plant visits and provide opportunities for the program's six-month internship segment. Indeed, just over half of graduates in 2012 went on to work for a partner company, according to the school's site, from a list that included Caterpillar, Inc. and Intel Corporation.

The UK's Cass Business School, meanwhile, begins its specialized master's in Global Supply Chain Management (GSCM) this fall. The one-year course will place operations management alongside insights into strategic supply chain, global procurement, business sustainability and finance.

Contextualizing the role of the operations manager

The operations manager is able to transcend industries and because of this, exact functions can vary based on the type of company you work for. At the base level, the two main streams an operations manager might belong to can be reduced to companies with a concentration on manufacturing and production, or those that provide services.

Operations management roles within say, a pharmaceutical company fall under the category of production. Planning and coordinating the use of resources to ensure products are designed, created and dispatched to hospitals, chemists and so on, ensure not only that these products are prepared, but also that they are available to customers.

Meanwhile, an airline company will often see the operations manager focus on services - transporting passengers and/or cargo from one place to another.

In addition, it is likely that a manufacturing focus on the delivery of a tangible product will involve less direct contact with customers than a services role.

These examples illustrate the clear distinction between the roles of an operations manager in two distinct industries.

However, in reality most companies will not fit easily into one category or the other in the entirety of its operations, according to a book published by FT Press. A car company doesn't simply manufacture cars, it also services them. A café serving coffee might very easily also produce their own coffee. There is also what is known as quasi-manufacturing organizations, which seem more like manufacturing firms, but are clearly providing a service, such as an automated warehouse dispatching goods.

The more one analyses the question what is operations management the more one sees how integral the position can be to any given company, be it small or large. There can be strong overlap with supply chain management, logistics or engineering, but there are many other industries and areas where operations functions and the skills of an effective operations manager are strongly tied to an organization's lasting success.

Find out more about specialized MBAs by downloading out subject-specific reports.

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Operations management is a field that can, at times, be misunderstood because of its multidisciplinary nature. However, its functions form the lynchpin of businesses the world over and success can often rest squarely on its shoulders. The MBA in operations management is a common specialization among leading business schools the world over.

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I included this because motivation is vital to this section

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I included this because it talks about how to be a good leader

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I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute. She teaches, writes and consults on critical issues for leaders and counts among her clients The Boston Globe, CNN, and the Washington Post. In recognition of her lifetime contributions to journalism, the University of Wisconsin honored her with its "Distinguished Service to Journalism" award, the Wisconsin Broadcasters Association named her to its Broadcast Hall of Fame, and the National Academy of Television Arts and Sciences inducted her into its prestigious Silver Circle.

In this interview, Jill talks about what it takes to be a happy manager despite the poor economy, how social media can create a happier work environment, and more.
What does it take be a happy manager in a bad economy?
It takes three things: strategic thinking, emotional intelligence and a passion for helping people do their best work, even in the face of diminished resources.

When managers think strategically, they are able to look at bigger picture goals and determine what of the many demands on their time they will make a priority.

With emotional intelligence, they can help their teams recover from setbacks and frustration while using targeted feedback to encourage their progress. (Remember, feedback is a renewable resource that costs managers nothing and pays great dividends.)

And that passion? It transforms them from yesterday's parental-type supervisors into what I believe today's best bosses must be: agents. Employees want to work for someone who approaches them as an agent would: "Sign on with me and I'll help you get to where you want to go. I'll be honest about your strengths and weaknesses. I'll guide you so you'll build a track record that serves you well here or wherever life takes you."
How can social media help build a happier work environment?
Social media is a game changer for internal relationships among colleagues and external relationships with customers. Some organizations view social media, first and foremost, as risk that must be managed. But it's wiser to think of social media as an invitation to creative communication. To instant feedback and problem solving. To putting a human face on people who once were only titles and offices. To building collaboration and relationships. The biggest risk is regulating it so tightly that people can't or won't engage.
What do you recommend for younger leaders as they develop their skills?
Don't worry about your age. Too many of the new managers I coach fear that have a neon sign over their heads that flashes "Untested-Green-Inexperienced."

But the word "new" has other meanings, including "Fresh-Innovative-Improved."

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How To Be A Great Manager That Employees Want To Work With

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Jill Geisler I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute.

