# data[].attributes.body
http://www.objectivecontrols.com/management_control_system.html

# data[].attributes.attachment_link.title
Management Control System - Objective Controls

# data[].attributes.attachment_link.description
A management control system is a business tool that can give an indication of how well an organization is performing in accordance with its objectives

# data[].attributes.headline
The Keys to Building a High-Performance Culture

# data[].attributes.subject
The Keys to Building a High-Performance Culture

# data[].attributes.body
http://www.gallup.com/businessjournal/166208/keys-building-high-performance-culture.aspx

# data[].attributes.attachment_link.readable_text
There are six crucial components to creating sustainable growth, according to Gallup research

Unfortunately, too many companies continue to rely on rigid, archaic management models.

In recent years, the Gulf Cooperation Council (GCC) region has seen an ever-expanding footprint from companies around the world -- a result of the inherent demand and growing mobility of the marketplace and the economic slowdown in North America and Europe. To overcome economic challenges and capitalize on newfound opportunities, industries in the GCC region must establish organizational cultures that will help ensure sustainable growth. And effective managers will be key to creating these high-performance cultures.

To investigate how managers create high-performance cultures in the GCC region, Gallup studied 3,477 managers from companies in the oil and gas, banking and finance, property development, tourism, automotive, and telecommunications sectors. The results show that the best managers in the GCC region create high-performance cultures by setting clear expectations, defining employees' roles, creating a trusting environment, and encouraging employees' growth and development. And, they continuously raise the bar by encouraging higher performance from themselves and from their teams.

But achieving sustainable growth requires commitment from the whole company to build a culture that can adapt to ongoing changes in a competitive environment. Right now, many companies in the GCC region are failing to identify and act on opportunities for change.
The crucial components of a high-performance company
In addition to its manager study, Gallup analyzed data from more than 30,000 employees in the GCC region from organizations in the oil and gas, banking and finance, property development, tourism, and telecommunications sectors. This analysis revealed six crucial components that determine a company's ability to create a high-performance culture -- one that improves top- and bottom-line business metrics.

1. Implement an effective performance management process. This creates the biggest impact on sustainable growth in companies across the GCC region. Unfortunately, too many companies continue to rely on rigid, archaic management models. The region's leading businesses, by contrast, create performance management processes that:

use a merit-based system to differentiate between high and low performers

clearly define standards and expectations at the individual, team, departmental, and organizational level

develop transparent reward systems

articulate shared goals and objectives

These elements don't just bring an increased level of equity and inclusivity to the company; they also have a direct impact on shaping the organization's culture.

2. Create empowerment and authority. Implementing an effective performance management process allows companies in the GCC region to strengthen empowerment and authority at all organizational levels. Gallup's research finds that empowerment and authority are lacking in companies where trust and accountability are weak or absent. In organizations where trust and accountability are strong, empowered employees are more likely to:

recognize and respond to changing information from the marketplace

develop innovative ideas to meet market demands and stay ahead of the competition

connect with customers to create a branded experience

Companies that decentralize the decision-making process and allow employees to contribute benefit from multiple perspectives. They gain greater depth and breadth in how they recognize and respond to changes in the marketplace.

3. Increase leadership capability at all levels of the company. Gallup's analysis shows that companies with the highest levels of employee engagement share a common mission and purpose, from the top of the business to the bottom. Their leaders are accessible and visible, and they:

inspire employees with consistent and regular communication -- both company-wide and individually -- about the organization's future

connect today's work, initiatives, and changes with where the business is heading

provide employees with a unified message that bolsters the company's mission, and they show employees how to "live" that mission

inspire trust and respect throughout the organization

involve all employees in developing strategy, especially field experts and high-potential and future leaders

The real vision of the company begins to crystallize only after leaders create organization-wide buy-in from and engagement among employees.

4. Develop a customer-centric strategy. The true test of whether a company's leaders have successfully created a customer-centric strategy is how well they can connect their company -- their brand, people, and mission and purpose -- with their customers and the community. Gallup's research shows that organizations that accomplish this goal are more likely to stand out in a marketplace that is increasingly congested.

Before companies can create and implement a customer-centric strategy, they must first ensure that employees understand why they are doing it -- and that employees understand their individual and collective responsibilities in meeting customer needs and expectations. This process, although easier when employees are already engaged, can create opportunities to increase employee engagement.

Asking front-line employees to actively listen and respond to customers, for example, provides opportunities to increase their sense of authority and empowerment and to anchor their actions in the company's mission, purpose, and customer service values. Sharing stories of how front-line employees have demonstrated customer service values to engage customers can bring those values to life and make them more than an abstract concept or a poster on the wall of the reception area.

5. Increase communication and collaboration. Integrating customer service values, mission and purpose, leadership visibility, and authority and empowerment into a comprehensive performance management process will be successful only if companies communicate these initiatives in a coordinated way. Gallup's analysis shows that companies in the GCC region must improve their communication and collaboration if they aspire to be high-performance organizations. This is a complex challenge for any business, but it is complicated further by the tapestry of diverse societies and cultures in the GCC region. The most engaged organizations in the region overcome this challenge by:

selecting leaders and managers who have the potential to be top performers based on the right balance of talent, skills, knowledge, and experience

ensuring that leaders and managers understand their role in the communication process, both within the company and with external audiences

scheduling regular and open one-on-one conversations to disseminate and individualize key messages and following up as needed to ensure employees understand and absorb those messages

using a collaborative approach to resolve problems and pursue opportunities as a team and across departments and divisions, which is key to developing and maintaining high levels of responsiveness and quality

creating strong levels of trust among a diverse workforce, which is particularly crucial in a region where many may be working without citizenship or lack a sense of community or belonging

6. Enhance training and development. As noted in a prior article about creating high-performance cultures, many companies in the GCC region don't invest in their employees. However, Gallup's research suggests that the region's most engaged organizations recognize that setting up their employees for success is vital to ensuring continuous improvement and growth for employees and for the company. These companies don't relegate employee development to managers. Instead, they view talent as a corporate asset and support it at all levels. This ensures that high-potential employees have greater internal mobility and opportunity; it also prevents "talent hoarding," which frustrates employees who find themselves at a career dead end.

The analysis also suggests that the most engaged companies align customized training and development plans with the organization's overarching objectives and direction, providing employees with a clear career pathway.
From intention to action
How can executives move their company toward high performance and sustainable growth? The six components outlined above provide some guidance. But leaders may struggle to decide which changes to implement first, as all six must be integrated effectively to ensure success. Gallup's analysis reveals that there is room for improvement even in the region's highest performing businesses. The key differentiator among the most engaged companies is a heightened intent to change -- and that commitment to change has enhanced their brand with employees and customers.

