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The break-even analysis generates information that summarizes various levels of profit or loss with levels of production. I liked the example below.

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This article is relevant because it discusses quality. GM recalled 1 million trucks and SUVs for crash risk defect - example of problems generated by the growing use of software (automation) to control a car’s mechanical functions

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GM Recalls One Million Pickups and SUVs in U.S. for Crash Risk

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General Motors is recalling more than one million pickup trucks and sport-utility vehicles in the U.S. for a steering defect, the latest example of a problem generated by the industry's growing use of software to control a car's mechanical functions.

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The productivity equation is important to be able to define the relationship between the total amount of goods/services being produced and the organizational resources needed to produce them. This is helpful to know because the higher the value of the ratio of outputs to inputs, the higher the productivity of the operation!

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When taking corrective action, it is important that their measurements of organizational performance are valid and reliable:

Recognizing Problems - any factor within an organization that is a barrier to the goal

Recognizing Symptoms - a sign that a problem exists

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A little humor to remind us of the importance of a good leader versus a great leader/manager! On a serious note, a great leader would not force employees into something bu rather teach and enlighten them to make the best decisions for themselves.

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Rationale for linking leadership styles with various situations to ensure effective leadership known as the Life Cycle Theory of Leadership! Maturity is the important goal in this easy to read model.

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Funny animated short video about teamwork and leadership

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Level 5 leadership is an approach to leadership that blends personal humility with an intense will to build long-range organizational success.

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GIF about being a leader and the importance of influencing others by setting a positive example.

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To provide appropriate human resources to fill managerial and non-managerial openings, managers must follow 4 steps:
1. Recruitment
2. Selection
3. Training
4. Performance Appraisal

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MSNBC video on affirmative action and how a blow to affirmative action policy will affect students (July 2018)

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As President Trump decides to withdraw Obama-era guidance that ensured diversity in school communities, Ali Velshi breaks down what affirmative action is and speaks with the Chair of the U.S. Commission on Civil Rights, Catherine Lhamon, on how a blow to affirmative action policy will affect students.

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Psychology Today offers a free emotional intelligence test...(146 questions!) Emotional intelligence is the capacity of people to recognize their own feelings and the feelings of others, to motivate themselves, and to manage their own emotions as well as their emotions in relationships to others. CRUCIAL for managers. In the process of awaiting my results!!

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For decades, a lot of emphasis has been put on certain aspects of intelligence such as logical reasoning, math skills, spatial skills, understanding analogies, verbal skills etc. Researchers were puzzled by the fact that while IQ could predict to a significant degree academic performance and, to some degree, professional and personal success, there was something missing in the equation. Some of those with fabulous IQ scores were doing poorly in life; one could say that they were wasting their potential by thinking, behaving and communicating in a way that hindered their chances to succeed.

One of the major missing parts in the success equation is emotional intelligence, a concept made popular by the groundbreaking book by Daniel Goleman, which is based on years of research by numerous scientists such as Peter Salovey, John Meyer, Howard Gardner, Robert Sternberg and Jack Block, just to name a few. For various reasons and thanks to a wide range of abilities, people with high emotional intelligence tend to be more successful in life than those with lower EIQ even if their classical IQ is average.

This emotional intelligence test will evaluate several aspects of your emotional intelligence and will suggest ways to improve it. Please be honest and answer according to what you really do, feel or think, rather than what you think is considered right in this test. Nobody is there to judge you, just yourself...and besides, there are many trick questions.

Read every statement carefully and indicate which option applies best to you. There may be some questions describing situations that you may feel are not relevant to your life. In such cases, select the answer which you would most likely choose if you ever found yourself in such a situation.

After finishing this test you will receive a FREE snapshot report with a summary evaluation and graph. You will then have the option to purchase the full results for $9.95

This test is intended for informational and entertainment purposes only. It is not a substitute for professional diagnosis or for the treatment of any health condition. If you would like to seek the advice of a licensed mental health professional you can search Psychology Today's directory here.

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For decades, a lot of emphasis has been put on certain aspects of intelligence such as logical reasoning, math skills, spatial skills, understanding analogies, verbal skills etc. Researchers were puzzled by the fact that while IQ could predict to a significant degree academic performance and, to some degree, professional and personal success, there was something missing in the equation.

