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Here you can see the drawbacks and challenges of both vertical and horizontal dimensions within an organization.
https://bizfluent.com/about-6561176-vertical-horizontal-organizational-structure.html

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by Neil Kokemuller

A vertical organizational structure is the traditional top-down setup where leaders pass down directions and guidelines to lower-level workers. A horizontal organizational structure refers to the level of collaboration that goes on across divisions and departments. Contemporary companies have become flatter, leading to more horizontal emphasis.

Traditional Vertical Organization

The traditional vertical organization is reflected in a standard organizational chart. It shows a hierarchy that starts at the top with the CEO or president. The next level down includes vice-presidents and other executive managers. Farther down, you see mid-level managers, and then front-line managers and their workers. The vertical structure promotes top-down, authoritative relationships between a manager and his subordinates. A primary benefit of this structure is the clear roles of managers and employees. Concentrated leadership and company direction are also benefits.

Vertical Drawbacks

Drawbacks of the vertical organization contributed to significant efforts by large corporations to become more horizontal during the 1990s. A primary flaw is the distance between leaders at the top and workers at the bottom. This distance made it difficult for the majority of the workforce to get personal perspective from the top managers who control company direction. The vertical structure also promotes the "us versus them" feeling in a company, where managers and employees are pitted against each other.

The Horizontal Transition

All companies have some element of horizontal structure. The horizontal structure involves the interaction between employees in a work team or across divisions or departments. The sales department and shipping department must often discuss shipping policies and timelines, for instance. However, the goal of many large companies is to place even greater emphasis on a horizontal structure. The goal is to reduce the lines between top-level management and front-line managers and workers. Horizontal structures contribute to teamwork, input from employees engaged directly with customers and a sense of shared ownership of company objectives.

Horizontal Challenges

Horizontal structures do create obstacles. Leaders must back away from the traditional direction-oriented management role and shift toward a more communicative role. Horizontal leaders drive collaboration and synergy rather than task production. Trustworthiness and empathy are key traits of an effective leader in a horizontal structure. He must inspire trust to create trustworthiness in his workforce. He must show genuine concern for the personal and professional well-being of workers to compel them to optimized performance.

About the Author

Neil Kokemuller has been an active business, finance and education writer and content media website developer since 2007. He has been a college marketing professor since 2004. Kokemuller has additional professional experience in marketing, retail and small business. He holds a Master of Business Administration from Iowa State University.

Photo Credits

Purestock/Purestock/Getty Images

Copyright © Leaf Group Ltd., all rights reserved.

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Vertical & Horizontal Organizational Structure

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A vertical organizational structure is the traditional top-down setup where leaders pass down directions and guidelines to lower-level workers. A horizontal organizational structure refers to the level of collaboration that goes on across divisions and departments. Contemporary companies have become flatter, leading ...

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A good manager knows how to manage there employees. Here we find 15 ways to effectively manage team members.
https://www.huffingtonpost.com/anush-kostanyan/15-effective-ways-to-moti_b_5854242.html

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People are the main and the most important resource of each company. For achieving great results each leader needs to have a motivation strategy to create and maintain the spirit of enthusiasm among employees. Below are 15 effective ways for you to motivate your staff and ensure the continuous growth of your organization.

1. Share the Organizational Vision With Each Member
If everyone is aware of the collective vision, which will lead to prosperity and success of each team member, motivation and enthusiasm become the indivisible parts of all activities. Make sure that you continuously concentrate the attention of your staff on the glory of reaching that powerful vision.

2. Communicate With Your Staff
You can't learn about ideas, attitude or concerns of your team members without constant communication. Use each opportunity to interact with them and you will discover hundreds of new ways of organizing your activities more successfully.

3. Make People Feel Appreciated
One of the greatest needs of each person is the need of being appreciated. Very often appreciation is a greater reward than money. Show your sincere gratitude for the unique contribution every one makes to the organization.

4. Support New Ideas
Each team member will feel empowered by the opportunity to not only implement day to day tasks, but as well as suggest new ideas and make them a reality. Give people a chance to take initiative and you will be amazed by their ability to create brilliant ideas.

5. Give Challenging Tasks
People can't grow if they are constantly doing what they have always done. Let them develop new skills by giving challenging tasks. At the same time make sure the tasks are reachable and in the frames of the person's interests.

6. Encourage Creativity
Supervising doesn't mean controlling each and every step. It means making sure that all the organizational activities are being implemented at the highest level. Give people the freedom to find their own unique ways of solving issues. Challenge them to think out of the box.

7. Give Each One Opportunities to Grow
If people know that everything is going to be the same way all the time, they will definitely lose the motivation to put their maximum efforts in work. They should be sure that the devotion and hard work will lead to new personal and professional achievements.

8. Empower Each Individual
Very often people need just a little encouragement to believe in themselves and to realize that they have a greater potential within. Always show your confidence in the unique abilities and potential of your team members.

9. Give as Much Support as You Can
Even if people in your organization are self-disciplined and creative enough for finding solutions to various problems, anyway they are always in need of your guidance. Support them as much as you can, and they will be inspired to do the same for you and for the organization.

10. Manage Each One Individually
Every person has their strengths and weaknesses. Someone may be amazing at public speaking, while the other one has great writing skills. Give people a chance to operate in the frames of their strengths, and they will be more confident and motivated in their activities.

11. Don't Let Your People Become Bored
Do you want your team to be enthusiastic and productive? Then avoid routine. Routine is the enthusiasm killer. Let people explore and discover. Make the work as interesting and engaging as you can.

12. Create Healthy Competition
For this purpose you can effectively use the famous reward system. People contribute their efforts and ideas to the maximum when they know that outstanding excellence will lead to rewards. Just make sure that the reward system is absolutely transparent to everyone.

13. Celebrate Each Success
Even the smallest achievements are worth being celebrated. The road to success consists of thousand small steps. Glorify each and every goal achieved. Show to your team that all of you made one more important step forward.

14. Make Sure There is a Good Working Environment
Research showed that environment is more important to employees than money. This is a great chance for you to create extra motivation for your staff by making the work environment a beautiful place to work, rest and have fun at the same time.

15. Create and Maintain a Team Spirit
Team is like a family, where mutual support and trust are the most important values. Organize team activities both during working time and after. You will have the half of success by creating and maintaining a powerful team spirit at the workplace.

Follow Anush at @anushkostanyan or contact her at anush.kostanyan@gmail.com.

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People are the main and the most important resource of each company. For achieving great results each leader needs to have a motivation strategy to create and maintain the spirit of enthusiasm among employees. Below are 15 effective ways for you to motivate your staff and ensure the continuous growth of your organization.

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Every leader has a style, generally it is a mix of more than one style but you will generally see at least one major style that stands out. This article explains many of the styles.
http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/

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Tips

All leadership styles can become part of the leader's repertoire.

Leadership styles should be adapted to the demands of the situation, the requirements of the people involved and the challenges facing the organization.

Adapted from "The Wall Street Journal Guide to Management" by Alan Murray, published by Harper Business.
Leadership is less about your needs, and more about the needs of the people and the organization you are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. Rather, they should be adapted to the particular demands of the situation, the particular requirements of the people involved and the particular challenges facing the organization.

In the book "Primal Leadership," Daniel Goleman, who popularized the notion of "Emotional Intelligence," describes six different styles of leadership. The most effective leaders can move among these styles, adopting the one that meets the needs of the moment. They can all become part of the leader's repertoire.

Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. "Visionary leaders articulate where a group is going, but not how it will get there - setting people free to innovate, experiment, take calculated risks," write Mr. Goleman and his coauthors.

Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best, Mr. Goleman writes, "with employees who show initiative and want more professional development." But it can backfire if it's perceived as "micromanaging" an employee, and undermines his or her self-confidence.

Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. Mr. Goleman argues this approach is particularly valuable "when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization." But he warns against using it alone, since its emphasis on group praise can allow poor performance to go uncorrected. "Employees may perceive," he writes, "that mediocrity is tolerated."

Democratic. This style draws on people's knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. Mr. Goleman warns that this consensus-building approach can be disastrous in times of crisis, when urgent events demand quick decisions.

Pacesetting. In this style, the leader sets high standards for performance. He or she is "obsessive about doing things better and faster, and asks the same of everyone." But Mr. Goleman warns this style should be used sparingly, because it can undercut morale and make people feel as if they are failing. "Our data shows that, more often than not, pacesetting poisons the climate," he writes.

Commanding. This is classic model of "military" style leadership - probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction. Mr. Goleman argues it is only effective in a crisis, when an urgent turnaround is needed. Even the modern military has come to recognize its limited usefulness.

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All leadership styles can become part of the leader's repertoire. Leadership styles should be adapted to the demands of the situation, the requirements of the people involved and the challenges facing the organization. Adapted from "The Wall Street Journal Guide to Management" by Alan Murray, published by Harper Business.

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Organizational culture is vital for a successful business. What is it and how do you bring it in to the business?
https://hbr.org/2013/05/what-is-organizational-culture

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If you want to provoke a vigorous debate, start a conversation on organizational culture. While there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture actually is, never mind how it influences behavior and whether it is something leaders can change.