Economies in the GCC region have experienced an unprecedented boom for more than 25 years, and companies in the region must evolve if they are to keep up with the pace of change. The region is at a crucial intersection, given its changing local and global competitive environments. Businesses that are serious and honest in their desire to create high-performance cultures -- and that are attuned to the needs of their employees and customers -- will be best able to capitalize on emerging opportunities now and in the future.

A version of this article originally appeared in .

# data[].attributes.attachment_link.title
The Keys to Building a High-Performance Culture

# data[].attributes.attachment_link.description
There are six crucial components to creating sustainable growth, according to Gallup research Unfortunately, too many companies continue to rely on rigid, archaic management models. In recent years, the Gulf Cooperation Council (GCC) region has seen an ever-expanding footprint from companies around the world -- a result of the inherent demand and growing mobility of the marketplace and the economic slowdown in North America and Europe.

# data[].attributes.headline
The Advantages & Disadvantages of Teams in the Workplace

# data[].attributes.subject
The Advantages & Disadvantages of Teams in the Workplace

# data[].attributes.body
http://smallbusiness.chron.com/advantages-disadvantages-teams-workplace-21669.html

# data[].attributes.attachment_link.title
The Advantages & Disadvantages of Teams in the Workplace

# data[].attributes.attachment_link.description
Teams in the workplace bring fresh perspectives and new solutions to problems -- but teamwork can also be a source of conflict.

# data[].attributes.headline
How to Make DecisionsMaking the Best Possible Choices

# data[].attributes.subject
How to Make DecisionsMaking the Best Possible Choices

# data[].attributes.body
https://www.mindtools.com/pages/article/newTED_00.htm

# data[].attributes.attachment_link.readable_text
Communicate your decision, and take action.

Let's look at each of these steps in detail. Each step features a list of related Mind Tools resources to help you further.

Step 1: Investigate the Situation in Detail

Decisions often fail because key factors are missed or ignored from the outset. So, before you can begin to make a decision, you need to fully understand your situation.

Start by considering the decision in the context of the problem it is intended to address. You need to determine whether the stated problem is the real issue, or just a symptom of something deeper.

Look beyond the obvious. It may be that your objective can be approached in isolation, but it's more likely that there are a number of interrelated factors to consider. Changes made in one department, for example, could have knock-on effects elsewhere, making the change counterproductive.

Step 2: Create a Constructive Environment for Your Decision

Can you give your decision the attention it needs? Spend some time preparing yourself before diving in to the facts and figures.

Remember that most decisions will affect other people too, so it helps to create a constructive environment in which to explore the situation together and gain support.

This is especially true when you have to rely on other people to implement a decision that you're responsible for. You'll need to identify who to include in the process and who will be part of any final decision-making group, which will ideally comprise just five to seven people.

Enable people to contribute to the discussions without any fear of the other participants rejecting them and their ideas. Make sure that everyone recognizes that the objective is to make the best decision possible in the circumstances, without blame.

Step 3: Generate Good Alternatives to Decide Between

The wider the options you explore, the better your final decision is likely to be. Generating a number of different options may seem to make your decision more complicated at first, but the act of coming up with alternatives forces you to dig deeper and to look at the problem from different angles.

This is when it can be helpful to employ a variety of creative thinking techniques. These can help you to step outside your normal patterns of thinking and come up with some truly innovative solutions.

Brainstorming is probably the most popular method of generating ideas, but for more tips on how to examine your situation from new perspectives, and how to organize ideas into manageable themes and groups, see the Mind Tools resources in the box, below.

Step 4: Explore Your Options

When you're satisfied that you have a good selection of realistic alternatives, it's time to evaluate the feasibility, risks and implications of each one.

Almost every decision involves some degree of risk. You'll need a structured approach for assessing threats and evaluating the probability of adverse events occurring - and what they might cost to manage. You'll also want to examine the ethical impact of each option, and how that might sit with your personal and organizational values.

The resources highlighted below offer tried-and-true models to help you.

Step 5: Select the Best Solution

Once you've evaluated the alternatives, the next step is to make your decision!

If you have various criteria to consider, use Decision Matrix Analysis to compare them reliably and rigorously. Or, if you want to determine which ones should carry most weight in your decision, conduct a Paired Comparison Analysis.

If your decision is being made within a group, techniques such as multi-voting and the Modified Borda Count can help your team reach an agreement.

When anonymity is important, decision-makers dislike one another, or there is a tendency for certain individuals to dominate the process, use the Delphi Technique to reach a fair and impartial decision. This uses cycles of anonymous, written discussion and argument, managed by a facilitator. Participants do not meet, and sometimes they don't even know who else is involved.

If you're working with an established team, Hartnett's Consensus-Oriented Decision-Making Model is useful for encouraging everyone to participate in making the decision. Or, if you're working with several different teams, or a particularly large group, assign responsibility for each stage of the decision-making process with Bain's RAPID Framework, so that everyone understands their responsibilities and any potential in-fighting can be avoided.

Step 6: Evaluate Your Plan

After all the effort and hard work you've invested in evaluating and selecting alternatives, it can be tempting to forge ahead at this stage. But now, more than ever, is the time to "sense check" your decision. After all, hindsight is great for identifying why things have gone wrong, but it's far better to prevent mistakes from happening in the first place!

Before you start to implement your decision, take a long, dispassionate look at it to be sure that you have been thorough, and that common errors haven't crept into the process.

Your final decision is only as good as the facts and research you used to make it. Make sure that your information is trustworthy, and that you've done your best not to "cherry pick" data. This will help you avoid confirmation bias, a common psychological bias in decision making.

Discuss your preliminary conclusions with important stakeholders to enable them to spot flaws, make recommendations, and support your conclusions. Listen to your own intuition, too, and quietly and methodically test assumptions and decisions against your own experience. BRAIN BRAN BRAND is a useful tool for this. If you have any doubts, examine them thoroughly to work out what's troubling you.

Use Blindspot Analysis to review whether you've fallen prey to problems like over-confidence, escalating commitment, or groupthink. And consider checking the logical structure of your process with the Ladder of Inference, to make sure that a well-founded and consistent decision emerges at the end.

Step 7: Communicate Your Decision, and Take Action

Once you've made your decision, you need to communicate it to everyone affected by it in an engaging, informative and inspiring way.

Get them involved in implementing the solution by discussing how and why you arrived at your decision. The more information you provide about risks and projected benefits, the more likely people will be to support it.

If people point out a flaw in your process as a result, have the humility to welcome their input and review your plans appropriately - it's much better to do this now, cheaply, than having to do it expensively (and embarrassingly) if your plans have failed.