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Advantages vs. Disadvantages of Committees (although benefits outweigh the negatives)

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A Committee or a task force is the most important form of a formal group appointed by the management to perform certain functions or tasks. Committees and task forces have become more and more necessary and important, as the organization grows larger and more complex. Because of collective information and analysis, committees are more likely to come up with solutions to complex problems.

Committees are prevalent in all types of organizations. They are in the government, educational, religious and business organizations. Even the board of directors of an organization is a form of a committee. Other prevalent types in business are finance committees, audit committees, grievance committees, quality circles, and so on.

There is some form of a formal committee on every level of the organization. They also perform so many different functions. They might act in an advisory capacity or in decision-making capacity where their decisions are enforceable. These committees are basically set up for the following purposes:

The committees are good for a where organizational members freely exchange ideas.

With the exchange of these ideas, some suggestions and recommendations can be generated that may prove useful for the organization.

The existing problems in the organization can be discussed within the committee forum and some new ideas for solving these problems can be introduced.

Some committees are formed to assist in development and establishment of organizational policies.

Advantages of Committees

Pooling of opinions

The members bring in different backgrounds, values, viewpoints and abilities. These wide ranging abilities result in greater knowledge base, that results in better quality decisions. Additionally, group deliberations generally ensure a thorough consideration of problems from all angles and alternative points of view before arriving at a decision. This would not be possible if the same problem was looked at by a single executive.

Improved cooperation

The members of the committee usually get to know each other well and thus see each other"s point of view with respect. They are willing to cooperate and coordinate, specially when they become aware of their role and how their decisions are going to affect the entire organization.

Motivation

From a human standpoint, the biggest advantage of committees may be increased motivation and commitment derived from participation in the committee deliberations and indirectly in the important organizational affairs. Also, when the committee consists of managers and subordinates, it gives the subordinates some degree of recognition and importance.

Representation

Since the committee members may have different interests and opinions that may be opposed to each other, the process of committee deliberations gives a critical viewpoint and balanced outcome of these different representations. However, even though a committee should be highly representative of all interests, capabilities of the members should take precedence over the representation.

Dispersion of power

While autocratic authority makes decision making and implementation faster and easier, it may lead to misuse of power and wrong decisions. However, by spreading authority and responsibility over all committee members, this problem can be eliminated.

Executive training

The committees provide an excellent training ground for young executives. They also provide opportunity for personal development that individuals may not be able to get on their own. In the committees, they learn the value of interaction, human relations and group dynamics. They get exposed to various viewpoints and tend to think in liberal manner and get to understand how collective decisions are mode. Such type of exposure and experience enables them to take on integrative view of solving various organizational problems.

Continuity

Most committees do not replace all of its members at the some time so that some new members join to replace some old members while the other members remain and thus the continuity of operations is maintained. The U.S. Senate works on this basis, so that every two years there is on election for one:third of the total Senate.

Communication

A committee can be an excellent forum for management and workers to have simultaneous communication and discuss matters of common interest in an atmosphere of goodwill and understanding and reach some mutually benefiting conclusions.

Better chances of recommendations to be accepted

A committee recommendation is much more likely to be accepted than an individual recommendation.

Disadvantages of Committees

Time and cost

The very structure of the committee is a costly affair in terms of money and time. The nature of the committee is such that every one has an equal chance to speak out and take part in discussions and this can be very time consuming.

Compromise

Usually, there is a tendency to present unanimous decisions and hence a majority viewpoint is token as representative even when the minority viewpoint is valid. This may result in premature agreements and decisions of mediocre quality The minority may be unwilling to pursue their viewpoints for fear that they will stand out and may be labeled as uncooperative.

Personal prejudice

Sometimes, wining an argument or getting back at somebody for personal reasons may give the problem a secondary priority, thus diluting the strength of the decision.

Logrolling

This term is coined for wheeling and dealing for political interests and purposes. These political pressures may come from the top management that wants a particular point of view to dominate in the committee discussions.