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

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What Is Organizational Culture? And Why Should We Care?

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What leaders need to know to change orgs for the better.

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Business management requires recruiting. There is recruiting both internally and externally. Some companies choose to do the recruiting themselves while others choose to use an outside agency.
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/recruitinginternallyandexternally.aspx

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Influence is a key skill to have in business management. This article explains what it is and how to use it.
http://smallbusiness.chron.com/definition-influencing-skills-business-23851.html

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Definition of Influencing Skills in Business

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Influencing is a necessary skill for anyone in business, whether a person is a manager or a salesperson. The ability to bring others to your way of thinking without force or coercion is important in business. Influencing others is a transferable skill business persons take with them from job to job in the business ...

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Formal and Informal Communication is a vital part of business management. This article provides a wide range of communication styles that can be very helpful to someone in business management.
http://www.businessmanagementideas.com/communication/communication-within-an-organisation-formal-and-informal-communication/2382

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Essays, Research Papers and Articles on Business Management

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(i) Formal Communication:

Formal Communication refers to the communication taking place through official channels in an organisation. Such type of communication takes place between managers or employees of same cadre or between superior and subordinate and vice versa. It may be oral or written but complete record of such communication is maintained in an organisation. It is further classified as vertical and horizontal communication.

Vertical Communication involves the flow of information & ideas between the persons of same and / or different departments holding different positions. For e.g, worker of one department may communicate with a manager of same and / or of another department. It prevents delay in work. Under this, the flow of information is either upwards or downwards through normal channels

Upward Communication flows upward from the subordinates to superiors in the form of suggestions, opinions, grievances, reports, applications for grant of leave etc. This form of communication is gaining importance as the subordinates prefer to involve themselves in the decision making process.

Downward Communication flows downward from supervisor to the subordinates in the form of orders, instructions, directions, circulars etc. As superior are the senders in this channel, the success of such communications depends primarily upon how skillful they are in this art.

Horizontal or lateral communication refers to the flow of communication between two divisions; between employees of the same rank or at the same level in an organisation. For example, a production manager can contact sales manager about delivery of goods, quantity of goods etc.

Communication network is the pattern among the members of an organisation through which the communication flows in an organisation. It depends on the nature, channel of communication & number of persons involved.
The different types of communication networks operating in formal organisation are discussed below: 1. Single Chain:
It facilitates flow of communication from a superior to a subordinate among different levels in an organisation, through single chain
2. Wheel:
In wheel network, the superior acts as a hub of the wheel and all subordinates under him communicate only through him and are not allowed to talk among themselves.
3. Circular:
Under circular network, the flow of communication is very slow and it also moves in a circle. In this network, each person can easily communicate with his adjoining persons.
4. Free Flow:
This network provides a fast flow of communication and allow each person to communicate with all others freely.
5. Inverted V:
Under this network, a subordinate can communicate not only with his superior but also superior's superior. However, very limited communication takes place in this case.

Advantages of Formal Communication:
The formal communication has the following advantages: 1. Maintenance of Authority: 2. Orderly Flow of Information: 3. Secrecy: 4. Easy Knowledge of Source of Information:
In formal communication, the authority of superior over subordinates is well maintained.
The following are the disadvantages of formal communication: 1. Overload of Work: 2. Distortion of Information: 3. No Personal Touch: Difference between Upward & Downward Communication:
The information has to pass through a definite route. Hence the flow of information is very systematic.

In formal communication, secrecy can be maintained.

In this type of communication, the source of each information can be easily located.

Disadvantages of Formal Communication:
Grapevine Network:
It increases the work load of various managers as all communications are to be transmitted through a definite channel.
1. Single Strand:
Sometime the distance between the sender & the receiver is so big that the information passes through many hands & by the time it reaches the receiver it is distorted.
2. Gossip:
Formal Communication is mostly conveyed in an impersonal manner. Personal warmth & involvement may be lacking.
3. Probability:

Basis

Upward Communication

Downward Communication

1. Direction of flow

It flows from lower level to higher level i.e. from subordinates to superiors.

It flows from higher level to lower level i.e. from superiors to their subordinates.

2. Nature

It is in the form of suggestions, opinions, grievances, reports etc.

It is in the form of orders, instructions, directions, circulars etc.

3. Speed

It flows slowly because subordinates hesitate to come forward as they feel that many a time superiors simply ignore their ideas.

It travels very fast as subordinates are in the habit of listening to the superiors.

4. Cluster:
(ii) Informal Communication:

Informal communication takes place in an organisation without following the formal lines of communication. Such type of communication usually takes place among the workers to exchange their views and to satisfy their social needs. For example, workers talking about the behaviour of their superiors, discussing about some rumours etc. are some of the examples of informal communication.
Informal Communication may lead to the following benefits: 1. Speedy & Spontaneous: 2. Free Environment: 3. Social Relations 4. Supplementing: The demerits of informal communication are as under: 1. No Responsibility 2. Unreliable Information 3. Leakage of Information: : : :
Such type of communication spreads very fast and it is very difficult to detect the source of same. Sometime, such communication leads to rumours and thus creates confusion in the organisation. However, at times it proves to be very helpful to the managers as the information through these channels can be spread very rapidly to know the reactions of the workers etc.

The network of communication followed in the informal communication is referred to as grapevine network because its branches spread throughout the organisation and in all directions without considering the levels of authority etc. Origin of this type of communication is not known. In other words, it is very difficult to know as to how and where does it start/end. Following are the different types of grapevine network:

Under this network, each person can communicate with the other person in a sequence only.

In gossip network, an individual can communicate with all on non selective basis. Thus one person radiates a message etc. to many at large. In other words, through just one source, information spreads to many other people.

In probability network, an individual communicates with other individuals at random.

This type of network is most common in an organisation. Under this network, an individual communicates only with those persons whom he trusts. After receiving the information, some of them convey it further to a selected few & rest of them keep it with themselves.

Advantages of Informal Communication:

Under this communication, the messages flow at faster speed in spontaneous way.

Informal communication is done in a free environment in that there is no pressure on any officer. It can flow to any direction and degree.

It helps in establishing better human relations as it provides platform for employees at social gatherings not only in the organisation but outside the organisation also.

Informal communication supplements the formal communication. There are certain matters which are difficult to communicate through formal channels e.g. attitude & opinions of the workers about management plan & policies etc. These can be easily known through informal communication.

Disadvantages of Informal Communication:

In formal communication responsibility for misleading facts can be pinpointed but it is not so in case of informal communication.

Most of the information received through this communication in undependable & no important decision can be taken on the basis of this alone.

It may lead to the leakage of important information which can prove to be harmful for the organization.

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Communication within an Organisation: Formal and Informal Communication

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Communication within an Organisation: Formal and Informal Communication! (i) Formal Communication: Formal Communication refers to the communication taking place through official channels in an organisation. Such type of communication takes place between managers or employees of same cadre or between superior and subordinate and vice versa.

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This chart shows the differences between Groups and Teams.

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Interpersonal communication is very important in a manager role. This article provides the different types of interpersonal communication as well as the skills that would be used. Finally examples of interpersonal communication are also included. https://www.businesstopia.net/communication/interpersonal-communication-skills

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Interpersonal communication is the process to express feelings, ideas, thoughts, information and emotions. It usually takes place in the form of a message. This can be in the form of verbal (words) or non-verbal (how anything is said) communication.

Unlike intrapersonal, group or mass, interpersonal communication takes place between two people only. Everybody communicates in interpersonal level regularly. So, it can be conscious or unconscious activity.

Interpersonal communication is useful in establishing relationships between two people. When two people communicate, they form a bond, even if it is for a short period of time.

What is interpersonal communication skills?

Interpersonal communication skill is how well an individual communicates. These skills are also known as social skills or people skills. Every individual uses it to interact with the other, be it an ;another individual or in a group.

Level of interpersonal skills is measured through effectiveness of meaning transferred through message.

It is one of the most important life skill as our personal, social and professional life rely on it.

Types of interpersonal communication

Interpersonal communication can be further divided into other skills. Interpersonal skills are dependent upon these other skills. They are

Verbal communication skills

Everything we speak using words fall under verbal communication. And, the skill to use these words effectively is verbal communication skill. Communicating with another person and building relationships need verbal communication.

Non-verbal communication skills

Communication without words is non-verbal communication. It is the body language, gestures, facial expressions, silence, aesthetics, etc of an individual.

Non-verbal communication skills send and receive effective non-verbal cues. This skill is a must have for proper communication and understanding cues given by others. Non-verbal communication skills help in interaction and relationship building, like from empathy and sympathy.

Listening skills

Listening skills are needed to receive messages given by others. It is needed to give feedback accordingly. Good listening skills can only make interpreting words and non-verbal communication possible.

Negotiation skills

Negotiation skills are important for relationship building as relationships need trust and peace. These skills deal with resolving conflicts by focusing on mutual agreement. By negotiation, people come to settle for the same goals and outcomes.