# data[].attributes.attachment_link.title
How to Make Decisions - A Model for Making the Best Possible Choices

# data[].attributes.attachment_link.description
Communicate your decision, and take action. Let's look at each of these steps in detail. Each step features a list of related Mind Tools resources to help you further. Decisions often fail because key factors are missed or ignored from the outset. So, before you can begin to make a decision, you need to fully understand your situation.

# data[].attributes.body
http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html

# data[].attributes.attachment_link.description
From the laissez-faire to the supreme autocrat, leaders and organizations have a variety of leadership styles, but not every style is right for everyone.

# data[].attributes.headline
Leader or Manager? These 10 Important Distinctions Can Help You Out

# data[].attributes.subject
Leader or Manager? These 10 Important Distinctions Can Help You Out

# data[].attributes.body
http://www.inc.com/james-kerr/leading-v-managing-ten-important-distinctions-that-can-help-you-to-become-better.html

# data[].attributes.attachment_link.readable_text
Last week's article The Leadership Checklist: 10 Principles That Make Leading Easier, generated some interesting thoughts as shared through various social media outlets. Many readers tended to hone in on the point made in the piece about the difference between leadership and management.

As you may recall, I had noted:
"There's a difference between leadership and management. Leaders look forward and imagine the possibilities that the future may bring in order to set direction. Managers monitor and adjust today's work, regularly looking backward to ensure that current goals and objectives are being met. The best leaders lead and let their management teams manage the work at hand."
Because of the interest, I thought I would explore the point a bit more in this article.

Clearly, there is a symbiotic relationship between those responsible for leading a business and those responsible for managing the work within it. While managers can certainly lead and leaders can certainly manage, the skills required to be good at either one are separate and distinct.

What follows are ten of the most important distinctions to note. Regardless of which role you currently play, understanding these key differences between leading and managing may help you become better at your job:

1. Leadership inspires change, management manages transformation.

A leader must set direction and inspire people to follow them. The process of following often requires great change. This is where strong management comes in. It's the manager's job to oversee the work needed to implement the necessary changes and realize the organizational transformation set forth by the leadership.

2. Leadership requires vision, management requires tenacity.

A leader needs to envision what the business is to become. A great manager must have the willingness to do whatever it takes to achieve the goals set forth by the leader.

3. Leadership requires imagination, management requires specifics.

A great leader can cultivate their imagination to inform their vision. It helps them to "see" what can be. Managers must understand that vision and drive their teams to do the specific work necessary to accomplish what has been expressed.

4. Leadership requires abstract thinking, management requires concrete data.

By definition, abstract thinking enables a person to make connections among, and see patterns within, seemingly unrelated information. The ability to think abstractly comes in very handy when reimaging what an organization can become. Conversely, a manager must be able to work with, and analyze, concrete data in order to ensure optimal results.

5. Leadership requires ability to articulate, management requires ability to interpret.

A good leader can describe their vision in vivid detail so to engage and inspire their organization to pursue it. A good manager must interpret that stated vision and recast it in terms that their teams can understand and embrace it.

6. Leadership requires an aptitude to sell, management requires an aptitude to teach.

A leader must sell their vision to their organization and its stakeholders. They must convince all concerned parties that what is envisioned is achievable and provides greater value than what is created by the business today. In keeping, a manager must be able to teach their teams what must be learned and adapted to attain the stated vision.

7. Leadership requires understanding of the external environment, management requires understanding of how work gets done inside the organization.

A leader must understand the business environment in which the enterprise operates so to better anticipate opportunities and evade misfortune, while a manager is relied on to figure out how to get things done using the resources available to the business.

8. Leadership requires risk-taking, management requires self-discipline.

A leader will take educated risks when setting a strategic direction for a business. Managers must have the self-discipline to stick to the plan for realizing that strategic direction so to ensure that the strategy comes together as planned.

9. Leadership requires confidence in the face of uncertainty, management requires blind commitment to completing the task at hand.

A leader's life is filled with uncertainty. They're setting a course for their company in unchartered waters. Once the course is set, managers are duty-bound to follow the stated direction and commit to delivering the results expected.

10. Leadership is accountable to the entire organization, management is accountable to the team.

Finally, leaders must consider the impact of their decisions on the whole organization. A misstep can bring an entire business to its knees. It's a huge responsibility. Accordingly, managers are responsible for their teams. They must ensure that their teams are prepared to deliver and that each member is equipped to do what is required for success.

Indeed, there are important differences between leading and managing. The best leaders lead and let others manage; the best managers understand their leader's vision and work with their teams to achieve it. Your business needs people with both kinds of skills and aptitudes to secure enduring success. Take the time to understand these differences so to build an organization that leverages each to the fullest.
If you like this column, subscribe to email alerts and you'll never miss an article.

# data[].attributes.attachment_link.title
Leader or Manager? These 10 Important Distinctions Can Help You Out

# data[].attributes.attachment_link.description
Last week's article The Leadership Checklist: 10 Principles That Make Leading Easier, generated some interesting thoughts as shared through various social media outlets. Many readers tended to hone in on the point made in the piece about the difference between leadership and management. As you may recall, I had noted: "There's a difference between leadership and management.

# data[].attributes.headline
10 Tips For Effective Workplace Communication

# data[].attributes.subject
10 Tips For Effective Workplace Communication

# data[].attributes.body
http://money.howstuffworks.com/business/starting-a-job/10-tips-for-effective-workplace-communication.htm

# data[].attributes.attachment_link.readable_text
Communication is something we do reflexively -- like breathing. We talk to our spouses, kids and friends without giving much thought to how we're doing it.

It might seem easy, but communicating effectively actually takes quite a bit of finesse. Choosing the right words, listening with our minds instead of just our ears, and getting our message across are skills that we all need to work on.

At home and in social settings, miscommunication can lead to arguments. In the workplace, the repercussions can be far more serious. Poor productivity, unmotivated employees -- even lawsuits -- can result from communication breakdowns at the office.

To improve communication within your team and throughout your entire company, you need to implement a few easy but important changes to your corporate philosophy and practice.

In this article, you'll learn some of the tips management experts use to improve communication. You'll also see how changing your communication strategy can lead to real improvements in employee motivation, productivity and profitability.

# data[].attributes.attachment_link.title
10 Tips for Effective Workplace Communication

# data[].attributes.attachment_link.description
Communication is as easy as breathing, but doing so with coworkers can be tricky. Someone could misconstrue a friendly e-mail, micromanage employees to death or even commit a cultural faux pas. Luckily, we'll show you how to avoid these missteps.