Strain on interpersonal relations

In committee meetings, there is a tendency that everybody wants to please everybody else, otherwise any displeasure within the committee can strain working relations outside the committee too.

Lack of effectiveness

Certain issues are better solved by individuals rather than committees. The committees are very useful in handling grievances and interdepartmental problems, but they are not effective in formulating such policies where individual initiative and creativity is involved.

Comments

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Advantages and Disadvantages of Committees | Management Study HQ

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A Committee or a task force is the most important form of a formal group appointed by the management to perform certain functions or tasks. Committees and task forces have become more and more necessary and important, as the organization grows larger and more complex.

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The 4 types of Organizational Culture - Clan, Adhocracy, Hierarchy and Market. I liked this diagram because it's a visual representation of their individual qualities.

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I found an article about Amazon's Organizational Culture. I was curious about their culture since it's such a successful company. Amazon.com Inc. states, “We’re a company of pioneers. It’s our job to make bold bets, and we get our energy from inventing on behalf of customers. Success is measured against the possible, not the probable. For today’s pioneers, that’s exactly why there’s no place on Earth they’d rather build than Amazon.” This statement shows that Amazon’s organizational culture has the following characteristics: Boldness, Customer-Centricity and Peculiarity.

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Amazon.com Inc. has an organizational culture that enables business capacity to respond to the demands of the e-commerce market. A company's organizational or corporate culture sets the traditions and values that influence employees' behaviors. For example, Amazon's corporate culture pushes employees to go beyond traditional limits and conventions to develop bright ideas and solutions. As the world's top-performing online retailer, the company continues to seek fresh talent. However, to maintain a capable workforce, Amazon must reinforce its organizational culture to shape the development of human resources for long-term competitive advantage.
Amazon's organizational culture is seen as a critical factor in the success of the online retail business. The corresponding cultural characteristics define the capabilities of Amazon.com Inc.'s human resources and, in turn, the e-commerce organization.
Features of Amazon.com's Organizational Culture

Amazon is known for a corporate culture that pushes employees to explore ideas and take risks. This cultural condition is responsible for the company's capacity to seek new opportunities to utilize data-intensive processes to provide efficient online retail service. Amazon.com Inc. states, "We're a company of pioneers. It's our job to make bold bets, and we get our energy from inventing on behalf of customers. Success is measured against the possible, not the probable. For today's pioneers, that's exactly why there's no place on Earth they'd rather build than Amazon." This statement shows that Amazon's organizational culture has the following characteristics:

Boldness. Amazon promotes boldness among its workers. This characteristic of the corporate culture is seen in how the company pioneered to sell a wide array of items online, initially starting with books, through data-intensive information technology. In relation, Amazon.com Inc.'s employees are encouraged to take risks, such as in considering new ideas to do business. In emphasizing boldness, the company also facilitates openness toward new ideas based on an organizational diversity policy. This feature of the organizational culture enables Amazon to identify the best possible ideas to solve problems or improve the e-commerce business.

Customer-Centricity. Amazon.com Inc.'s vision statement highlights the centrality of customers in its business. This factor is also included in the company's organizational culture. For example, Amazon reinforces workers' focus on customers' needs and demands. The company continually strives to determine trends and changes in consumer preferences, and applies these preferences in its online retail and related services. Through this characteristic of the corporate culture, Amazon maintains its effectiveness in satisfying customers as the e-commerce business expands.

Peculiarity. Amazon.com Inc.'s organizational culture also involves peculiarity. In particular, this cultural characteristic refers to the idea of challenging conventions. For example, Amazon motivates its employees to view themselves and their work as different from conventional ways of doing business. The company believes that conventions impose limits on potential business growth. Thus, through this feature of the corporate culture, Amazon motivates employees to think outside the box to bring the e-commerce business to its maximum potential.

Amazon's Organizational Culture Implications, Advantages & Disadvantages

Amazon's corporate culture reinforces the company's pioneering efforts in this type of online retail business, as espoused in the vision of CEO and founder Jeff Bezos. The firm's cultural characteristics have the advantage of supporting innovation. For example, boldness and peculiarity directly promote new ideas to improve Amazon.com Inc.'s e-commerce business. Another advantage of this organizational culture is its focus on the customer, ensuring that the company always satisfies consumer expectations and preferences. However, a disadvantage of Amazon's organizational culture is that it imposes a strain on human resources, especially in pushing employees to take a bold and peculiar non-conventional approach in doing their jobs.