Assertiveness skills

Being able to influence people is an important skill. You create influence with your own ideas, beliefs, thoughts and wants . This skill is assertiveness skill which helps in creating and maintaining relationships.

Decision making and problem solving skills

Making decisions and solving problems are skills which help in relationship maintenance. Decisions create harmony in social environment and helps relationships prosper whereas problems destroy them.

There are other important skills for interpersonal communication like questioning skills, interviewing skills, etc.

Elements of interpersonal communication

The major elements of interpersonal communication are as follows:

Communicators

Communicators are the people involved in the communication process. In interpersonal communication, there is involvement of at least two people. They play the role of sender and receiver and exchange messages.

It is a two way process where exchange of information can also occur simultaneously. Non-verbal communication continues even in the absence of verbal exchange of words.

Message

Messages are the words or signals, gestures and other non-verbal cues used to communicate. It is sent by one person to the other continuously and so goes the process of communication.

Channel

Channel or medium is physical means used to send message from one person to another. These mediums could be voice or sight for Face-to-face communication. Similarly, there are other mediums like phone, chat, video calls, etc.

Noise

Noise is the disruptions and distortions caused during the process of communication. It is anything that doesn't let the message pass on to the receiver as intended. Noise can be of various types like physical, socio-cultural, language, semantic, etc.

Feedback

Feedback is the spontaneous reaction caused by reception of message. It lets the sender know that the message has reached. It also shows that the message has been interpreted as intended. It can be in words or reactions. Further communication processes depend upon feedback.

Context or environment

Social, cultural, physical or physiological contexts define the process of communication. It shows why, how and in what way a communication takes place. This is as important as the message itself. It influences both message as well as noise.

Examples of interpersonal communication

For example, you are working in a big construction company and there is a team which has to build a skyscraper. The work needs to be done carefully as the building is supposed to have hundreds of floors.

The team need to make a decision to add more cement. And, this has to be done with a unanimous voting. But, one member of the team does not talk to anyone else. He doesn't give his opinion and therefore, the voting becomes difficult. This shows how ineffective interpersonal communication causes problems to many in professional settings.

Similarly, even in personal relationships, interpersonal communication is necessary. If in a family, the dad doesn't talk to his children. They will never know the nature of their dad. This could cause problems in the family. The children might grow up to hate their dad for not being there for them.

Importance of interpersonal communication

Interpersonal communication can be used in different situations.

Though its major function is to share information, it can be used for many other things. For example, creating and developing relationships, forming new contacts, making decisions, solving problems, etc.

It is also used for expressing emotions and needs, influencing, persuading, motivating, etc.

People with good interpersonal skills are confident and optimistic in comparison to others.

Every job has interpersonal skills as a requirement because of its importance in workplace. It is also a skill found in all leaders.

Not only professionally, it is also required to maintain healthy personal relationships. For example, relationship between couples.

It is also needed to get social in social situations.

Thus, interpersonal skill is important and people must learn it with practice. It affects every aspect of human life.

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Interpersonal communication is the process to express feelings, ideas, thoughts, information and emotions. It usually takes place in the form of a message. This can be in the form of verbal (words) or non-verbal (how anything is said) communication. Unlike intrapersonal, group or mass, interpersonal communication takes place between two people only.

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Here is a link to a test to see where you stand and how you can manage your emotions. https://www.ihhp.com/free-eq-quiz/

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"Research from Harvard Business School demonstrated that EQ counts for twice as much as IQ and Technical Skills in determining who will be successful!"

Emotional Intelligence Quiz

Our Emotional Intelligence quiz describes situations that we all experience in our lives (like being given difficult feedback). Be as honest as possible when answering the questions as that will provide you with the most accurate assessment of your level of Emotional Intelligence. Once you have taken the quiz, you will receive your results as well as recommendations on how you can manage your emotions and connect more skillfully with others.

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Test Your Emotional Intelligence, Free EQ Quiz, EI Test

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Test your emotional intelligence with our free EQ quiz. Our free emotional intelligence test assesses your how you can improve managing emotions under pressure

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Managers make decision everyday. Having tools to help make the right choices is something that everyone needs.
https://www.businessnewsdaily.com/6162-decision-making.html

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Credit:

Viorel Sima | Shutterstock

Running a business requires the ability to make good decisions. One wrong choice can affect the entire company. It is crucial for business owners to understanding the weight behind each decision they make, and to continually improve their decision-making skills.

The University of Massachusetts-Dartmouth outlines seven basic steps in effective decision-making:

1. Identify the decision to be made

2. Gather relevant information

3. Identify alternatives

4. Weigh evidence

5. Choose among alternatives

6. Take action

7. Review decision and consequences

While the basic principles might be the same, there are dozens of different techniques and tools that can be used when trying to make a decision. Here are some of the more popular options, many of which use graphs, models or charts. You may want to use a combination of these techniques to arrive at your final decisions.

Decision matrix: A decision matrix is used to evaluate all the options of a decision. When using the matrix, create a table with all of the options in the first column and all of the factors that affect the decision in the first row. Users then score each option and weigh which factors are of more importance. A final score is then tallied to reveal which option is the best.

T-Chart: This chart is used when weighing the plusses and minuses of the options. It ensures that all the positives and negatives are taken into consideration when making a decision.

Decision tree: This is a graph or model that involves contemplating each option and the outcomes of each. Statistical analysis is also conducted with this technique.

Multivoting: This is used when multiple people are involved in making a decision. It helps whittle down a large list options to a smaller one to the eventual final decision.

Pareto analysis: This is a technique used when a large number of decisions need to be made. This helps in prioritizing which ones should be made first by determining which decisions will have the greatest overall impact.

Cost-benefit analysis: This technique is used when weighing the financial ramifications of each possible alternative as a way to come to a final decision that makes the most sense from an economic perspective.

Conjoint analysis: This is a method used by business leaders to determine consumer preferences when making decisions.

SWOT Analysis: SWOT stands for strengths, weaknesses, opportunities and threats, which is exactly what this planning tool assesses.

PEST Analysis: An acronym for political, economic, social and technological, PEST can improve decision-making and timing by analyzing external factors. This method considers present trends to help predict the future ones.

There are a few common mistakes people make during the decision-making process that could result in a poor choice. Jeff Miller, the director of corporate training and development for human resources and business performance solutions provider Insperity, said that leaders often either rush decisions or procrastinate on making them.

"As well as being uncomfortable or time-consuming, avoiding decisions can also hurt your reputation," Miller wrote on the Insperity website. "Your staff may perceive it as a lack of care for their well-being, which can create a lack of respect."

Another mistake is not trusting your own gut feelings when trying to make a decision. Business leaders often both over and underestimate the value of the information they receive from others. Instead of letting others sway your belief one way or another, the U.S. Small Business Administration advised leaders to keep the opinions of others in perspective.

"Our society teaches us to ignore [our gut] feelings, but by tuning into your intuition, you will find that you will make much better decisions in the long run," the SBA writes on its website.

While you can and should consult expert advice on particularly difficult decisions, the SBA advises leaders not to rely too heavily on those opinions when evaluating their choices.

"Oftentimes, people have a tendency to place too much emphasis on what experts say," said the SBA article. "Remember, experts are only human and have their own set of biases and prejudices just like the rest of us."
Additional reporting by Chad Brooks.

Sammi Caramela

Sammi Caramela is a recent graduate of Rowan University, where she majored in writing arts and minored in journalism. She currently works as a Purch B2B staff writer while working on her first novel in her free time. Reach her by email, or check out her blog at sammisays.org.

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Techniques and Tools to Help You Make Business Decisions

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Running a business requires the ability to make good decisions. One wrong choice can affect the entire company. It is crucial for business owners to understanding the weight behind each decision they make, and to continually improve their decision-making skills.

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Scheduling is one task that many managers struggle with. Here we find 5 simple things to implement to make scheduling easier and effective.

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Creating an employee schedule is an essential part of running your business. But for a lot of employers, the process can be time consuming, disorganized and sometimes just plain aggravating. Shift scheduling can be frustrating for your workers as well, since they want a job with a flexible schedule.

In 2016, Snagajob surveyed employers to better understand how they manage staff scheduling. On average, managers spend about 25% of their time to make a schedule each week and to deal with schedule management issues, like managing shift swaps. Something that's so integral to your everyday business operations should be simpler for you and your team.

Here are five steps you can take when creating the employee schedule each week to get some of your time back, optimize shift coverage, and increase both worker and customer satisfaction.

1. Plan the employee schedule two weeks in advance

Shift schedules are often put together at the last minute, distributed a week-or less-before employees are expected to work. This leaves little time for employees, especially students and those with other jobs, to plan accordingly. In today's gig economy, many hourly workers are balancing multiple shift positions and the earlier they can get a schedule, the higher their satisfaction rate will be.

Providing an employee schedule in ample time can be difficult, though, without availability and shift requests in one convenient place. While two weeks out might sound a little daunting, having a system that helps you keep track of existing shifts and updates can alleviate a lot of that employee scheduling stress.