# data[].attributes.headline
8 Common Workplace Stressors and How To Handle Them

# data[].attributes.subject
8 Common Workplace Stressors and How To Handle Them

# data[].attributes.body
http://cdn.govexec.com/interstitial.html?v=2.1.1&rf=http%3A%2F%2Fwww.govexec.com%2Fexcellence%2Fpromising-practices%2F2013%2F09%2F8-common-workplace-stressers-and-how-handle-them%2F70952%2F

# data[].attributes.headline
What It Means To Be Responsible and Accountable At The Workplace

# data[].attributes.subject
What It Means To Be Responsible and Accountable At The Workplace

# data[].attributes.body
http://woman.thenest.com/means-responsible-accountable-workplace-11051.html

# data[].attributes.attachment_link.title
What It Means to Be Responsible and Accountable in the Workplace

# data[].attributes.attachment_link.description
When a manager tells you to be responsible and accountable at work, you might be confused at what she means. Many people often use these workplace buzzwords to mean the same thing, when they have different meanings. Your ability to be responsible and accountable is a direct result of the tasks you are assigned and ...

# data[].attributes.headline
10 Simple Productivity Tips For Organizing Your Work Life

# data[].attributes.subject
10 Simple Productivity Tips For Organizing Your Work Life

# data[].attributes.body
https://www.entrepreneur.com/article/242359

# data[].attributes.attachment_link.readable_text
Productivity is all about efficiency -- doing more, faster and with less. And with increasing demands from today's anytime, anywhere workplace, it is has never been more important. To get the most out of your day, you need to focus on these three segments of your life:

# data[].attributes.attachment_link.title
10 Simple Productivity Tips for Organizing Your Work Life

# data[].attributes.attachment_link.description
Productivity is all about efficiency -- doing more, faster and with less. And with increasing demands from today's anytime, anywhere workplace, it is has never been more important. To get the most out of your day, you need to focus on these three segments of your life:

# data[].attributes.headline
Different Stages of Strategic Management Process

# data[].attributes.subject
Different Stages of Strategic Management Process

# data[].attributes.body
http://slideplayer.com/slide/2340070/

# data[].attributes.attachment_link.readable_text
Before talking about the stages of strategic management process, it is important to know what is Strategic management process? Strategic management is that art & science which is related to formulate, implement and evaluate cross functional decisions is helpful in the accomplishment of objectives of the organization. In other words the on-going process, in which broad plans are formulated, implemented & controlled in order to lead the organization towards the achievement of its strategic goals under the provision of its internal & external environment.

Stages of Strategic Management Process

There are three stages of strategic management process which are as follow:-

Each one is discussed below

The stages of strategic management process start with the strategic implementation. Business activities are executed by the formulation of strategy which is referred to as Strategy Formulation. Following elements are developed in the strategy formulation stage.

Vision & Mission: Include the target of the business

Strengths & Weaknesses: Strong & weak points of business

Opportunities & Threats: Associated with the external business environment

Besides the above elements, long term goals & objectives are also set in the strategy formulation. Alternative Strategies are generated to accomplish long term goals & particular strategy is selected to be pursued.

Following are some of important considerations that should be followed for best strategy formulation.

Resources allocation

Business to enter or maintain

Mergers or joint ventures

Business to liquidate or divest

Entering in the foreign markets

Business expansion

Resistance of take over

Strategy Implementation is the second stage of strategic management process, annual objectives are established along with the devising of policies. Moreover the employees of the organization are motivated & resources are allocated in order to execute formulated strategies. Strategy implementation further includes the following.

Development of culture that is supportive to the strategy

Development of potential organizational culture

Re-direction of the efforts of marketing

Preparation of budgets

Preparation & usage of information

Connecting compensation of employees with the organizational performance

The stage of strategy implementation is also referred to as action stage of strategic management. In fact the managers & employees are mobilized in implementing phase so that the formulated strategies are put into some action. Strategy implementation stage is the most difficult stage among all other stages of strategic management. Personnel discipline, sacrifice & commitment are required in this stage of strategy implementation. The strategy that is formulated but not implemented lacks any useful purpose. Strategy implementation is considered as utmost important in the stages of strategic management process.

Strategy evaluation is the last step of the stages of strategic management process. The final stage of the strategic management process is the strategy evaluation. It is the duty of the managers to have sufficient know-how about the problems and improper working of strategies. This task of the management is better accomplished through strategy evaluation which provides needful information to the managers in this regard. Moreover forces of external & internal environment changes with the passage of time therefore all the strategies also require modifications.

Nature of Strategic Management

The strategic management process is not limited to the formation & implementation of particular set of strategies. In fact the strategic thought is translated into action in strategic management. The translation is made quite easier when all the employees and managers of the organization know the business & consider them as part of the organization. Moreover all of them are committed to assist the organization to become successful by involving in the activities of strategy formulation. Strategy implementation efforts bear problems when the employees lack proper understanding & commitment.

The organization is affected from top to bottom through strategy implementation. All the divisional & functional areas are affected. Proper implementation is so important that even perfectly developed plan fails to fulfill any purpose if it is not implemented properly. A lot of money, time & efforts are spent by the organizations for the development of strategic plans along with the circumstances & means for the implementation of that plans. The change emerges from the implementation & evaluation efforts rather than from the formulation stage of plan. When imperfect plan which is implemented effectively, than it can provide more fruitful results than from any perfect plan which is not implemented properly.

Characteristics of Strategic Management

Strategic Management is the continuous process that takes place to the existence of the organization.

In this continuous process, the formulation & implementation of broader plans is made and finally these are also controlled.

Top management determines the strategic goals and the broader plans are activated to accomplish these goals.

The goals are generally set by internal & external environment. In fact the internal environment is forced by the external environment to specify the goals and along with the guidance of external environment to achieve these goals.

Why Strategic Management is Important

Strategic management is very important aspect of today's business. Following are some of the reasons that provides basis for the importance of the strategic management.

The most important reason for the importance of strategic management is that the success of the business depends upon it. In recent era, the world is converted into global village in such a way that now businesses are operated on worldwide basis & worldwide standards. So every organization needs to adopt latest strategic management concepts & techniques to be successful in this tough global competition.

Electronic commerce is an important tool of the strategic management through which an organization can perform its function in convenient & beneficial way. The organization can be involved in direct selling through internet or it improves it communication with its customers, suppliers, creditors & shareholders etc. Moreover the advertising is also effectively made through internet which greatly influences the sales of the organization. E-commerce not only reduces the expenses but also the time & distance of the organization in performing its functions.

In this regard, the natural environment has become serious strategic issue in such a way that it is threatened from the recent business community. The unlimited wants can be satisfied through limited natural resources through effective utilization.

# data[].attributes.attachment_link.title
Strategic Management Process and Its Different Stages

# data[].attributes.attachment_link.description
Before talking about the stages of strategic management process, it is important to know what is Strategic management process? Strategic management is that art & science which is related to formulate, implement and evaluate cross functional decisions is helpful in the accomplishment of objectives of the organization.