References

Alvesson, M. (2016). Organizational Culture. Sage Publications Incorporated.

Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.

Amazon Jobs - Working at Amazon.

Amazon.com, Inc. Form 10-K.

Bedarkar, M., Pandita, D., Agarwal, R., & Saini, R. (2016). Examining the Impact of Organizational Culture on Customer Centricity in Organizations: An Analysis. Prabandhan: Indian Journal of Management, 9(2), 19-28.

Huhtala, M., Tolvanen, A., Mauno, S., & Feldt, T. (2015). The associations between ethical organizational culture, burnout, and engagement: A multilevel study. Journal of Business and Psychology, 30(2), 399-414.

Kantor, J., & Streitfeld, D. (2015). Inside Amazon: Wrestling Big Ideas in a Bruising Workplace. The New York Times.

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Amazon.com Inc.'s Organizational Culture Characteristics (An Analysis) - Panmore Institute

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Amazon.com Inc. has an organizational culture that enables business capacity to respond to the demands of the e-commerce market. A company's organizational or corporate culture sets the traditions and values that influence employees' behaviors. For example, Amazon's corporate culture pushes employees to go beyond traditional limits and conventions to develop bright ideas and solutions.

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Steve Jobs flips the table (figuratively) on committees and talks about Organizational Structure at Apple. Very intelligent man but seems like such a harsh individual as most described him. Do you think he's right?

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This article explains the importance of division of labor because it allows workers with specific skill sets to efficiently perform a specific task. It is also beneficial for small-business owners who are interested in increasing productivity.

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How the Specialization of Labor Can Lead to Increased Productivity

Specialization of labor is most often known as the division of labor and refers to a process in business in which large tasks are divided into smaller tasks, and different employees or different groups of employees complete those tasks. Specialization is highly desirable in large-scale operations such as car manufacturing because it allows workers with specific skill sets to efficiently perform a specific task. However, specialization is also beneficial for small-business owners who are interested in increasing productivity.

Workers Master One Task

The idea behind specialization of labor is to create what is known as "economies of scale," in which an increase in productivity reduces the average cost of making a product. When workers are trained to perfect one task rather than having to handle a host of tasks, they tend to master the one task quickly and become far more efficient. When workers are efficient, they are also productive, so one of the major benefits of specialization is that it frees your employees to focus on doing one thing and doing that thing well.

Specialization Makes Best Use of Worker Skills

If you own a business that makes custom bicycles, you'd be hard-pressed to hire one employee who can design bicycles and assemble every component of the bicycles from start to finish. However, if you hire one person to design the bicycles and another person to assemble the bicycles, you specialize the labor and maximize the workers' skills. That, in turn, leads to better productivity because you don't have to spend time and money training your bicycle designer how to make the bicycles, and you don't have to spend time and money teaching your bicycle maker how to design bicycles. More importantly, it's highly unlikely that either one of your workers has the skills and motivation to learn the other person's specialty, so dividing the labor is an efficient use of each person's skill set.

It Saves Time

There's an old business adage that "Time is money," and as the owner of your own company, you know this better than anyone else. When you spend time doing anything other than making your products or developing your services, you're losing money because you can't sell what you haven't made or developed. When you implement a smart division of labor strategy, you save valuable time.

Returning to the example of the bicycles, what happens if you only have one person to design and make bicycles? You wait for that employee to finish designing one bicycle before beginning to assemble it, and while the employee is making that bicycle, you don't have anyone to design the next bicycle. You lose time and money because you didn't specialize your labor force.

About the Author

Sid Quashie is an experienced business content writer with a wide range of expertise in small business, digital marketing, SEO marketing, SEM marketing, and social media outreach.

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How the Specialization of Labor Can Lead to Increased Productivity

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Specialization of labor is most often known as the division of labor and refers to a process in business in which large tasks are divided into smaller tasks, and different employees or different groups of employees complete those tasks.