Advanced work schedule notice is also an aspect of working at your business that you can promote when trying to attract new workers. Our 2017 Recruitment and Hiring survey found schedule flexibility and total hours are important to today's hourly job seekers.

2. Examine how you share schedules with employees

Almost 80% of the employers we surveyed told us they publish the employee schedule via paper. While that method might have made sense 10 years ago, it's now an outdated and ineffective way to share shift schedule information.

Consider how your employees will keep track of shift schedules that have been printed out. They might take a picture of the schedule with their cell phone, write it down to take home or even hope they just remember. This makes it hard to hold everyone accountable for staying on top of the staff schedule, especially if there are any changes. It also means your managers are more likely to waste time answering calls from employees about their work schedule.

3) Empower shift change requests

Shift changes are inevitable when it comes to your schedule, especially with workers who are still in school. Of the employers we surveyed, almost half said that workers request shift changes through conversations with managers. This creates an opportunity for a request to possibly get lost or forgotten during a busy day.

Providing your team with a convenient, reliable way to submit these requests makes the process a little easier for everyone. Having a system in place can also help keep track of requests, so you can catch any patterns or problems.

4) Make swapping shifts simple

Employees want more control over their schedules as well, especially when it comes to trading and claiming shifts.

Of those surveyed, 69% of respondents claim to have a system for coworkers to trade shifts. Of that group, almost half use paper trade requests in a break room or communal area. This method can extend the process of filling the shift, lead to miscommunication among the team or-even worse-leave an open shift unclaimed.

Providing your employees with a reliable way to communicate about shift changes is one more way to keep things running smoothly without disrupting day-to-day business. Mobile employee scheduling apps like Snagajob let workers coordinate shift changes and then managers just need to approve-saving everyone a lot of time and back-and-forth.

5) Start embracing technology

Technology is making it easier for both you and your employees to have a clear, updated schedule on hand wherever you are. Creating schedules, sharing updates and shift requests don't need to be done on paper anymore. Online scheduling software can dramatically reduce the time it takes to create and distribute a shift schedule. Your desktop or mobile device is all you need to start relieving the daily headaches of employee schedule management and help you get back to work.

Scheduling doesn't have to be an overwhelming part of the job. Finding tools that work for your business, making it easy for employees to access shift schedules, and planning ahead can help you get back one of your most precious resources: your time.

A new way to schedule, share and trade shifts

Snagajob has a variety of features to help get rid of all the paper clutter and make schedule management-and everything that goes with it-easier for you and your team. Our new employee scheduling features work alongside what you already use with Snagajob to find, hire and communicate with your hourly workers.

In 10 minutes, you can create and distribute your shift schedule and get back to running your business. Employees can view schedule changes, trade shifts and more, without ever having to call or come in to the store. Try it out for free now, and see what Snagajob's employee schedule tools can do for your team!

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5 employee schedule tips: How to make a staff schedule that works | Snagajob

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Creating an employee schedule is an essential part of running your business. But for a lot of employers, the process can be time consuming, disorganized and sometimes just plain aggravating. Shift scheduling can be frustrating for your workers as well, since they want a job with a flexible schedule.

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Everyone needs to learn to prioritize, especially a manager. This article provides 12 ways to prioritize.
http://www.prioritymanagement.com/nsw/resources/resource.php?resource_id=151

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Priority Management: 12 Top Time Management Tips

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1.Start your day by looking at your calendar and your to-do list rather than your inbox. This simple technique will ensure that you start your day in a pro-active rather than reactive mode. By determining up front what meetings you have on, and what tasks need to be completed today, you will make better decisions when you read your emails.

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Every organization has to solve problems at one time or another. I thought the 5 step process in this article would be most helpful in the future.
https://www.linkedin.com/pulse/20141015113550-142622333-5-steps-to-effective-problem-solving-in-an-organization/

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Ballamurugan Deivakumaran

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Building an empire with young entrepreneurs

Any successful organization is a collection of different personalities, skills, and talents and your employees will not always see eye-to-eye on every issue that arises in your corporate world. Each problem will be unique but the strategies and techniques that you use to solve them should involve a methodical, step-by-step approach that avoids continual crisis management and rash decision-making. Perhaps you have heard your employees say, "We arrived at that solution too quickly," or "We solved the wrong problem." Did your staff have all of the information that they needed to effectively solve the problem? Maintaining a good balance at the workplace will keep your production levels up to standard, your employees happy, and your organization running like a well-oiled machine. Let's take a look at how you can guide your employees through problem-solving techniques with a plan in mind and goals and objectives to be reached.

The first major step is to determine the problem so that you can arrive at the right solution. You may know that something isn't working in the company but you must identify what is disrupting the normal flow of operations at the workplace and prevent this element of chaos from occurring again.

Next, you and the leadership team should describe why the problem is happening. For example, should one of your employees always disrupt your meetings, learning the cause of the problem can be the tool that you need to solve it; he or she may feel as if their talents are not fully appreciated and they are seeking attention from the corporate leadership team.

The next step will be to brainstorm some potential solutions for your problem; try to see the problem from every angle so that you will have a wide perspective of the problem and how it can best be solved. Don't pick the first solution at which you arrive; instead of firing a good employee perhaps you could relocate that person where his skill set will be more effective. Should you be experiencing a cash-flow situation, simply ask for payment to be made by your vendors by a selected date that provides you with ample cash to honor your financial obligations.

Choose one solution that the team thinks will solve your dilemma. Once the decision for a solution has been made, your leaders must commit to it and not try to second-guess by engaging in a plethora of "what-ifs."

Finally, you and the leadership team must monitor the results that are occurring with the solution that you implemented. Ascertain if it addressed the difficulty effectively so that if no change is noted you can begin the process again to find a new and more effective answer to the problem at hand.

By following these five, simple steps for problem-solving at your organization, you will be using a tried and tested set of guidelines with which you are sure to find success. This systematic process reveals the two most important areas of solving problems in the workplace: the right problem is being solved and opportunities are being created with the problem being addressed.

"If I had an hour to solve a problem i'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions."

-Albert Einstein-

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We are the exclusive licensee of Brian Tracy International and we help organizations to improve their peoples performance and productivity and achieve greater results!

Check our website at www.vertexleadership.com for your organization or individual training solutions.

Register today for our upcoming program Perform At Your Best! and enhance your performance and productivity to achieve all your professional and personal goals faster.

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5 Steps to Effective Problem Solving in an Organization

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Any successful organization is a collection of different personalities, skills, and talents and your employees will not always see eye-to-eye on every

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This article helped me see the differences between the different organisations by providing a chart.
http://alliancesprogress.com/international-solutions/transnational-organizations/

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by ·

Transnational Organizations was a term we used extensively in the 90's to put forth a different version of what it meant to "go global" or "become international." As a practitioner and a junior consultant, traveling the world to implement change management projects for large corporations (usually called Business Process Re-Engineering or Enterprise Resource Planning or Global Shared Services...), it was fascinating to see the different forms companies could take.

Projects were very large and global, and there was a lot of cost reduction and productive improvements to be had. These projects were designed centrally and rolled-out regionally, and the business case was so obvious that consultants did not have to work too hard to prove ROI. A $10M project for a large petroleum or pharmaceutical or automotive company would yield $50-100M in tangible benefits, tracked on unsophisticated spreadsheets. What made these large corporations unique and what made them similar?

We developed terms and used organizational characteristics to determine the way companies go-to-market internationally. For example, one can observe the asset configuration, corporate capabilities, the role of international operations, the interfaces between headquarters (home country) and the branch offices abroad to determine if the company is in fact more of a:

For alliance professionals, this is not merely semantics. Large and small companies alike have different ambitions and organizational frameworks to manage their international business. A quick overview might look like this:

Assets and Capabilities

Decentralized

Centralized

Mixed

Virtual

Role of Offices outside HQ

Local initiatives / bottom up

Execution of top down strategies

Adaptive and local changes within limits

Differentiated and specific to each market

Knowledge Sharing

Locally retained knowledge

Centrally retained knowledge

Centrally driven with local input

Joint development and diffusion

There are several schools of thought concerning the advantages and disadvantages of the centralized - decentralized approach to global corporate development. The excellent book "Managing Across Borders" (Bartlett and Ghoshal), first written in 1998, is subtitled "The Transnational Solution". It offers an compelling case for Transnational Organizations as the preferred model of the 21st century.

Here is a summary of the characteristics of Transnational Organizations as per the authors:

Competitiveness

Dispersed and independent

Acknowledging and encouraging differences

Flexibility

Differentiated and specialized

Key competencies are coordinating synergies

Learning

Joint development and knowledge sharing

Shared core vision with individual contributions

Alliance consultants and global managers need to clarify better the type of organizational model a company has, not just on paper but in its daily business practices, in order to match better intended joint activities across partnerships and channels.

Transnational Organizations are one way of labeling and articulating the global-local model. The impact of technology and creative collaborative solutions continue to push the international organizational design concepts into additional complexity and new exciting models. These new ways of working are still in infancy but already we can begin to see their impact on the workforce and organizations.