# data[].attributes.body
https://balancedscorecard.org/Resources/Strategic-Planning-Basics

# data[].attributes.attachment_link.title
The Basics of Strategic Planning, Strategic Management and Strategy Execution

# data[].attributes.attachment_link.description
Strategic Planning, Strategic Management, and Strategy Execution basics

# data[].attributes.body
http://www.nytimes.com/2015/05/31/opinion/sunday/guess-who-doesnt-fit-in-at-work.html

# data[].attributes.attachment_link.readable_text
ACROSS cultures and industries, managers strongly prize "cultural fit" - the idea that the best employees are like-minded. One recent survey found that more than 80 percent of employers worldwide named cultural fit as a top hiring priority.

When done carefully, selecting new workers this way can make organizations more productive and profitable. But cultural fit has morphed into a far more nebulous and potentially dangerous concept. It has shifted from systematic analysis of who will thrive in a given workplace to snap judgments by managers about who they'd rather hang out with. In the process, fit has become a catchall used to justify hiring people who are similar to decision makers and rejecting people who are not.

The concept of fit first gained traction in the 1980s. The original idea was that if companies hired individuals whose personalities and values - and not just their skills - meshed with an organization's strategy, workers would feel more attached to their jobs, work harder and stay longer. For Southwest Airlines, screening job candidates based on their willingness to provide a wacky experience for strangers contributed to the fun environment that enabled the company's financial success. Likewise, for the investment firm Bridgewater Associates, which seeks to distinguish itself through its pursuit of transparency and honesty, screening out potential hires who couldn't handle criticism made good business sense.

But in many organizations, fit has gone rogue. I saw this firsthand while researching the hiring practices of the country's top investment banks, management consultancies and law firms. I interviewed 120 decision makers and spent nine months observing the recruiting practices of one firm in particular. The professionals I spoke with, who were charged with reviewing applications and conducting interviews, consistently underscored the importance of cultural fit in hiring. While résumés (and connections) influenced which applicants made it into the interview room, interviewers' perceptions of fit strongly shaped who walked out with job offers.

Crucially, though, for these gatekeepers, fit was not about a match with organizational values. It was about personal fit. In these time- and team-intensive jobs, professionals at all levels of seniority reported wanting to hire people with whom they enjoyed hanging out and could foresee developing close relationships with. Fit was different from the ability to get along with clients. Fundamentally, it was about interviewers' personal enjoyment and fun. Many, like one manager at a consulting firm, believed that "when it's done right, work is play."

To judge fit, interviewers commonly relied on chemistry. "The best way I could describe it," one member of a law firm's hiring committee told me, "is like if you were on a date. You kind of know when there's a match." Many used the "airport test." As a managing director at an investment bank put it, "Would I want to be stuck in an airport in Minneapolis in a snowstorm with them?"

Discovering shared experiences was one of the most powerful sources of chemistry, but interviewers were primarily interested in new hires whose hobbies, hometowns and biographies matched their own. Bonding over rowing college crew, getting certified in scuba, sipping single-malt Scotches in the Highlands or dining at Michelin-starred restaurants was evidence of fit; sharing a love of teamwork or a passion for pleasing clients was not. Some (former) athletes fit exclusively with other athletes; others fit only with those who played the same sport. At one hiring committee meeting I attended, I watched a partner who was an avid Red Sox fan argue for rejecting a Yankees supporter on the grounds of misfit.

Selecting new employees based on personal similarities is by no means unique to banking, consulting or law; it has become a common feature of American corporate culture. Employers routinely ask job applicants about their hobbies and what they like to do for fun, while a complementary self-help industry informs white-collar job seekers that chemistry, not qualifications, will win them an offer.

Although diversity in many industries has increased in recent decades, progress in the corporate realm has been slower than expected. Selection based on personal fit can keep demographic and cultural diversity low. In the elite firms I studied, the types of shared experiences associated with fit typically required large investments of time and money.

Class-biased definitions of fit are one reason investment banks, management consulting firms and law firms are dominated by people from the highest socioeconomic backgrounds. Also, whether the industry is finance, high-tech or fashion, a good fit in most American corporations still tends to be stereotypically masculine. Consequently, fit can exclude high-performing candidates - female or male - who are more stereotypically feminine.

Some may wonder, "Don't similar people work better together?" Yes and no. For jobs involving complex decisions and creativity, more diverse teams outperform less diverse ones. Too much similarity can lead to teams that are overconfident, ignore vital information and make poor (or even unethical) decisions.

When it comes to creating a cohesive work force, managers often discount the power of shared experiences on the job, especially working interdependently on a high-stakes project. The more time we spend with co-workers, the more similar to them we tend to become. When hiring, do we really need an additional screen on whether people drink wine or whiskey or enjoy Nascar or Nabokov?

Perhaps most important, it is easy to mistake rapport for skill. Just as they erroneously believe that they can accurately tell when someone is lying, people tend to be overly confident in their ability to spot talent. Unstructured interviews, which are the most popular hiring tools for American managers and the primary way they judge fit, are notoriously poor predictors of job performance.

Fit can work, but personal similarity is not the key. Organizations that use cultural fit for competitive advantage tend to favor concrete tools like surveys and structured interviews that systematically test behaviors associated with increased performance and employee retention. For managers who want to use cultural fit in a more productive way, I have several suggestions.

First, communicate a clear and consistent idea of what the organization's culture is (and is not) to potential employees. Second, make sure the definition of cultural fit is closely aligned with business goals. Ideally, fit should be based on data-driven analysis of what types of values, traits and behaviors actually predict on-the-job success. Third, create formal procedures like checklists for measuring fit, so that assessment is not left up to the eyes (and extracurriculars) of the beholder.

Finally, consider putting concrete limits on how much fit can sway hiring. Many organizations tell interviewers what to look for but provide little guidance about how to weigh these different qualities. Left to their own devices, interviewers often define merit in their own image.

Wanting to work with people like ourselves is not new. In the past, employers overtly restricted job opportunities based on sex, race and religion, which is now illegal. But cultural fit has become a new form of discrimination that keeps demographic and cultural diversity down, all in the name of employee enjoyment and fun.

An associate professor of management and organizations at Northwestern University's Kellogg School of Management and the author of "Pedigree: How Elite Students Get Elite Jobs."
Follow The New York Times Opinion section on Facebook and Twitter, and sign up for the Opinion Today newsletter.

# data[].attributes.attachment_link.title
Opinion | Guess Who Doesn't Fit In at Work

# data[].attributes.attachment_link.description
ACROSS cultures and industries, managers strongly prize "cultural fit" - the idea that the best employees are like-minded. One recent survey found that more than 80 percent of employers worldwide named cultural fit as a top hiring priority. When done carefully, selecting new workers this way can make organizations more productive and profitable.