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5 Common Forms of Departmentalization - important for developing socialization, administrative control, fixation of responsibility, and helpful for expansion!

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Enjoyed the SWOT analysis on In-N-Out Burger. At first, I couldn't understand why they didn't want to expand (because why not? more $$$ right?) but after reading and analyzing, it because clear that they have a bigger goal and picture in mind and stick true to their quality beliefs. *STILL DROOLING* I personally have never tried In-N-Out but have only heard rave reviews.

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Given the amount of fanfare that surrounds In-N-Out Burger, one would think that the fast-casual chain was fairly ubiquitous. While 281 stores is nothing to shrug at, the locations are only in five states in the Western U.S., so East Coasters are forced to take a cross-country trip to get a bite of a double-double (well, unless they happen to chance on one of the occasional international In-N-Out pop-ups).

In an interview with the Orange County Register, In-N-Out president Lynsi Torres, America's youngest female billionaire, explains why the company hasn't expanded to more of the country.

For one, In-N-Out doesn't franchise any of its stores, which the chain argues helps it maintain control over "food quality, restaurant cleanliness and its overall image," the OC Register explains.

Second, none of the restaurants have freezers or microwaves, so all of its food comes fresh from two distribution facilities, one in California and one in Texas. Opening up locations in areas that are farther away would result in a need for more distribution facilities and a big change to In-N-Out's supply chain.

"We're definitely not franchising, and we're not going to sell," Torres tells the paper. ( Read the whole interview in the OC Register here.)

It's interesting to compare In-N-Out's expansion strategy to that of Shake Shack, the 9-year-old New York-based burger chain that also inspires a herd of rabid fans. While In-N-Out has been around for 65 years, has a relatively unchanged menu and expands mostly within a defined geographical area, Shake Shake is almost doing the exact opposite. The chain customizes certain food offerings based on each location and is expanding to places far from its home base, like London and the Middle East.

Worth noting, however, is that Shake Shack has not yet made attempts to open in areas where In-N-Out restaurants are located. Smashburger, another growing fast-casual burger concept chain, is planning to take on California, though. And Five Guys, another threat to In-N-Out's burger dominance there, has already done so.

What does this exactly mean for In-N-Out? Will its strategy of low and slow growth be able to compete against chains that are growing bigger, faster? Given how much the brand still resonates, despite being considerably older than its competitors, we're wondering if the newer chains are the ones that should be worried.

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Given the amount of fanfare that surrounds In-N-Out Burger, one would think that the fast-casual chain was fairly ubiquitous. While 281 stores is nothing to shrug at, the locations are only in five states in the Western U.S., so East Coasters are forced to take a cross-country trip to get a bite of a double-double (well, unless they happen to chance on one of the occasional international In-N-Out pop-ups).

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There are 5 types of common decisions making biases. They include:
Bandwagon Effect - the tenancy to believe certain outcomes will occur because others believe the same thing
Confirmation Bias - the tendency to search for information that supports one's preconceived beliefs and to ignore information that contradicts those beliefs
Loss Aversion - characteristics of individuals who tend to more strongly prefer avoiding losses rather than acquiring gains
Overconfidence - when assessing our ability to predict future events, the tendency to believe that our forecasts are better than they truly are
Unrealistic Optimism - individuals' tendency to believe that they are less susceptible to risky events than others.

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Tactical planning - short range planning that emphasizes the current operations of various parts of an organization. In order to succeed in business, it is important to have a sound business plan. Without proper planning, a business may fail. It is important to strategically plan for the future and establish proper tactical planning to support the strategic plan. When plans are followed, goals are easily achieved.

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Tactical planning takes a company's strategic plan and sets forth specific short-term actions and plans, usually by company department or function. The tactical planning horizon is shorter than the strategic plan horizon. If the strategic plan is for five years, tactical plans might be for a period of one to three years, or even less, depending on what kind of market the business serves and the pace of change.