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I included this because leadership is vital to this section

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I included this because it relates to human resources

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I included this because it gives an in depth description of human resource management

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Human resource management ( HRM or HR) is the strategic approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives. Human resource management is primarily concerned with the management of people within organizations, focusing on policies and systems. HR departments are responsible for overseeing employee-benefits design, employee recruitment, training and development, performance appraisal, and reward management, such as managing pay and employee-benefits systems. HR also concerns itself with organizational change and industrial relations, or the balancing of organizational practices with requirements arising from collective bargaining and governmental laws.

The overall purpose of human resources (HR) is to ensure that the organization is able to achieve success through people. HR professionals manage the human capital of an organization and focus on implementing policies and processes. They can specialize in finding, recruiting, selecting, training, and developing employees, as well as maintaining employee relations or benefits. Training and development professionals ensure that employees are trained and have continuous development. This is done through training programs, performance evaluations, and reward programs. Employee relations deals with the concerns of employees when policies are broken, such as cases involving harassment or discrimination. Managing employee benefits includes developing compensation structures, parental leave programs, discounts, and other benefits for employees. On the other side of the field are HR generalists or business partners. These HR professionals could work in all areas or be labour relations representatives working with unionized employees.

HR is a product of the human relations movement of the early 20th Century, when researchers began documenting ways of creating business value through the strategic management of the workforce. It was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advances, and further research, HR as of 2015 focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In the current global work environment, most companies focus on lowering employee turnover and on retaining the talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the risk of a new employee not being able to adequately replace the position of the previous employee. HR departments strive to offer benefits that will appeal to workers, thus reducing the risk of losing employee commitment and psychological ownership.

The human resources field began to take shape in 19th century Europe. It built on a simple idea by Robert Owen (1771-1858) and Charles Babbage (1791-1871) during the industrial revolution. These men concluded that people were crucial to the success of an organization. They expressed the thought that the well-being of employees led to perfect work; without healthy workers, the organization would not survive.

HR emerged as a specific field in the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor explored what he termed " scientific management" (sometimes referred to as "Taylorism"), striving to improve economic efficiency in manufacturing jobs. He eventually focused on one of the principal inputs into the manufacturing process-labor-sparking inquiry into workforce productivity.

Meanwhile, in England, C S Myers, inspired by unexpected problems among soldiers which had alarmed generals and politicians in the First World War of 1914-1918, co-founded the National Institute of Industrial Psychology (NIIP) in 1921. In doing so, he set seeds for the human relations movement. This movement, on both sides of the Atlantic, built on the research of Elton Mayo (1880-1949) and others to document through the Hawthorne studies (1924-1932) and other studies how stimuli, unrelated to financial compensation and working conditions, could yield more productive workers. Work by Abraham Maslow (1908-1970), Kurt Lewin (1890-1947), Max Weber (1864-1920), Frederick Herzberg (1923-2000), and David McClelland (1917-1998), forming the basis for studies in industrial and organizational psychology, organizational behavior and organizational theory, was interpreted in such a way as to further claims of legitimacy for an applied discipline.

By the time enough theoretical evidence existed to make a business case for strategic workforce management, changes in the business landscape - à la Andrew Carnegie (1835-1919), John Rockefeller (1839-1937) - and in public policy - à la Sidney (1859-1947) and Beatrice Webb (1858-1943), Franklin D. Roosevelt and the New Deal of 1933 to 1939 - had transformed employer-employee relationships, and the HRM discipline became formalized as " industrial and labor relations". In 1913 one of the oldest known professional HR associations-the Chartered Institute of Personnel and Development (CIPD)-started in England as the Welfare Workers' Association; it changed its name a decade later to the Institute of Industrial Welfare Workers, and again the next decade to Institute of Labour Management before settling upon its current name in 2000. From 1918 the early Soviet state institutions began to implement a distinct ideological HRM focus alongside technical management - first in the Red Army (through political commissars alongside military officers), later (from 1933) in work sites more generally (through partorg posts alongside conventional managers).

In 1920, James R. Angell delivered an address to a conference on personnel research in Washington detailing the need for personnel research. This preceded and led to the organization of the Personnel Research Federation. In 1922 the first volume of The Journal of Personnel Research was published, a joint initiative between the National Research Council and the Engineering Foundation. Likewise in the United States, the world's first institution of higher education dedicated to workplace studies-the School of Industrial and Labor Relations-formed at Cornell University in 1945. In 1948 what would later become the largest professional HR association-the Society for Human Resource Management (SHRM)-formed as the American Society for Personnel Administration (ASPA).