# data[].attributes.body
http://smallbusiness.chron.com/culture-workplace-43284.html

# data[].attributes.attachment_link.readable_text
People working together develop a unique culture.

Jupiterimages/Pixland/Getty Images

That's not the way we do things here, echoes throughout the offices, factories and stores around the world. It signals that workers identify with and want to protect the culture of their workplace.

When people work together regularly, even just three or four, they have a culture that is as important as the work and may be a driver of or obstacle to the mission. Leaders who ignore the powerful force of culture in the workplace do so at their own peril.

What is Culture in the Workplace?

Culture in the workplace involves a system of behaviors, beliefs, attitudes and values. It develops over time and is passed on from one generation of workers to the next. It is also a reflection of what organizational leadership values. For example, the Google workplace culture is based on "10 Things we Know to be True." These 10 statements drive the company and shape its culture, things like, "The need for information crosses all borders" and "You can be serious without a suit."

In addition to an overall culture, there are subcultures within an organization. Each team has its own culture. For example, computer engineers may work a flexible schedule and prefer their continuing education via e-learning while human resources representatives work a more traditional 8 a.m. to 5 p.m. schedule and prefer instructor-led training.

Why so Important?

Many workers spend more time at work than they do with their families, so they want that time to be meaningful, enjoyable and productive. Frequently these factors are as important, if not more important than the salary they are paid.

Workplace culture drives employee loyalty. It is easier to attract and retain the best employees when an organization has a dynamic, thriving culture where employees feel valued and enjoy their work. In addition, their perceptions of the workplace may influence the public reputation of the organization.

Companies like SAS and Google frequently top the various lists of best places to work. And, although they offer excellent pay and benefits, the main reason for their ranking is the relationship between the firm and its workers. These firms consistently report profits.

Leadership and Culture

Leadership is a major driver of workplace culture. When leaders are seen as weak or unable to make decisions and employees have little or no understanding of how their work fits into the overall goals of the organization, the culture is driven by bureaucracy and detailed procedures. Teams tend to work in isolated silos and there is little cooperation across teams.

When leaders and workers share the same goals, leaders are decisive, and employees understand their roles and are engaged in the work, the organization has a strong culture. These firms typically reach their strategic objectives and retain employees.

Other Cultural Factors

Language and communication styles act as cultural signals that help an observer understand the environment. For example, in some organizations, it is acceptable for an employee to hold an impromptu hallway meeting with coworkers to discuss a work issue, while in other organizations, all meetings must be scheduled.

Each workplace has its own jargon that sets it apart from other companies and also separates departments in a company. For instance, computer engineers talk about Ethernets and icons, while human resources representatives use terms such as absenteeism and coordination of benefits.

In addition, dress code, workspace allocation (who gets a cubicle and who gets an office), the presence of union agreements, along with state and federal laws that govern the workplace also shape the culture.

Workplace Culture and Change

Many leaders have underestimated the role of workplace culture. Famed management consultant Peter Drucker reportedly said that culture eats change for breakfast. Consequently, many change projects such as process improvement fail due to cultural pressure.

Although the culture of the workplace is not "carved in stone," it has the strength of history and familiarity to support it. When leaders attempt to change a culture, they are asking employees to move away from a familiar way of doing things to doing them differently. So, unless the pressure to change is consistent, the old way of doing things-the workplace culture-will reassert itself.

About the Author

Diane Chinn is a freelance writer with more than 15 years experience in many areas, including business and technical communications. She has a Bachelor of Arts in psychology from California State University and a Master of Arts in human resources and industrial relations from the University of Minnesota. She is a Six Sigma Green Belt .

Photo Credits

Jupiterimages/Pixland/Getty Images

# data[].attributes.attachment_link.description
That's not the way we do things here, echoes throughout the offices, factories and stores around the world. It signals that workers identify with and want to protect the culture of their workplace. When people work together regularly, even just three or four, they have a culture that is as important as the work and ...

# data[].attributes.body
http://www.economist.com/node/14299761

# data[].attributes.attachment_link.readable_text
The idea of management by objectives (MBO), first outlined by Peter Drucker and then developed by George Odiorne, his student, was popular in the 1960s and 1970s. In his book "The Practice of Management", published in 1954, Drucker outlined a number of priorities for the manager of the future. Top of the list was that he or she "must manage by objectives". John Tarrant, Drucker's biographer, reported in 1976 that Drucker once said he had first heard the term MBO used by Alfred Sloan, author of the influential "My Years with General Motors".

With the benefit of hindsight, it may seem obvious that managers must have somewhere to go before they set out on a journey. But Drucker pointed out that managers often lose sight of their objectives because of something he called "the activity trap". They get so involved in their current activities that they forget their original purpose. In some cases it may be that they become engrossed in this activity as a means of avoiding the uncomfortable truth about their organisation's condition.

MBO received a boost when it was declared to be an integral part of "The HP Way", the widely acclaimed management style of Hewlett-Packard, a computer company. At every level within Hewlett-Packard, managers had to develop objectives and integrate them with those of other managers and of the company as a whole. This was done by producing written plans showing what people needed to achieve if they were to reach those objectives. The plans were then shared with others in the corporation and coordinated.

Bill Packard, one of the two founders of Hewlett-Packard, said of MBO:

No operating policy has contributed more to Hewlett-Packard's success ... MBO ... is the antithesis of management by control. The latter refers to a tightly controlled system of management of the military type ... Management by objectives, on the other hand, refers to a system in which overall objectives are clearly stated and agreed upon, and which gives people the flexibility to work toward those goals in ways they determine best for their own areas of responsibility.

MBO urged that the planning process, traditionally done by a handful of high-level managers, should be delegated to all members of the organisation. The plan, when it finally emerged, would then have the commitment of all of them. As the plan is implemented, MBO demands that the organisation monitor a range of performance measures, designed to help it stay on the right path towards its objectives. The plan must be modified when this monitoring suggests that it is no longer leading to the desired objective.

One critic claimed that MBO encouraged organisations to tamper with their plans all the time, as and when they seemed no longer to be heading towards their latest objective. Many firms came to prefer the vague overall objectives of a mission statement to the firm, rigid ones demanded by MBO.

After a while, Drucker himself downplayed the significance of MBO. He said:

MBO is just another tool. It is not the great cure for management inefficiency ... Management by objectives works if you know the objectives: 90% of the time you don't.