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Transnational Organizations was a term we used extensively in the 90's to put forth a different version of what it meant to "go global" or "become international." As a practitioner and a junior consultant, traveling the world to implement change management projects for large corporations (usually called Business Process Re-Engineering or Enterprise Resource Planning or Global Shared Services...), it was fascinating to see the different forms companies could take.

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Being multinational can have some advantages for an organization but it also brings on some addition items to think about. https://www.investopedia.com/terms/m/multinationalcorporation.asp

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A multinational corporation has facilities and assets in at least one country other than its home base.

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Quality has become an essential part of business, it is not an added value as was true in the past. Establishing Standard Operating Procedures (SOPs) is a big help in provided quality for any business.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3088954/

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Abstract

It is mandatory for sponsors of clinical trials and contract research organizations alike to establish, manage and monitor their quality control and quality assurance systems and their integral standard operating procedures and other quality documents to provide high-quality products and services to fully satisfy customer needs and expectations. Quality control and quality assurance systems together constitute the key quality systems. Quality control and quality assurance are parts of quality management. Quality control is focused on fulfilling quality requirements, whereas quality assurance is focused on providing confidence that quality requirements are fulfilled. The quality systems must be commensurate with the Company business objectives and business model. Top management commitment and its active involvement are critical in order to ensure at all times the adequacy, suitability, effectiveness and efficiency of the quality systems. Effective and efficient quality systems can promote timely registration of drugs by eliminating waste and the need for rework with overall financial and social benefits to the Company.

Keywords: Quality assurance, quality control, quality management, quality standards, quality systems

INTRODUCTION

High levels of quality are essential to achieve Company business objectives. Quality, a source of competitive advantage, should remain a hallmark of Company products and services. High quality is not an added value; it is an essential basic requirement. Quality does not only relate solely to the end products and services a Company provides but also relates to the way the Company employees do their job and the work processes they follow to produce products or services. The work processes should be as efficient as possible and continually improving. Company employees constitute the most important resource for improving quality. Each employee in all organizational units is responsible for ensuring that their work processes are efficient and continually improving.

Top management should provide the training and an appropriate motivating environment to foster teamwork both within and across organizational units for employees to improve processes.

Ultimately, everyone in a Company is responsible for the quality of its products and services.

A Company in the role of a sponsor of clinical trials can best achieve its business objectives by establishing and managing robust quality systems with their integral quality documents including standard operating procedures (SOPs).

QUALITY SYSTEMS

A quality system is defined as the organizational structure, responsibilities, processes, procedures and resources for implementing quality management. Quality management includes those aspects of the overall management function that determine and implement the Company quality policy and quality objectives. Both quality control and quality assurance are parts of quality management.

The 13 th principle in the International Conference on Harmonization Good Clinical Practice (ICH GCP) guideline clearly states that systems and procedures that assure the quality of every aspect of the (clinical) trial should be implemented. The sponsor is responsible for implementing and maintaining quality assurance and quality control systems with written SOPs to ensure that trials are conducted and data are generated, documented (recorded) and reported in compliance with the protocol, Good Clinical Practice (GCP) and the applicable regulatory requirements. Although a sponsor may transfer any or all of its trial-related duties and functions to a contract research organization (CRO), the ultimate responsibility for the quality and integrity of the trial data always resides with the sponsor.[ 1] However, the CRO is also required in its own right to always implement quality assurance and quality control. Both quality control and quality assurance systems must be commensurate with the Company business objectives and business model. The two together constitute the key quality systems.

Top management commitment and active involvement in the establishment, management and monitoring of quality systems is critical and is achieved by:[ 2]

Defining and documenting a quality policy and quality objectives and ensuring that both the policy and objectives are understood and implemented by all employees at all levels;

Ensuring that appropriate processes are implemented to fully satisfy customer needs and expectations and Company objectives;

Defining and documenting the responsibility, authority and interrelation of key personnel managing the quality systems;

Providing adequate resources for implementing and maintaining the quality systems;

Conducting scheduled management reviews of the quality systems to assess their continued suitability, adequacy, effectiveness and efficiency; and

Deciding on actions for continual quality improvement.

Quality control is focused on fulfilling quality requirements, and as related to clinical trials, it encompasses the operational techniques and activities undertaken within the quality assurance system to verify that the requirements for quality of the trial-related activities have been fulfilled.[ 1]

Quality assurance, on the other hand, is focused on providing confidence that quality requirements are fulfilled. As related to clinical trials, it includes all those planned and systemic actions that are established to ensure that the trial is performed and the data are generated, documented (recorded), and reported in compliance with GCP and the applicable regulatory requirements.[ 1]

Quality control is generally the responsibility of the operational units and quality is infused into the outputs and verified as they are being generated. Therefore, quality control is an integral part of the daily activities occurring within each operational unit.

Quality assurance is the responsibility of the quality assurance department. The mission of a quality assurance department is to provide an effective and efficient quality assurance system and counsel for the operational units. The quality assurance department must be manned by an adequate number of dedicated and adequately qualified and trained personnel with well-developed interpersonal skills. The well-developed interpersonal skills will provide the quality assurance personnel with persuasive, diplomatic, tactful and resilient qualities generally required of them. The quality assurance department must operate independently from the operational units and it must regularly perform quality review activities (self-inspection audits/internal audits) to ensure compliance within operational units with Company quality standards, good working practices [GxPs: current Good Manufacturing Practice (cGMP), Good Laboratory Practice (GLP), GCP, etc.], and local, national, regional and international legal, ethical and regulatory requirements.

The quality assurance department under the leadership of a Quality Assurance Manager will ensure the following:

Appropriate global and affiliate-specific quality documents (Level 1: Company policies including quality policy and quality management plan; Level 2: SOPs; Level 3: working instructions; Level 4: conventions, guidelines, forms, templates, logs, tabs, and labels) are determined, developed and implemented.

Personnel involved in clinical research and development are, and remain, properly qualified and trained for job roles for which they are made responsible. The training will include new staff induction, ongoing quality awareness training including training in applicable SOPs and other quality documents, training for changing roles within and between functional units, and training resulting from an analysis of needs including the results of audits and regulatory inspections, top management reviews and employee appraisals. Further education and additional training needs should be constantly assessed by the Company.

All clinical research and development activities are conducted according to Company quality standards, current GxPs, and all applicable local, national, regional and international legal, ethical and regulatory requirements as defined in the quality documents, to meet with Company quality objectives and customer requirements.

A system is put in place to track all global and affiliate-specific quality documents and to maintain an up-to-date overall inventory of all historical and effective quality documents.

Personnel will have written job descriptions which will clearly define their roles and responsibilities, and the processes and SOPs which they have to follow.

A system is put in place to initiate and maintain a personal file on each employee, containing his/her current curriculum vitae, job description, education and training records and personal and professional development plan.

An auditing function, independent of the operational units and the quality control system, is created to plan, conduct, and report internal and external audits and to support and monitor their close-out via appropriate corrective actions and preventive actions (CAPA) plan.[ 3, 4] The effectiveness of the corrective and the preventive actions must be assessed.

A system is put in place to oversee customer audits, regulatory inspections and Company certifications/accreditations as applicable.

A system is put in place to a) share audit and regulatory inspection findings and learning with the relevant functional units and top management, b) promote auditing-in-tandem, and cross-pollination of auditors, c) track all internal and external audits, customer audits and regulatory inspections, and d) track status of findings (open, closed or pending) made during audits and regulatory inspections.

Liaison is maintained with functional units, affiliates, and human resources for continued personal and professional development (basic and advanced knowledge-based and skill-based training and retraining) of employees worldwide.

Liaison is maintained with and between functional units and affiliates to promote standardization, improve communication, and to enhance efficiency of quality systems through cooperation.

All functional units and affiliates are kept up-to-date with various established and emerging local, national, regional and international legal, ethical and regulatory standards.

Continual quality improvement initiatives (adoption of industry best practices: determination, development, implementation and monitoring of key performance indicators; and internal and external benchmarking) are identified, implemented and monitored via the Plan-Do-Check-Act (P-D-C-A) cycle.[ 5, 6]

Persons responsible for the quality assurance system are available in an advisory role to employees worldwide on matters related to the quality systems, regulations in force including GxPs and regulatory compliance.

STANDARD OPERATING PROCEDURES

Standardization is defined as an activity that gives rise to solutions for repetitive application to problems in various disciplines including science and it is aimed at achieving the optimum degree of order in a given context. Generally, the activity consists of the process of establishing (determining, formulating, and issuing) and implementing standards. Therefore, standards are the ultimate result of a standardization activity and within the context of quality systems consist of quality documents or documents related to the quality systems.

The quality documents consist of Company policies, quality management plan, SOPs, working instructions, conventions, guidelines, forms, templates, logs, tags and labels. They are established by consensus and approved by a nominated body and they provide for common and repeated use, rules, guidelines or characteristics for activities or their results with a view to promote transparency, consistency, reproducibility, interchangeability and to facilitate communication. The hierarchy and types of quality documents relevant to quality systems will depend upon Company business objectives and business model. SOPs are Level 2 quality documents and, along with other relevant quality documents, ensure the effectiveness and efficiency of quality systems.