Characteristics of Tactical Plans

"Tactical Planning Vs. Strategic Planning," an article on the Management Innovations website, outlines several key differences between strategic and tactical planning. First, executives usually are responsible for strategic plans, as they have the best bird's-eye view of the corporation. Lower-level managers have a better understanding of the day-to-day operations, and they are usually the ones responsible for tactical planning. Second, strategic planning is concerned with the future, and tactical planning with today. Third, since we know far more about today than we do about the future, tactical plans are more detailed than strategic plans.

Flexible Planning

Flexibility needs to be built into tactical plans to allow for unanticipated events. For example, if your company manufactures a product, you will need to build flexibility into your plan for machinery breakdowns and maintenance. You cannot assume you will be able to run your machinery at full tilt all the time.

Tactical Marketing Plan Example

Assume for a moment your company sells insurance products in a large metropolitan area. The tactical marketing plan for your insurance company must outline, step by step, each marketing component needed to meet the goals and vision of your company's strategic plan.

For example, if you decide one of the best ways to reach your target consumer is TV advertising, then the tactical plan needs to carefully spell out the specifics of the TV campaign. Steps in developing this plan include, but are not restricted to, deciding on an appropriate message; arranging for the production of the commercial; deciding what channels to air the commercial on and when; and following up with potential customers who respond to the campaign.

Communication Between Functional Areas

Handling customer inquiries resulting from your TV advertising may be the responsibility of your company's sales department. The tactical plan for the sales department needs to be developed in concert with the marketing department. The sales plan should address how the volume of calls will be handled, how many people this will require and how sales leads will be followed. The marketing department will need to provide the sales department with information about the TV campaign so sales can complete its own tactical plan.

Preparing to Change

The point of tactical planning is to reach the goals and objectives of the strategic plan. But markets and the business environment can change quickly. When this happens, it is time to reassess how tactics are performing against stated goals and to change tactics if necessary. Flexibility in the face of change is a necessary component of the ongoing tactical planning process.

About the Author

Lisa Nielsen is a marketing consultant for small businesses and start-ups. As part of her consultancy, she writes advertising copy, newsletters, speeches, website content and marketing collateral for small and medium-sized businesses. She has been writing for more than 20 years. She is also a business strategist, trainer and executive coach. Nielsen holds a Master of Business Administration from the University of Miami.

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Example of Tactical Planning in Business

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Tactical planning takes a company's strategic plan and sets forth specific short-term actions and plans, usually by company department or function. The tactical planning horizon is shorter than the strategic plan horizon.

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Forecasting - the process of predicting future environmental happenings that will influence the operation of the organization.

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What is forecast? definition and meaning

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Definition of forecast: The act of predicting business activity for a future period of time. Typically, it is a projection based upon specific assumptions, such as targeted prospects or a defined sales strategy. For example, ...

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Quick YouTube video on decision making and its types - programmed and nonprogrammed.

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Starbucks signs licensing agreement with Brazil private equity firm. This license agreement between the company is allowing Starbucks to be built in Brazil!

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SAO PAULO (Reuters) - Sao Paulo private equity firm SouthRock Capital has signed an agreement with Starbucks Corp that gives it the right to develop and operate branches of the Seattle-based chain in Brazil, the companies said late on Monday.

With the agreement, the value of which was not disclosed, all of Starbucks' retail operations in Latin America are now wholly licensed rather than directly managed, the companies said.

SouthRock founder Ken Pope said in a statement the fund would eye expansion opportunities in new and existing markets. Starbucks now has 113 stores across the populous states of Sao Paulo and Rio de Janeiro.

"With Starbucks, we see continued opportunities for growth in existing markets... as well as new markets like Brasilia and the South," he said.

SouthRock also owns Brazil Airport Restaurants, which operates in the nation's biggest airports.

(Reporting by Gram Slattery; Editing by Bernadette Baum)

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Starbucks signs licensing agreement with Brazil private equity firm

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SAO PAULO (Reuters) - Sao Paulo private equity firm SouthRock Capital has signed an agreement with Starbucks Corp that gives it the right to develop and operate branches of the Seattle-based chain in Brazil, the companies said late on Monday.

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Respecting local traditions is very important to hold in high regard the customs of foreign countries.

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Understanding international business etiquette and customs is key to global success. Learn 17 international business customs to stay respectful.