Management by objectives is now largely ignored. Its once widely used abbreviation, MBO, has been taken over by management buy-out, the purchasing of a company by a group of its managers with the aim of making as much money for themselves as possible.
Further reading
Drucker, P., "The Practice of Management", Harper, New York, 1954; Heinemann, London, 1955; revised edn, Butterworth-Heinemann, 2007

Levinson, H., "Management by Whose Objectives?", Harvard Business Review, July-August 1970

Odiorne, G.S., "Management by Objectives: a System of Managerial Leadership", Pitman Publishing, 1965
More management ideas
This article is adapted from "The Economist Guide to Management Ideas and Gurus", by Tim Hindle (Profile Books; 322 pages; £20). The guide has the low-down on over 100 of the most influential business-management ideas and more than 50 of the world's most influential management thinkers. To buy this book, please visit our online shop.

# data[].attributes.attachment_link.description
The idea of management by objectives (MBO), first outlined by Peter Drucker and then developed by George Odiorne, his student, was popular in the 1960s and 1970s. In his book "The Practice of Management", published in 1954, Drucker outlined a number of priorities for the manager of the future.

# data[].attributes.body
http://smallbusiness.chron.com/transnational-organization-structure-60691.html

# data[].attributes.attachment_link.description
When your business starts operating across international boundaries, you need a business structure that helps you achieve efficiency. You want your business to be globally integrated and locally responsive, simultaneously. This requires an organizational structure that is multidimensional and ensures systematic ...

# data[].attributes.body
https://www.boundless.com/sociology/textbooks/boundless-sociology-textbook/global-stratification-and-inequality-8/stratification-in-the-world-system-69/multinational-corporations-407-3428/

# data[].attributes.attachment_link.title
Boundless - Marriage Green Cards Made Easy

# data[].attributes.attachment_link.description
Boundless is for people who want the expertise of an immigration lawyer, not the price tag. We make marriage-based immigration to the U.S. affordable and less stressful with innovative software. Immigrate with clarity and confidence for only $750!

# data[].attributes.headline
The Basic Steps in the Management Planning Process

# data[].attributes.subject
The Basic Steps in the Management Planning Process

# data[].attributes.body
http://smallbusiness.chron.com/basic-steps-management-planning-process-17646.html

# data[].attributes.attachment_link.readable_text
If you have a clear idea of where you are and where you want to go, business-wise, you can develop a realistic, achievable plan to get there. The management planning process helps your company through the steps of defining a desired outcome and developing a strategy to achieve it. Setting this planning process in motion helps you move forward with clarity, and saves you wasted time, energy and capital.

Assess Your Situation

To know where you want to go, you must first understand where you are. Gather data about your company's present situation, including sales figures and customer feedback. Identify the company's strengths and weaknesses, soliciting both the internal voices of your staff and the external voices of your clients.

Set Priorities

Determine the values and outcomes you want your company to achieve, and state them clearly. Craft a vision statement by articulating the central ideas and values that keep your business on track, such as stellar customer service or a commitment to protecting the environment. Work with your management team to clarify this vision, and make sure there is consensus around adopting it as a guiding principle for your company.

Set Goals

Use the vision you have crafted to create measurable goals. For example, if you value customer service, you may work toward the goal of responding to every piece of customer feedback; if you're committed to environmental values, you may set the goal of having a carbon-neutral workplace in three years. Be as clear and specific as possible when creating your goals, using numbers to measure progress and success, and charting timelines for achieving your objectives.

Create Accountability Systems

Develop systems for evaluating progress as you work toward achieving the goals you have set. Put different managers and staff members in charge of domains, such as tracking sales figures or carbon emissions. Create a chain of accountability showing who is ultimately responsible for different outcomes. Have backup plans so you can shift gears and dedicate additional resources if the process isn't going according to plan.

Evaluate and Review

Create formal protocols for assessing your progress. Bring as many voices as possible into this evaluation process, and encourage honesty and objectivity. Assess how well you are progressing toward your goals, but also be open to reassessing the goals themselves, as long as you do so in ways that are still consistent with your long-term vision. Technologies and circumstances may change, making your goals less achievable or relevant. But if you do revisit your goals, do so with your vision in mind so you can find other ways of expressing it in your work.

# data[].attributes.attachment_link.title
The Basic Steps in the Management Planning Process

# data[].attributes.attachment_link.description
If you have a clear idea of where you are and where you want to go, business-wise, you can develop a realistic, achievable plan to get there. The management planning process helps your company through the steps of defining a desired outcome and developing a strategy to achieve it.

# data[].attributes.headline
How To Grow and Manage International Teams

# data[].attributes.subject
How To Grow and Manage International Teams

# data[].attributes.body
http://www.forbes.com/sites/johnrampton/2015/05/15/how-to-grow-and-manage-international-teams/#279acda96cc7

# data[].attributes.attachment_link.readable_text
If you thought managing a team was a challenge, just try managing an international team. Besides the distance between team members, you also have to take into account barriers such as language and cultural differences. In short, you have a lot going against you.

While applying basic management skills is a must, you'll have to go above and beyond if you want to successfully grow and manage an international team. While there are a number of ways to accomplish this goal, here are some of the most useful techniques.

Have a Clearly Defined Structure

To ensure things run smoothly, you need to have a clearly defined structure in place. This includes establishing your brand's goals and objectives, defining expectations, and having a backup plan if there is a natural or political disaster.

You can accomplish this by defining goals and expectations at the beginning of the year, having annual meetings face-to-face, communicating with team members frequently, and designing a system to measure the performance of your employees.

When you have a structure in place it will make it easier to grow and manage your overseas operations going forward. As Bert Martinez, founder of Bert Martinez Communications, told Inc.com, "Systems will allow you to duplicate offices and grow faster while reducing training times and supervision."

Strong Communication

This was mentioned in the point above, but now it's time to elaborate on this vital tactic - which Matt Thomas from Jigsaw Consult calls 'key. After all, if you aren't communicating with your team members effectively how can you expect them to understand the systems that you've put into place?

Thankfully, communicating with team members overseas isn't as challenging as it used to be - thanks to technology. While you could always pick up the phone or send an email, you can also get in touch with team members via text or social media. You should also plan weekly conference calls through Skype or Google Hangouts or schedule webinars or face-to-face meetings to ensure your team is all on the same page.

No matter how you get in touch with your team members, remember that because of time differences, you may not get an immediate response. That's why you should send team members a message prior to leaving the office so that you'll have a response when you check your messages in the morning. Furthermore, always remember to include clear objectives, goals and assignments, as opposed to just simply relaying information, when communicating with team members. Being clear is particularly important with team members across time zones, when long response times can slow down progress.

Use Technology

Because you may not have the time or resources to constantly travel overseas, you have to utilize the plethora of online tools to keep in touch and collaborate with team members. If you're a business owner who is just starting out, here are a handful of powerful management and communication tools that are either free or affordable.