In the Soviet Union, meanwhile, Stalin's use of patronage exercised through the "HR Department" equivalent in the Bolshevik Party, its Orgburo, demonstrated the effectiveness and influence of human-resource policies and practices, and Stalin himself acknowledged the importance of the human resource, exemplified in his mass deployment of it, as in the five-year plans and in the Gulag system.

During the latter half of the 20th century, union membership declined significantly, while workforce-management specialists continued to expand their influence within organizations. In the US, the phrase "industrial and labor relations" came into use to refer specifically to issues concerning collective representation, and many companies began referring to the proto-HR profession as "personnel administration". Many current HR practices originated with the needs of companies in the 1950s to develop and retain talent.

In the late 20th century, advances in transportation and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets. "Human resources management" consequently, became the dominant term for the function-the ASPA even changing its name to the Society for Human Resource Management (SHRM) in 1998.

" Human capital management" (HCM) is sometimes used synonymously with "HR", although "human capital" typically refers to a more narrow view of human resources; i.e., the knowledge the individuals embody and can contribute to an organization. Other terms sometimes used to describe the HRM field include "organizational management", "manpower management", "talent management", " personnel management", "workforce management", and simply "people management".

Several popular media productions have depicted human resource management in operation. On the U.S. television series of , HR representative Toby Flenderson is sometimes portrayed as a nag because he constantly reminds coworkers of company policies and government regulations. Long-running American comic strip frequently portrays sadistic HR policies through the character Catbert, the "evil director of human resources". An HR manager is the title character in the 2010 Israeli filmThe Human Resources Manager, while an HR intern is the protagonist in 1999 French film Ressources humaines. The main character in the BBC sitcom dinnerladies, Philippa, is an HR manager. The protagonist of the Mexican telenovela Mañana Es Para Siempre is a director of human resources. Up In the Air is centered on corporate "downsizer" Ryan Bingham (George Clooney) and his travels. As the film progresses, HR is portrayed as a data driven function that deals with people as metrics, which can lead to absurd outcomes for real people.

aligning HR strategy with business strategy

re-engineering organization processes

listening and responding to employees

managing transformation and change.

At the macro-level, HR is in charge of overseeing organizational leadership and culture. HR also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. Based on the geographic location, various laws may apply. In federal jurisdictions, there may be several federal laws that are crucial for HR managers to be familiar with in order to protect both their company and its employees. In the United States of America, important federal laws and regulations include the Fair Labor Standards Act of 1938, which includes establishing a minimum wage and protecting the right for certain workers to earn overtime. The 1964 Federal Civil Rights Law protects against discrimination and prohibits making any hiring or firing decision based on race, age, sex, and gender. The Family and Medical Leave Act gives eligible employees up to twelve weeks of unpaid leave for family and medical reasons. Ensuring the company is compliant with all laws and regulations is an important aspect of HR and will protect the company from any sort of 'legal liability'. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employee's representatives (usually a labor union). Consequently, HR, usually through representatives, engages in lobbying efforts with governmental agencies (e.g., in the United States, the United States Department of Labor and the National Labor Relations Board) to further its priorities.

Human resource management has four basic functions: staffing, training and development, motivation, and maintenance. Staffing is the recruitment and selection of potential employees done through interviewing, applications, networking, etc. There are two main factors to staffing: attracting talented recruits that meet the organization's requirements and hiring resources. HR Managers must create detailed recruitment strategies and have a plan of action to put forward when recruiting. Next, managers can put strategies into place through hiring resources, by extending out to find the best possible recruits for the team. Recruiting is very competitive since every company wants the best candidates. Using tactics such as mass media can grab the attention of prospective recruits. Training and development is the next step and involves a continuous process of training and developing competent and adapted employees. Here, motivation is seen as key to keeping employees highly productive. This includes employee benefits, performance appraisals, and rewards. Employee benefits, appraisals, and rewards are all encouragements to bring forward the best employees. The last function, maintenance, involves keeping the employees' commitment and loyalty to the organization. Managing for employee retention involves strategic actions to keep employees motivated and focused so they elect to remain employed and fully productive for the benefit of the organization. Some businesses globalize and form more diverse teams. HR departments have the role of making sure that these teams can function and that people can communicate across cultures and across borders. The discipline may also engage in mobility management, especially for expatriates; and it is frequently involved in the merger and acquisition process. HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk.