The ICH GCP guideline defines SOPs as "detailed, written instructions to achieve uniformity of the performance of a specific function".[ 1] Simply put, SOPs specify in writing, who does what and when, or the way to carry out an activity or a process. SOPs establish a systematic way of doing work and ensure that work is done consistently by all persons who are required to do the same task. SOPs must be well written in order to provide an effective control of GCP and prevent errors from occurring, thereby minimizing waste and rework. Poorly written SOPs are a source of misinformation. To be user friendly, they should be clear, unambiguous and must be written in plain language. SOPs are controlled documents and are best written by persons involved in the activity, process or function that is required to be specified or covered in the SOP. SOPs must be reviewed prior to their approval for release, for adequacy, completeness and compliance with Company standards and all applicable legal, ethical and regulatory requirements. They must be reviewed and updated as required over their life cycle and any changes made to the SOPs must be re-approved. They must bear a revision status on them and their distribution must always be documented and controlled. When obsolete SOPs are required to be retained for any purpose, they should be suitably identified to prevent unintended use. Only relevant SOPs in their current version must be available at points of use and must remain legible. SOPs are mandatory for the implementation of GCP and other GxPs, namely, cGMP and GLP, within the scope of quality systems; therefore, it is well said that without SOPs there are no GxPs: no SOPs, no quality systems, and no GxPs.

For an activity to become the topic of an SOP, it must be either subject to regulations or it must address a task important within quality systems or between quality systems and other functional units. Quality systems related SOPs should generally cover the following topics in order to capture the core quality control and quality assurance activities and processes:

Definition, format, content, compilation, indexing, review, approval, update, distribution and archiving of quality documents;

Definition, format, content, review, approval, update, distribution and archiving of quality management plan;

Definition of and activities related to quality control of clinical trials and compilation of trial-specific quality control plan;

Initiation and maintenance of personnel files including format and content of curriculum vitae, job description, training records and personal and professional development plan;

Top management reviews of quality systems and issuance of management review reports;

Selection and management of contract auditors;

Format, content, compilation, review, approval, update, distribution and archiving of audit program;

Format, content, compilation, review, approval, update, distribution and archiving of audit plan;

Planning, conduct, reporting and close-out of risk-based internal and external audits;

Planning, conduct, reporting and close-out of specific audits of sites, processes, systems and documents: sponsor site, third party (CRO, central clinical laboratory) site, investigator site, quality management system including SOP management, education and training and auditing, document management system including archives, data management system including information technology support, serious adverse events management system, pharmacovigilance system, medical dictionary management system, and regulatory submission documents (clinical trial reports, and clinical sections of new drug applications, marketing authorization applications, and common technical documents);

Planning, conduct, reporting and close-out of for cause/directed audits;

Hosting of customer audits;

Preparation of sites for regulatory inspections;

Coordination and management of regulatory inspections;

Format, content, compilation, review, approval, update, distribution and archiving of CAPA plan, and assessment of its effectiveness;

Change control to ensure that changes and the current status of quality systems related components including documents are identified; and

Roles and responsibilities of quality assurance in handling of scientific misconduct/fraud.

BENEFITS OF QUALITY SYSTEMS

The importance of properly established and managed quality control and quality assurance systems with their integral well-written SOPs and other quality documents for the achievement of Company business objectives cannot be ignored. They serve as a passport to success by assisting the Company to achieve high-quality processes, procedures, systems, and people, with eventual high-quality products and services and enhancement of the following:

Customer satisfaction, and therefore, customer loyalty and repeat business and referral;

Timely registration of drugs by eliminating waste and the need for rework;

Operational results such as revenue, profitability, market share and export opportunities;

Alignment of processes with achievement of better results;

Understanding and motivation of employees toward the Company quality policy and business objectives, as well as participation in continual quality improvement initiatives; and

Confidence of interested parties in the effectiveness and efficiency of the Company as demonstrated by the financial and social gains from Company performance and reputation.

REFERENCES

1. ICH Harmonized Tripartite Guideline. Guideline for Good Clinical Practice [E6 (R1)] Current step 4 version (including the post step 4 correction): http://www.ich.org [last dated on 1996 June 10]

2. BS EN ISO 9001:2008. Quality Management Systems. Requirements

3. BS EN ISO 19011:2002. Guidelines for Quality and/or Environmental Management Systems Auditing

4. Brian L Cheetham., editor. Prepared by European Forum for GCP Audit Working Group. 2005. The ENGAGE (European Network of GCP Auditors and other GCP Experts) Guideline. Optional Guideline for Good Clinical Practice Compliance and Quality Systems Auditing.

5. Tague NR. The Quality Toolbox. 2nd ed. Milwaukee, Wisconsin, ASQ Quality Press; 2005. pp. 390-2.

6. BS EN ISO 9004:2009. Managing for the Sustained Success of an Organization. A Quality Management Approach

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Quality assurance: Importance of systems and standard operating procedures

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It is mandatory for sponsors of clinical trials and contract research organizations alike to establish, manage and monitor their quality control and quality assurance systems and their integral standard operating procedures and other quality documents to provide high-quality products and services to fully satisfy customer needs and expectations.

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Corporate Ethics - International Busines

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Corporate Ethics - International Busines

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When conducting business in countries that do not have the same laws can be tricky, especially when it comes to doing the right thing for the company in the country of origin. This article show how you can successfully be ethical in your business internationally.
http://www.businessdictionary.com/article/558/corporate-code-of-ethics-for-international-business/

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Maintaining Solid Corporate Ethics in International Business

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The spread of international business, in which larger multinational corporations outsource production to poorer nations in order to cut costs, has created ...

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Diversity is more than just statistics, it is really about actions. It has to do with the roots of the company.
https://www.forbes.com/sites/glennllopis/2011/06/13/diversity-management-is-the-key-to-growth-make-it-authentic/#3c8901d666f3

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Diversity management is the key to growth in today's fiercely competitive global marketplace. No longer can America's corporations hide behind their lack of cultural intelligence. Organizations that seek global market relevancy must embrace diversity - in how they think, act and innovate. Diversity can no longer just be about making the numbers, but rather how an organization treats its people authentically down to the roots of its business model. In today's new workplace, diversity management is a time-sensitive business imperative.

To better understand this fast-changing terrain, I reached out to three notable diversity executives -- pioneers within their respective industries - to share their insights and perspectives regarding the future of diversity and some of the new best practices that will allow diversity to play a more strategic role in cultivating sustainable business growth:
Make it Real or Lose Your Authenticity
Corporate leaders pay lip service to diversity, but they don't really live it. Diversity is more than employee demographics and support for a few non-profits. You can't buy diversity, and organizations that continue to embrace this approach will tarnish their brand. America is changing, and the new population carefully evaluates how organizations relate to it. If you are not authentic, consumers and employees will begin to question the authenticity and leadership of your organization.

As Rohini Anand says, "The traditional representation perspective originated from the Civil Right era. This will never go away entirely. However, diversity must go beyond this mentality. At Sodexo, diversity is embedded in our brand. The Sodexo brand is synonymous with diversity. Though the Sodexo brand is not a known consumer brand, diversity leadership defines our brand - it's all about talent. Diversity is about responding to the needs of our clients in a holistic way.

And Kathy Hannan adds, "Companies must take a long term strategic approach to engage diverse talent. Companies must define their role in the global marketplace. The train has left the station. You may not be where you want to be with your diversity strategy, but you need to get started!"
How would you grade the authenticity of your diversity business strategy? Executives are Still Short-Sided
I'm reminded of a pre-recession discussion I had with a consumer goods executive who said: "Diversity is another way of saying affirmative action and we are forced to support it in order to protect our brand in the trade and amongst our consumer audience. Diversity has no real value tangible to the growth of our business." Unfortunately, many executives still share this opinion today.

As Rohini Anand says, "Consumer Packaged Goods (CPG) companies have been particularly effective with diversity from a marketing initiative standpoint. However, this is different from embracing diversity holistically. Companies must think about diversity beyond addressing niche needs. Diversity is not just about accessing multicultural markets. Companies must look more broadly to reinvent the way we think about how business is done. How can diversity be pulled out of this commoditized mentality? Diversity leadership must drive innovative perspectives. Companies have not yet figured out how to unlock the potential within markets and processes that must be enabled globally."
Do your top executives still adhere to the traditional rules of the workplace? Has their approach lost its relevancy?
Diversity is much more than just a multicultural issue. Diversity is about embracing many different types of people, who stand for different things and represent different cultures, generations, ideas, and thinking. As Ron Glover says, "Innovation is about looking at complex problems and bringing new views to the table. Diversity has allowed IBM to be innovative and successful for and to work across lines of differences in 172 countries, amongst 427,000 employees."

For example, are you paying attention to the Internet and how online communities continue to grow and represent different voices and points of view?

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race and ethnicity in the united states census

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Diversity Management Is the Key to Growth: Make It Authentic

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Diversity management is the key to growth in today's fiercely competitive global marketplace. No longer can America's corporations hide behind their lack of cultural intelligence. Organizations that seek global market relevancy must embrace diversity - in how they think, act and innovate.