Google Apps: Between Gmail, Docs, Calendar, and Hangouts, Google has more than enough tools to help you collaborate and communicate with team members from all over the world. Best of all, these tools are free for you and your team members to use. When your business grows, however, you may have to pay either $5 or $10 for Google Apps for Work.

Skype: With a Skype account you can plan everything from video calls to group conference calls. You also have the ability to send instant messages and share screens or files.

Podio: Podio is an enterprise social network that allows you to create tasks for members. This project manager also comes equipped with an internal email service, calendar, contact list and chat app.

Basecamp: Basecamp is one of the most popular management tools available thanks it being easy for team members to assign, share, and track projects.

Trello: Trello is another popular management tool that is completely free. This tools uses cards so that you can quickly track the progress of a project. You can also upload files from Google Docs, Dropbox, and Box.

Salesforce.com: This powerful customer management tool not only can help you generate leads and automate your sales process, it can also help you collaborate with team members in real-time.

Due Invoicing: With Due you can now internally manage billing of all clients. (Note: this is my personal company so I love it)

HipChat: HipChat is a multi-platform communications tool that gives you the opportunity to share files, host virtual meetings or chat with team members in private chat rooms. HipChat Basic is free, but HipChat Plus only costs $2 per month.

Wrike: Wrike is another recommended project management that makes collaboration easy and convenient. Because of its speed and Android/iPhone apps, you can keep in touch with team members anywhere, anytime.

Be Aware of Cultural Differences

One of the most important things to be conscious of when growing and managing an international team are the different cultures. For example, as mentioned by Cubiks, an international assessment and development consultancy agency, "humor does not necessarily travel and that friendliness can sometimes be regarded as an unwanted familiarity." The firm suggests the best way to handle this is by practicing an adaptive approach. This means you learn, acknowledge and respect local behaviors. You can achieve this by doing some research to understand the culture, current events, and how to pronounce names correctly. You can also have a local contact assist with these areas.

Some of the main differences that you should be aware of, include:

Time zones

Social norms

Language

Holidays

Connectivity

Labor laws

Business-related laws, ethics, and practices

Personal-privacy laws

Establish Trust

Finally, you have to establish trust among your team members. But, that is easier said than done. So, how exactly can you build trust?

You can do so by defining and sharing the core values of your brand. Describing how you and the team will work together to accomplish goals and milestones. And, most importantly, get to know team members personally. While remembering something like a birthday or anniversary are important, keep in touch with team members regularly so you are aware of any important updates in their lives. For example, what if a team member was in the hospital and you weren't aware of this information? This could delay any projects that are currently being worked on. Knowing this information allows you to make the appropriate changes and wish that team member a speedy recovery.

In today's increasingly technological world, having team members all over the world will become more and more common. Which is a bonus for brands looking to hire the best talent. Making sure you can manage an international team and grow your business will be the key to success in the coming years.

# data[].attributes.attachment_link.title
How To Grow and Manage International Teams

# data[].attributes.attachment_link.description
If you thought managing a team was a challenge, just try managing an international team. Besides the distance between team members, you also have to take into account barriers such as language and cultural differences. In short, you have a lot going against you. While applying basic management skills is a must, you'll [...]

# data[].attributes.body
http://www.npr.org/series/122227245/diversifying-the-american-workplace

# data[].attributes.attachment_link.description
In a series of reports, NPR explores the benefits and challenges of hiring, promoting and retaining workers in an increasingly diverse America.

# data[].attributes.body
http://smallbusiness.chron.com/five-functions-management-leading-56418.html

# data[].attributes.attachment_link.readable_text
Five Functions of Management & Leading

Every day, managers are tasked with leading and inspiring the people who work under them. This includes planning for team success, and fulfilling what it takes run a business. Five key functions are regarded as the ways that management should lead and interact with team members. From planning to review, the more specific management is, the more effective the business is in achieving goals.

Tip

The five key functions of managing are strategic planning, organizing resources, staffing, directing activities and controlling the company's success.

The Strategic Planning of Actions

Strategic planning is the process of evaluating the goals of the company and then setting a course for success. This function evaluates the existing activities and goals. Managers then schedule activities that will lead to achieving those goals. Leaders tend to be more strategic: they must become problem solvers able to see the big picture while also identifying specific things that affect overall success. For example, if the goal is to improve the time it takes for customers to get their order fulfilled, then an operational strategy is executed to improve product fulfillment.

Organizing Resources to Achieve Goals

The organizing function brings resources together to achieve the goals established in the planning function. Resources include materials, personnel and financial backing. Leaders need to identify what activities are necessary, assign those activities to specific personnel, effectively delegating tasks. Leaders need to coordinate tasks to keep resources moving efficiently toward goals. It is important to prioritize which resources are essential at any given time. For example, if more inventory is needed but the company doesn't have the financial resources to obtain the inventory, then the priority is to tackle the financial need.

Putting the Right Talent in the Right Place

When a business is short-handed, it cripples the company's ability to serve customers, and it also overwhelms existing staff. Management needs to identify key staff positions, and to ensure that the proper talent is serving that specific job duty. Once the right staffing structure is established, leaders need training, professional development, pay rates and monitoring performance. Effective leaders are able to develop talent and identify those ready for promotion.

Guiding and Directing Activities

Directing activities is a key function. Letting staff know what needs to be done, and also by when is a responsibility of managers. However, bosses tell people what to do, while leaders motivate people to contribute in meaningful ways. The directing function requires leaders to do more than simply give orders, even though tasks must be completed for business success. This function begins with supervising subordinates while simultaneously motivating teams through guided leadership communicated in clear ways.

Controlling Success Systems

Controlling systems refers to all the processes that leaders create to monitor success. Sports coaches have a saying, "Winners keep score," meaning that winners know where they are and know what is necessary to achieve a goal. This business function requires leaders to establish performance standards, measure actual performance and compare the metrics to determine anomalies.

For example, a sales leader is focused on more than only the final sales numbers; he considers the leading activities such as the number of minimum pitches and outbound calls. Leaders review the data and make adjustments in processes, policies, training or personnel to address failures based on that data. Winning leaders don't look at poor performance as failures but as opportunities to solve a problem that gets the desired results.

# data[].attributes.attachment_link.description
The five functions commonly used in management and leadership are strategic planning, organizing resources, staffing, directing activities and controlling the company's success. Managers tend to schedule activities that will lead to achieving the company goals; leaders tend to be more strategic.

# data[].attributes.body
http://www.realitybasedleadership.com/

# data[].attributes.attachment_link.description
Ditch the drama, restore sanity to the workplace, and turn excuses into results! Leadership expert Cy Wakeman and the Reality-Based Team will show you how.