In startup companies, trained professionals may perform HR duties. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision-making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies have established programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations may produce field-specific publications. HR is also a field of research study that is popular within the fields of management and industrial/organizational psychology, with research articles appearing in a number of academic journals, including those mentioned later in this article.

One of the frequent challenges of HRM is dealing with the notion of unitarism (seeing a company as a cohesive whole, in which both employers and employees should work together for a common good) and securing a long-term partnership of employees and employers with common interests.

There are half a million HR practitioners in the United States and millions more worldwide. The Chief HR Officer or HR Director is the highest ranking HR executive in most companies. He or she typically reports directly to the chief executive officer and works with the Board of Directors on CEO succession.

Within companies, HR positions generally fall into one of two categories: generalist and specialist. Generalists support employees directly with their questions, grievances, and work on a range of projects within the organization. They "may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer's needs." Specialists, conversely, work in a specific HR function. Some practitioners will spend an entire career as either a generalist or a specialist while others will obtain experiences from each and choose a path later. The position of HR manager has been chosen as one of the best jobs in the US, with a #4 ranking by in 2006 and a #20 ranking by the same organization in 2009, due to its pay, personal satisfaction, job security, future growth, and benefit to society.

Human resource consulting is a related career path where individuals may work as advisers to companies and complete tasks outsourced from companies. In 2007, there were 950 HR consultancies globally, constituting a US$18.4 billion market. The top five revenue generating firms were Mercer, Ernst & Young, Deloitte, Watson Wyatt (now part of Towers Watson), Aon (now merged with Hewitt), and PwC consulting.</ref> For 2010, HR consulting was ranked the #43 best job in America by CNN Money.

Some individuals with PhDs in HR and related fields, such as industrial and organizational psychology and management, are professors who teach HR principles at colleges and universities. They are most often found in Colleges of Business in departments of HR or Management. Many professors conduct research on topics that fall within the HR domain, such as financial compensation, recruitment, and training.

Technology has a significant impact on HR practices. Utilizing technology makes information more accessible within organizations, eliminates time doing administrative tasks, allows businesses to function globally, and cuts costs. Information technology has improved HR practices in the following areas:

E-recruiting

Recruiting has mostly been influenced by information technology. In the past, recruiters relied on printing in publications and word of mouth to fill open positions. HR professionals were not able to post a job in more than one location and did not have access to millions of people, causing the lead time of new hires to be drawn out and tiresome. With the use of e-recruiting tools, HR professionals can post jobs and track applicants for thousands of jobs in various locations all in one place. Interview feedback, background checks and drug tests, and onboarding can all be viewed online. This helps HR professionals keep track of all of their open jobs and applicants in a way that is faster and easier than before. E-recruiting also helps eliminate limitations of geographic location.

Human resources information systems

HR professionals generally handle large amounts of paperwork on a daily basis, ranging from department transfer requests to confidential employee tax forms. Forms must be on file for a considerable period of time. The use of human resources information systems (HRIS) has made it possible for companies to store and retrieve files in an electronic format for people within the organization to access when needed, thereby eliminating the need for physical files and freeing up space within the office. HRIS also allows for information to be accessed in a timelier manner; files can be accessible within seconds. Having all of the information in one place also allows for professionals to analyze data quickly and across multiple locations because the information is in a centralized location.

Technology allows HR professionals to train new staff members in a more efficient manner. This gives employees the ability to access onboarding and training programs from virtually anywhere. This eliminates the need for trainers to meet new hires face-to-face when completing necessary paperwork for new employees. Training in virtual classrooms makes it possible for HR professionals to train a large number of employees quickly and to assess their progress through computerized testing programs. Some employers choose to incorporate an instructor with virtual training so that new hires are receiving training considered vital to the role. Employees have greater control over their own learning and development; they can engage in training at a time and place of their choosing, which can help them manage their work-life balance. Managers are able to track the training through the internet, which can help to reduce redundancy in training and training costs.

Some universities offer programs of study for human resources and related fields. The School of Industrial and Labor Relations at Cornell University was the world's first school for college-level study in HR. It currently offers education at the undergraduate, graduate, and professional levels, and it operates a joint degree program with the Samuel Curtis Johnson Graduate School of Management.