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Learning about the importance of Corporate Social Responsibility was very eye opening to me. This is something that a company might not have had to thought about in the past but because times have changed it is vital to look at if they want to be successful.
https://www.investopedia.com/terms/c/corp-social-responsibility.asp

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What Is Corporate Social Responsibility (CSR)?

Corporate social responsibility (CSR) is a self-regulating business model that helps a company be socially accountable to itself, its stakeholders, and the public. By practicing corporate social responsibility, also called corporate citizenship, companies can be conscious of the kind of impact they are having on all aspects of society, including economic, social, and environmental.

Engaging in CSR means that, in the ordinary course of business, a company is operating in ways that enhance society and the environment instead of contributing negatively to them.

Key Takeaways

Understanding Corporate Social Responsibility (CSR)

Corporate social responsibility is a broad concept that can take many forms depending on the company and industry. Through CSR programs, philanthropy, and volunteer efforts, businesses can benefit society while boosting their brands.

For a company to be socially responsible, it first needs to be accountable to itself and its shareholders. Companies that adopt CSR programs have often grown their business to the point where they can give back to society. Thus, CSR is typically a strategy that's implemented by large corporations. After all, the more visible and successful a corporation is, the more responsibility it has to set standards of ethical behavior for its peers, competition, and industry.

Types of Corporate Social Responsibility

In general, there are four main types of corporate social responsibility. A company may choose to engage in any of these separately, and lack of involvement in one area does not necessarily exclude a company from being socially responsible.

Environmental Responsibility

Environmental responsibility is the pillar of corporate social responsibility rooted in preserving mother nature. Through optimal operations and support of related causes, a company can ensure that it leaves natural resources better than before its operations. A company can pursue environmental stewardship through:

Reducing pollution, waste, natural resource consumption, and emissions through its manufacturing process.

Recycling goods and materials throughout its processes, including promoting re-use practices with its customers.

Offsetting negative impacts by replenishing natural resources or supporting causes that can help neutralize the company's impact. For example, a manufacturer that deforests trees may commit to planting the same amount or more.

Distributing goods consciously by choosing methods that have the least impact on emissions and pollution.

Creating product lines that enhance these values. For example, a company that offers a gas lawnmower may design an electric lawnmower.

Ethical Responsibility

Ethical responsibility is the pillar of corporate social responsibility rooted in acting in a fair, ethical manner. Companies often set their own standards, although external forces or demands by clients may shape ethical goals. Instances of ethical responsibility include:

Fair treatment across all types of customers regardless of age, race, culture, or sexual orientation.

Positive treatment of all employees including favorable pay and benefits in excess of mandated minimums. This includes fair employment consideration for all individuals regardless of personal differences.

Expansion of vendor use to utilize different suppliers of different races, genders, veteran statuses, or economic statuses.

Honest disclosure of operating concerns to investors in a timely and respectful manner. Though not always mandated, a company may choose to manage its relationship with external stakeholders beyond what is legally required.

Philanthropic Responsibility

Philanthropic responsibility is the pillar of corporate social responsibility that challenges how a company acts and how it contributes to society. In its simplest form, philanthropic responsibility refers to how a company spends its resources to make the world a better place. This includes:

Whether a company donates profit to charities or causes it believes in.

Whether a company enters into transactions only with suppliers or vendors that align with the company philanthropically.

Whether a company supports employee philanthropic endeavors through time off or matching contributions.

Whether a company sponsors fundraising events or has a presence in the community.

Financial Responsibility

Financial responsibility is the pillar of corporate social responsibility that ties together the three areas above. A company might make plans to be more environmentally, ethically, and philanthropically focused; however, it must back these plans through financial investments of programs, donations, or product research. This includes spending on:

Research and development for new products that encourage sustainability.

Recruiting different types of talent to ensure a diverse workforce.

Initiatives that train employees on DEI, social awareness, or environmental concerns.

Processes that might be more expensive but yield greater CSR results.

Ensuring transparent and timely financial reporting including external audits.

Volunteering

Benefits of Corporate Social Responsibility

As important as CSR is for the community, it is equally valuable for a company. CSR activities can help forge a stronger bond between employees and corporations, boost morale, and aid both employees and employers in feeling more connected to the world around them. Aside from the positive impacts to the planet, here are some additional reasons businesses pursue corporate social responsibility.

Brand Recognition

According to a study published in the Journal of Consumer Psychology, consumers are more likely to act favorably toward a company that has acted to benefit its customers as opposed to companies that have demonstrated an ability to delivery quality products. Customers are increasingly becoming more aware of the impacts companies can have on their community, and many now base purchasing decisions on the CSR aspect of a business. As a company engages more in CSR, it is more likely to receive favorable brand recognition.

Investor Relations

In a study by Boston Consulting Group, companies that are considered leaders in environmental, social, or governance matters had an 11% valuation premium over their competitors. For companies looking to get an edge and outperform the market, enacting CSR strategies tends to improve how investors feel about an organization and how they view the worth of the company.

Employee Engagement

Another study by professionals from Texas A&M, Temple, and the University of Minnesota found that CSR-related aligning firms and employees serve as non-financial job benefits that strengthen employee retention. Workers are more likely to stick around a company that they believe in. This in turn reduces employee turnover, disgruntled workers, and the total cost of a new employee.

Risk Mitigation

By adhering to CSR practices, companies can mitigate risk by avoiding troubling situations. This includes preventing adverse activities such as discrimination against employee groups, disregard for natural resources, or unethical use of company funds. This type of activity is likely to lead to lawsuits, litigation, or legal proceedings that may harm the company financially or expose it to negative news headlines.

In 2010, the International Organization for Standardization (ISO) released ISO 26000, a set of voluntary standards meant to help companies implement corporate social responsibility. Unlike other ISO standards, ISO 26000 provides guidance rather than requirements because the nature of CSR is more qualitative than quantitative, and its standards cannot be certified.

ISO 26000 clarifies what social responsibility is and helps organizations translate CSR principles into practical actions. The standard is aimed at all types of organizations, regardless of their activity, size, or location. And because many key stakeholders from around the world contributed to developing ISO 26000, this standard represents an international consensus.

Examples of Corporate Social Responsibility

Starbucks ( SBUX) has long been known for its keen sense of corporate social responsibility and commitment to sustainability and community welfare. In its 2022 Environmental and Social Impact Report, the coffee giant highlights taking care of its workforce and the planet among its CSR priorities. Starbucks points to its investments in its employees through stock grants and providing additional medical, family, and educational benefits. In terms of environmental sustainability, the company's goals include achieving 50% reductions in greenhouse gas emission, water consumption, and waste by 2030.

As part of its annual reporting on ESG, Home Depot ( HD) highlighted its achievements in focusing on its employees, operating sustainably, and strengthening its communities. The company has invested more than 1 million hours per year in training to help front-line employees advance in their careers, aims to produce or procure 100% renewable energy to operate its facilities by 2030, and has plans to spend $5 billion per year with diverse suppliers by 2025.

General Motors

General Motors won the Sustainability Leadership Award from Business Intelligence Group in 2022 and was among Diversity Inc.'s top 50 companies for diversity for a seventh consecutive year in 2021. According to its latest Sustainability Report, the automaker provided $60 million in grants to more than 400 U.S. nonprofits focusing on social issues, and it has agreements in place to use 100% renewable electricity at its U.S. sites by 2025.

Why Should a Company Implement CSR Strategies?

Many companies view CSR as an integral part of their brand image, believing that customers will be more likely to do business with brands that they perceive to be more ethical. In this sense, CSR activities can be an important component of corporate public relations. At the same time, some company founders are also motivated to engage in CSR due to their convictions.

Why Is CSR Important?

The movement toward CSR has had an impact in several domains. For example, many companies have taken steps to improve the environmental sustainability of their operations, through measures such as installing renewable energy sources or purchasing carbon offsets. In managing supply chains, efforts have also been taken to eliminate reliance on unethical labor practices, such as child labor and slavery.

Although CSR programs have generally been most common among large corporations, small businesses also participate in CSR through smaller-scale programs, such as donating to local charities and sponsoring local events.

What Are the Benefits of CSR?

CRS initiatives strive to have a positive impact on the world through direct benefits to society, nature and the community in which a business operations. In addition, a company may experience internal benefits through the initiatives. Knowing their company is promoting good causes, employee satisfaction may increase and retention of staff may be strengthened. In addition, members of society may be more likely to choose to transact with companies that are attempting to make a more conscious positive impact beyond the scope of its business.

What Are the 4 Types of CSR?

CSR initiatives are often broken down into four categories: environmental, philanthropic, ethical, and economic responsibility. Environmental initiatives focus on preservation of natural resources, while philanthropic initiatives focus on donating to worthy causes that may not relate to a business. Ethical responsibility ensures fair and honest business operations, while economic responsibility promotes the fiscal support of the goals above.

What Companies Have the Best CSR?