Many colleges and universities house departments and institutes related to the field, either within a business school or in another college. Most business schools offer courses in HR, often in their departments of management. In general, schools of human resources management offer education and research in the HRM field from diplomas to doctorate-level opportunities. The master's-level courses include MBA (HR), MM (HR), MHRM, MIR, etc. (See Master of Science in Human Resource Development for curriculum.) Various universities all over the world have taken up the responsibility of training human-resource managers and equipping them with interpersonal and intrapersonal skills so as to relate better at their places of work. As Human resource management field is continuously evolving due to technology advances of the Fourth Industrial Revolution, it is essential for universities and colleges to offer courses which are future oriented.

In the United States of America, the Human Resources University trains federal employees.

There are a number of professional associations, some of which offer training and certification. The Society for Human Resource Management, which is based in the United States, is the largest professional association dedicated to HR, with over 285,000 members in 165 countries. It offers a suite of Professional in Human Resources (PHR) certifications through its HR Certification Institute. The Chartered Institute of Personnel and Development, based in England, is the oldest professional HR association, with its predecessor institution being founded in 1918.

Several associations also serve niches within HR. The Institute of Recruiters (IOR) is a recruitment professional association, offering members education, support and training. WorldatWork focuses on "total rewards" (i.e., compensation, benefits, work life, performance, recognition, and career development), offering several certifications and training programs dealing with remuneration and work-life balance. Other niche associations include the American Society for Training & Development and Recognition Professionals International.

A largely academic organization that is relevant to HR is the Academy of Management that has an HR division. This division is concerned with finding ways to improve the effectiveness of HR. The Academy publishes several journals devoted in part to research on HR, including Academy of Management Journal and Academy of Management Review, and it hosts an annual meeting.

Academic and practitioner publications dealing exclusively with HR:

Related publications:

1. ^ Johnason, P. (2009). HRM in changing organizational contexts. In D. G.Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge.

2. ^ Collings, D. G., & Wood, G. (2009). Human resource management: A critical approach. In D. G. Colligs & G. Wood (Eds.), Human resource management: A critical approach (pp. 1-16). London: Routledge.

3. ^ Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical review. In D. G. Collings, G. Wood (Eds.) & M.A. Reid, Human resource management: A critical approach (pp. 38-54). London: Routledge.

4. Klerck, G. (2009). "Industrial relations and human resource management". In D. G. Collings & G. Wood (Eds.), ^ Human resource management: A critical approach (pp. 238-259). London: Routledge.

5. ^ Armstrong, Michael (2009). Armstrong's handbook of human resource management practice. Armstrong, Michael, 1928- (Eleventh ed.). London: Kogan Page. ISBN 9780749457389. OCLC 435643771.

6. ^ Obedgiu, Vincent (2017-01-01). "Human resource management, historical perspectives, evolution and professional development". Journal of Management Development. 36 (8): 986-990. doi:10.1108/JMD-12-2016-0267. ISSN 0262-1711.

7. Mark O'Sullivan, 2014, ^ What Works at Work, The Starbank Press, Bath, page 3.

8. ^ Mayo, Elton (1945). "Hawthorne and the Western Electric Company" (PDF). Harvard Business School. Archived from the original (PDF) on 6 January 2012.

9. ^ Itani, Sami (22 September 2017). The Ideological Evolution of Human Resource Management: A Critical Look into HRM Research and Practices. Critical Management Studies Book Set (2016-2019). Bingley, Yorkshire: Emerald Group Publishing (published 2017). ISBN 9781787433908.

10. Quoted in: ^ Stalin, Joseph (1936). Против фашистского мракобесия и демагогии [Against Fascist Obscurantism and Demagoguery]. Directmedia (published 2013). p. 81. ISBN 9785446087181. Надо, наконец, понять, что из всех ценных капиталов, имеющихся в мире, самым ценным и самым решающим капиталом являются люди, кадры. [Finally, one must understand that of all the valued forms of capital existing in the world, the most precious and the most decisive capital is people, cadres.]

11. Compare: ^ Belous, Richard S. (1986). Union Membership Trends: The Implications for Economic Policy and Labor Legislation. Congressional Research Service, Library of Congress. p. 27. Given the 'continued union membership decline' case vs. the 'rebound in union membership' case , which one is currently the 'general wisdom' within the community of labor-management analysts?

12. Compare ^ Graphed frequencies of HR jargon in American English.

13. ^ Cappelli, Peter (July 2015). "Why We Love to Hate HR ... and What HR Can Do About It". Harvard Business Review (July-August 2015). [...] after World War II, U.S. industry suffered a talent shortage unlike anything since. [...] In that [...] void, modern HR was born, ushering in practices such as coaching, developmental assignments, job rotation, 360-degree feedback, assessment centers, high-potential tracks, and succession plans. They sound routine now, but they were revolutionary then. And they arose from an urgent need to develop and retain talent in the 1950s.

14. ^ Ulrich, Dave (1996). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Press. ISBN 978-0-87584-719-1. OCLC 34704904.

15. ^ Davis, Robert; Carnovalis, Michael (2018-05-13). "The HR Function's Compliance Role". Corporate Compliance Insights.

16. cite web |last1=Ghodke |first1=Namrate | title=Roles & Responsibilities of HR Managers in Growing Organizations |url=https://www.sumhr.com/hr-manager-role/ |website=Sum HR

17. Jonathan E. DeGraff (21 February 2010). "The Changing Environment of Professional HR Associations". Cornell HR Review. Archived from the original on 11 February 2012.

18. ^ Wright, Patrick. "The 2011 CHRO Challenge: Building Organizational, Functional, and Personal Talent" (PDF). Cornell Center for Advanced Human Resource Studies (CAHRS).

19. ^ Conaty, Bill, and Ram Charan (2011). The Talent Masters: Why Smart Leaders Put People Before Numbers. Crown Publishing Group. ISBN 978-0-307-46026-4.

20. 1. Lepak, David P., and Scott A. Snell. "Virtual HR: Strategic Human Resource Management in the 21st Century." Human Resources Management Review 8.3 (1998): 214-34. Web. 22 Feb. 2016. The current and increased significance of information technology in Human Resources processes.

21. 1. Ensher, E. A., Nielson, T. R., & Grant-Vallone, E. (2002). Tales from the Hiring Line: Effects of the Internet and Technology on HR Processes. Organizational Dynamics, 31(3), 224-244.

22. ^ 1. Johnson, R. D., & Guetal, H. G. (2012). Transforming HR Through Technology. Retrieved from https://www.shrm.org/about/foundation/products/documents/hr tech epg- final.pdf

23. ^ "International Journal of Selection and Assessment". International Journal of Selection and Assessment. doi:10.1111/(issn)1468-2389.

24. ^ "Journal of Occupational and Organizational Psychology". Journal of Occupational and Organizational Psychology. doi:10.1111/(issn)2044-8325.

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Human resource management ( HRM or HR) is the strategic approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives.

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I included this because it describes human resource management.

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I included this because it provides a visual of what an organizational structure could look like

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I included this because it gives an in depth description of organizational structure

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The set organizational structure may not coincide with facts, evolving in operational action. Such divergence decreases performance, when growing. E.g., a wrong organizational structure may hamper cooperation and thus hinder the completion of orders in due time and within limits of resources and budgets.

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I included this because it demonstrates the hierarchy of the structure of an organization

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I included this because it discusses principles of management

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Today's managers have access to an amazing array of resources which they can use to improve their skills. But what about those managers who were leading the way forward 100 years ago?

Managers in the early 1900s had very few external resources to draw upon to guide and develop their management practice. But thanks to early theorists like Henri Fayol (1841-1925), managers began to get the tools they needed to lead and manage more effectively. Fayol, and others like him, are responsible for building the foundations of modern management theory.

Background

Henri Fayol was born in Istanbul in 1841. When he was 19, he began working as an engineer at a large mining company in France. He eventually became the director, at a time when the mining company employed more than 1,000 people.

Through the years, Fayol began to develop what he considered to be the 14 most important principles of management. Essentially, these explained how managers should organize and interact with staff.

In 1916, two years before he stepped down as director, he published his "14 Principles of Management" in the book " Administration Industrielle et Générale." Fayol also created a list of the six primary functions of management, which go hand in hand with the Principles.

Fayol's "14 Principles" was one of the earliest theories of management to be created, and remains one of the most comprehensive. He's considered to be among the most influential contributors to the modern concept of management, even though people don't refer to "The 14 Principles" often today.

The theory falls under the Administrative Management school of thought (as opposed to the Scientific Management school, led by Fredrick Taylor).

Fayol's 14 Principles of Management

Fayol's principles are listed below:

1. Division of Work - When employees are specialized, output can increase because they become increasingly skilled and efficient.

2. Authority - Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.

3. Discipline - Discipline must be upheld in organizations, but methods for doing so can vary.

4. Unity of Command - Employees should have only one direct supervisor.

5. Unity of Direction - Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.

6. Subordination of Individual Interests to the General Interest - The interests of one employee should not be allowed to become more important than those of the group. This includes managers.