There is no single defining rubric for evaluating the CSR of all companies. Various sources will review and compile rankings differently. Since 1999, Corporate Responsibility Magazine has ranked the top 100 Best Corporate Citizens each year among the 1,000 largest U.S. public companies. Rankings are determined based on employee relations, environment impact, human rights, governance, and financial decisions.

In 2022, the top five ranked companies on the list were Owens Corning ( OC), PepsiCo ( PEP), Apple ( AAPL), H.P. ( HPQ), and Cisco ( CSCO).

The Bottom Line

Companies striving to measure success beyond bottom-line financial results may adopt corporate social responsibility strategies. These strategies may target environmental, ethical, philanthropic, and fiscal responsibility that extend beyond the products they sell. CSR aims to make the world a better place beyond transacting with customers and may result in company-specific benefits as well.

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Corporate Social Responsibility (CSR) Explained With Examples

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Corporate social responsibility (CSR) is a business model that helps a company be socially accountable to itself, its stakeholders, and the public.

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This article provided numerous tips on what we can do to be considered a good manager. One big take away for me was you always have to find what works for each employee that you manager because everyone is different and have different needs.
https://hbr.org/2005/03/what-great-managers-do

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Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees. She figures out how to capitalize on her staffers' strengths and tweaks her environment to meet her larger goals.

Such a specialized approach may seem like a lot of work. But in fact, capitalizing on each person's uniqueness can save time. Rather than encourage employees to conform to strict job descriptions that may include tasks they don't enjoy and aren't good at, a manager who develops positions for his staff members based on their unique abilities will be rewarded with behaviors that are far more efficient and effective than they would be otherwise.

This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them.

Capitalizing on a person's uniqueness also builds a stronger sense of team. By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. This personal investment not only motivates individuals but also galvanizes the entire team.

Finally, this approach shakes up existing hierarchies, which leads to more creative thinking.

To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel.

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Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers.

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I just got back from a visit to the fermenting fall in the Catskill Mountains in NY. I really miss the fall time up there, especially apple session with all the crafts and homemade goodies. I enjoy putting caps on bottles with my wife and two sons. Generally, my sons will wash the bottles with a bottle washer. My dog likes to hop up on everyone when he gets excited.

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Making it right for the customers/employees - Wells Fargo

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Making it right for the customers/employees - Wells Fargo

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I found this article about Wells Fargo trying to make right what they did to their employees and customers. https://www.wellsfargo.com/commitment/
Once you hurt your employees and customers like Wells Fargo did, it is hard to win customers back. I was one of those employees that lost my job shortly after the Wachovia / Wells Fargo merger. I had worked for First Union and then Wachovia for over 8 years.  f

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We invested in our people

and eliminated product sales goals for our retail bankers who serve customers in bank branches and call centers. We also changed their compensation and performance management program to reward customer service and satisfaction. And we've increased pay for our for our entry level team members in the U.S. Learn more about our 2017 Performance Management & Rewards Program.

We increased transparency by making system and process enhancements

such as an automated email that goes out to every Wells Fargo customer after opening a consumer or small business checking or savings account to confirm what was opened, and a status letter that goes to customers who have applied for a credit card.

We conducted an independent review of our retail sales practices.

In April 2017, our Board released the findings of an independent investigation into the Company's retail banking sales practices and related matters, a critical part of our ongoing effort to rebuild trust.

We're demanding greater accountability

at senior levels, including terminating senior executives linked to inappropriate activities and clawing back or forfeiting executive compensation.

And we continue every day to look for new ways to get better

including investing in new training programs for team members and developing new products and services that provide a better overall banking experience for our customers.

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Wells Fargo Commitment and Settlement News

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and eliminated product sales goals for our retail bankers who serve customers in bank branches and call centers. We also changed their compensation and performance management program to reward customer service and satisfaction. And we've increased pay for our for our entry level team members in the U.S.

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Learning the basics of what management really is in order to be able to be a good manager. http://www.managementstudyhq.com/what-is-management.html

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Management is essential for organized life and necessary to run all types of management. Good management is the backbone of successful organizations. Managing life means getting things done to achieve life's objectives and managing an organization means getting things done with and through other people to achieve its objectives.

Whether management is an art or science, will continue to be a subject of debate. However, most management thinkers agree that some form of formal academic management background helps in managing successfully. Practically, all CEO's are university graduates. Hence, the reason for including business degree programs in all academic institutions.

Management is a set of principles relating to the functions of planning, organizing, directing and controlling, and the application of these principles in harnessing physical, financial, human and informational resources efficiently and effectively to achieve organizational goals.

Definition of Management

Many management thinkers have defined management in their own ways. For example, Van Fleet and Peterson define management, 'as a set of activities directed at the efficient and effective utilization of resources in the pursuit of one or more goals.'

Megginson, Mosley and Pietri define management as 'working with human, financial and physical resources to achieve organizational objectives by performing the planning, organizing, leading and controlling functions'.

Kreitner's definition of management:
'Management is a problem solving process of effectively achieving organizational objectives through the efficient use of scarce resources in a changing environment.'
According to F.W. Taylor, 'Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way'.

According to Harold Koontz, 'Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals.'

A leader has certain inherent qualities and traits which assist him in playing a directing role and wielding commanding influence which others. Leadership is an integral part of management and plays a vital role in managerial operations, while management is an integral component of technical as well as social processes. The practice of management is as old as human civilization. However, the study of management in a systematic and scientific way as a distinct body of knowledge is only of recent origin.

Management in some form or another is an integral part of living and is essential wherever human efforts are to be undertaken to achieve desired objectives. The basic ingredients of management are always at play, whether we manage our lives or our business.

For example, let us look at the managerial role of a simple housewife and how she uses the managerial ingredients in managing the home. First, she appraises her household and its needs. She forecasts the needs of the household for a period of a week or a month or longer. She takes stock of her resources and any constraints on these resources. She plans and organizes her resources to obtain the maximum benefits out of these resources. She monitors and controls the household budget and expenses and other activities. In a large household, she divides the work among other members and coordinates their activities. She encourages and motivates them to do their best in completing their activities. She is always in search for improve, mention goals, resources and in means to attain these goals. These ingredients, generally, are the basic functions of management.

Management can be defined in detail in following categories :

Management as a Process

Management as an Activity

Management as a Discipline

Management as a Group

Management as a Science

Management as an Art

Management as a Profession

The concept of management is as old as the human race itself. The concept of 'family' itself required that life be organized and resources of food be apportioned in a manner so as to maximize the utility of such resources. Taking proper steps to safeguard the family from attacks by wild animals, planning on where to go fishing and hunting and whom to go with, organizing these groups into chiefs and hunting and fishing bands where chiefs gave directions, and so on, are all subtle ingredients of management and organization.

A study of various people around the world shows good examples of organizational structures and organizational evolution over the years. A village open market in a tribe and a large department store in a modern city serve the same needs in a similar fashion, which is putting things together that people need. While the tribal organization was simple in nature, the modern organization is much more sophisticated and complex with many technological innovations. However, the basic form of management and organizational structure seem to have existed since the beginning of organized human activity.

Even the recorded history shows the application of some current management techniques as far back as 5000 BC., when the ancient Sumerians used written records in assisting governmental operations. The Egyptian pyramids, built as early as 3000 BC., required the organized efforts of over 1,00,000 workers. It would be natural to assume that all functions of modern management, namely, planning, organizing, directing and controlling played a significant role in the construction of these monuments. Similarly, the early civilization of India bears witness to organized living.

Management, as a system, is not only an essential element of an organized society, but also an integral part of life when we talk about managing our lives. Managing life is not much different from managing an organization and this 'art' of management has been with us from time immemorial. Just as a well managed life is much better organized, goal oriented and successful, 'good' management of an organization makes the difference between the success and the failure of the organization.

Perhaps, the importance of management was highlighted by the late President of United States, John F. Kennedy when he said that, the role of management in our society is critical in human progress. It serves to identify a great need of our time: to improve standards of living for all people through effective utilization of human and material sources.

Similarly, Peter F. Drucker, a noted management authority has emphasized the importance of management to social living. He proclaimed nearly 25 years ago that, ' effective management was becoming the main resource of developed nations and that it was the most needed resource for developing nations.'

A manager's job is highly crucial to the success of any organization. The more complex the organization, the more crucial is the manager's role in it. A good manager makes things happen. The importance of management in any organization was emphasized by Professor Leonard R. Sayles in his address to a group of management development specialists, as follows:
'We must find ways of convincing society as a whole, and those who train managers in particular, that the real leadership problems of our institutions-the getting things done, the implementation, the evolving of a consensus, the making of the right decisions at the right time with the right people is where the action is. Although we as a society haven't learned to give much credit to managers, I hope we can move toward recognizing that managerial and leadership jobs are among the most critical tasks of our society. As such, they deserve the professional status that we give to more traditional fields of knowledge.'

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What is Management? | Management Study HQ

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Management is essential for organized life and necessary to run all types of management. Good management is the backbone of successful organizations. Managing life means getting things done to achieve life's objectives and managing an organization means getting things done with and through other people to achieve its objectives.