7. Remuneration - Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.

8. Centralization - This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.

9. Scalar Chain - Employees should be aware of where they stand in the organization's hierarchy, or chain of command.

10. Order - The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.

11. Equity - Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.

12. Stability of Tenure of Personnel - Managers should strive to minimize employee turnover. Personnel planning should be a priority.

13. Initiative - Employees should be given the necessary level of freedom to create and carry out plans.

14. Esprit de Corps - Organizations should strive to promote team spirit and unity.

Fayol's Six Functions of Management

Fayol's six primary functions of management, which go hand in hand with the Principles, are as follows:

Key Points

Henri Fayol's "14 Principles of Management" have been a significant influence on modern management theory. His practical list of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way.

Although the 14 Principles aren't widely used today, they can still offer guidance for today's managers. Many of the principles are now considered to be common sense, but at the time they were revolutionary concepts for organizational management.

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Henri Fayol's Principles of Management: Early Management Theory

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Today's managers have access to an amazing array of resources which they can use to improve their skills. But what about those managers who were leading the way forward 100 years ago? Managers in the early 1900s had very few external resources to draw upon to guide and develop their management practice.

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NEW YORK (Reuters) - World stocks rose for a third straight day and bond yields hovered near record lows as investors expected additional stimulus measures from central banks in the wake of Britain's vote to leave the European Union and as the Bank of England raised the prospect of bond buying this summer.

Renewed concerns over global growth and oversupply forced oil prices down again as both Brent and U.S. crude traded below $50 per barrel. Gold, a safe-haven play in times of uncertainty, edged higher and was on track for its biggest monthly rise since February.

Sterling reversed its gains as Bank of England Governor Mark Carney said the central bank would probably need to pump more stimulus into Britain's economy. Investors largely expect the bank to cut interest rates over the summer and ramp up its bond-buying program. UK shares surged after the news.

The European Central Bank is looking at loosening its rules for bond purchases to allow it to by a wider range of debt if it moves toward returning to quantitative easing, Bloomberg reported, citing people familiar with the discussions. The euro fell against the dollar and European stocks surged.

"There may be more of a growth crisis than any acute financial stress" from Brexit, said Stanley Sun, interest rate strategist at Nomura Securities International in New York.

Markets have regained their poise after a short bout of volatility following last week's so-called Brexit vote, but concerns remain about the longer-term global economic outlook and the potential for renewed turbulence.

The rebound in equities was not enough, however, to completely offset losses suffered in recent days. Stocks worldwide are down 0.8 percent for the month and on track for their worst monthly performance since February.

Wall Street rose as the benchmark S&P 500 index .SPX gained 1 percent, although the drop in oil prices suppressed gains as the index approached all-time highs. [.N]

The MSCI All-Country World index .MIWD00000PUS was up 1.1 percent, but is set to end the month about 0.9 percent lower, its worst month since February. Still, it ended the quarter with a slight gain, rising 0.3 percent.

U.S. Treasuries have been drawing demand as bond yields in other developed markets fall into negative territory. Yields of benchmark 10-year Treasury notes US10YT=RR edged higher to 1.48 percent, up less than 1 basis point from late on Wednesday.

That compared with a yield on 10-year German government bonds of -0.127 percent DE10YT=RR. British 10-, 20- and 30-year government bond yields all struck record lows.

UK BLUE CHIPS RECOVER

The UK's FTSE 100 .FTSE surged 2.3 percent and has gained nearly 3 percent since Britain voted last week to leave the EU. [.L]

In currency trading, sterling GBP= fell 0.6 percent to $1.3338, above a 31-year trough of $1.3122 touched on Monday. It has still lost about 7 percent in the quarter.

The euro, which lost ground in the days after the Brexit vote, lost 0.2 percent to $1.1103.

Brent crude LCOc1 settled at $49.68 a barrel, down 93 cents, after jumping more than 4 percent overnight, thanks to a larger-than-expected drawdown in U.S. crude inventories. U.S. crude CLc1 settled at $48.33, down $1.55.

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Global stocks rise, bond yields subdued as more stimulus eyed

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World stocks rose for a third straight day and bond yields hovered near record lows as investors expected additional stimulus measures from central banks in the wake of Britain's vote to leave the European Union and as the Bank of England raised the prospect of bond buying this summer.

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I included this because it shows different aspects of a global enviroment

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I included this because it addresses diversity in the workplace

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"He doesn't have a lot of experience managing people. Do you think he can do the job?" This is a phrase we hear more frequently as organizations fill the vacancies retiring Baby Boomers leave behind. Recently, a younger friend told me his experience of being hired after receiving his graduate degree. Most of the team he would manage had been working for the organization for more than 10 years and were his seniors by approximately 20 years. Some of them expressed frustration about being managed by someone so young and inexperienced. Were their fears grounded? How effective are newly appointed managers compared to the older and more seasoned folks they replace?

Frankly, being an older boss myself, I assumed veteran managers would prove to be the more effective leaders. But the data surprised me. In a recent article for Harvard Business Review my colleague Jack Zenger and I explored our database of more than 65,000 leaders and looked more deeply at managers who were 30 years of age and younger (455 leaders) and compared them to an older group of leaders over 45 years of age (4,298). Once we separated the two groups, we looked at the distinguishing characteristics of each.

When comparing groups, we strive to make them as similar as possible. But by the very fact they were promoted to managerial positions at a relatively young age, we realized that those in the younger group were primarily high potential achievers. It is not common to be elevated into a managerial job at such a young age. Of the younger group, 44% ranked in the top quartile on overall leadership effectiveness when compared to all leaders in our database. In contrast, the older group contained only 20% who were in the top quartile. In all, the older group was a combination of leaders who were exceptional, more that were good and an expected percentage who needed improvement.

When we looked at the 360 data of the younger and more seasoned managers we found the younger group was rated more positively on every one of the 49 items. This is both surprising and excellent news that indicates there are talented young leaders in our organizations who will be capable of stepping into key roles.

However, like my friend, younger managers struggle with proving their worth. From the comments and data we saw that younger managers were not fully trusted and that others often felt they were not capable of representing the organization. People also complained that young leaders lack strategic perspective and deep knowledge of their industries. It is true that some things are only learned over time. But before pass over promotion of a younger employee due to their "inexperience" you should know what they really have to offer. Here's what we found:

Welcome change. The younger leaders embraced change. They did a great job of marketing their new ideas. They had the courage to make difficult changes. Possibly their lack of experience caused them to be more optimistic about proposals for change. It was as if they did not know that changes would be hard to make happen. They possessed the courage to take on significant changes and were more willing to be the champions of change projects.

Inspiring behavior. Younger leaders knew how to get others energized and excited about accomplishing objectives. They were able to inspire other to high levels of effort and production to a even greater degree than their more experienced counterparts. Their older colleagues tended to more often lead with "push" while they lead with "pull."

Receptive to Feedback. Young leaders were extremely open to feedback. They more frequently asked for feedback. They wanted more extensive feedback regarding their performance, and they found ways to both digest and implement the feedback. Older leader then to be less willing to ask for and respond to feedback from colleagues.

Continuous Improvement. It may be the result of the fact that they have less invested in the past, but the younger leaders were more willing to challenge the status quo. They were constantly looking for innovative ways to accomplish work more efficiently and with higher quality.

Results Focused. Young leaders will do everything possible to accomplish objectives. They have a high need for achievement and will put every ounce of energy and effort they had into achieving their goals. In contrast, when someone has been in an organization for a long period of time, it is easy to become complacent and to see the status-quo as sufficient.

Elevate Goals. The younger leaders were more willing to set stretch goals. Some older leaders have learned to sandbag a goal so they don't have to work too hard or run the risk of falling short of a goal. Younger leaders were more prone to set stretch goals and inspire their team strive to achieve difficult tasks.

Every organization will need younger managers to fill in the vacancies left by their long-term predecessors. Understanding and leveraging the many strengths of this younger group creates a big opportunity higher performance and productivity. While younger leaders have challenges that will require focused effort and leadership development to overcome, they bring tremendous assets to the organization. They may likely be one of the most under recognized and under utilized resources in our organizations today.

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6 Surprising Reasons Younger Managers Perform Best

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"He doesn't have a lot of experience managing people. Do you think he can do the job?" This is a phrase we hear more frequently as organizations fill the vacancies retiring Baby Boomers leave behind. Recently, a younger friend told me his experience of being hired after receiving his graduate [...]

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I included this because it gives a broad overview on organizational ethics

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Organizational ethics is the ethics of an organization, and it is how an organization responds to an internal or external stimulus. Organizational ethics is interdependent with the organizational culture.

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I included this because it shows an abstract of management

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Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources.

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I included this because it is the base of this whole course