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I found an article about the best Multinational Corporations to work for. Very interesting read; the Coca-Cola Company was listed at #23 and Marriott was listed at #7!

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Last night there was a huge party at the New York Stock Exchange honoring the top 25 multinational corporations (where 40% of a company's workforce is stationed outside its headquarters).

The event was put on by the Great Place to Work Institute, which determined the list by surveying 2.5 million employees from more than 5,500 companies worldwide.

Employees were asked about workplace culture, and how much faith they have in their company.

Guess who's No. 1?
Great Place to Work determined rankings based on the average score from surveys sent to employees. Countries must be mentioned on lists from at least five countries to be considered a best multinational company.

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The 25 Best Multinational Companies To Work For

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Last night there was a huge party at the New York Stock Exchange honoring the top 25 multinational corporations (where 40% of a company's workforce is stationed outside its headquarters). The event was put on by the Great Place to Work Institute, which determined the list by surveying 2.5 million employees from more than 5,500 companies worldwide.

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Great visual diagram of Hofstede's 5 Cultural* Dimensions.

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As managers, we will likely deal with a multi-generational team. This article shared 5 steps to make the most of managing a diverse workforce. This is important because not everyone will know how to handle situations that arise from multi-generational teams in the workplace.

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With its oldest members turning 21, post-Millennial Generation Z is breaking into the workforce. (According to the New York Times, trend forecasters often consider Generation Z to start around 1996.) Yes, all those digital natives are starting to roam the halls of corporate America, where they'll likely be joining workmates from other generations. Indeed, many firms in today's world have an employee base that spans four generations: Baby Boomers, Generation X, Millennials and now Generation Z.

While some would look at this as a perfect storm of generation gaps, savvy managers view it as a unique opportunity to enhance productivity. Managers who create a respectful and open-minded environment will likely experience a more vibrant workplace and can expect to see a stronger bottom line.

But between generational stereotypes, shifts in how companies operate and different communication preferences, effectively managing this melting pot of viewpoints isn't a simple task. Tension will inevitably flare up from time to time.

Smoothing out these workplace tensions is challenging, but it's far from impossible. Leaders simply need to understand how these strains play out and, most importantly, what steps they can take to reduce the friction.

Easing Generational Tension in the Workplace

Opportunities for tensions at work may arise when you mix generations. It's not atypical to have a 20-something sitting next to a 50-something, taking on the same work. Likewise, it's now commonplace for older employees to be supervised by individuals much younger than them. Another sore spot? Younger workers may feel held back by older employees who are resentful toward or distrusting of a newbie.

[pullquote showtweet="false" alignment="center"]When planning project staffing, try to mix and match employees of all generations based on the unique skill sets they bring to the table.

-Bob La Loggia, founder and CEO, Appointment Plus[/pullquote]

Instead of lamenting negatives, supervisors should put a positive spin on the exciting ways multi-generational workers are transforming the workplace. Allowing experienced workers to get real-world input on the wants and needs of younger generations-and vice versa-can be invaluable. By embracing these differences, productivity gains can be realized in every part of a business, from user interfaces to customer service.

Does age diversity in the workplace guarantee success? Not necessarily. But if it's approached in the right way, it can absolutely help make a positive difference.

Learning to Manage Many Generations

If you're a manager, you'll likely deal with a multi-generational team-most companies do, including mine. That's why I recommend taking several steps to make the most of managing a diverse workforce.

1. Avoid labeling people.

Stop talking about generational differences. Your management goal should be about working with individuals, not talking about those individuals' ages. Doing so will make the age gap less important to your team and help remove related stigmas. Instead, your employees can place their focus elsewhere, like on working as a cohesive group rather.

2. Look for commonalities.

Encourage everyone-company leaders and employees-to embrace what they share, not what divides them. Not only does this build collaboration, but it also helps build trust across generations. You might be surprised at how much commonality exists between a Baby Boomer and a Generation Z-er who share a love of motorcycles and gardening.

3. Set up informal mentoring opportunities.

Younger and older employees can mentor one another in unique ways. Generation Z was weaned on technology; a member of that group may be the perfect go-to person for general internet- or smartphone-related questions. Similarly, a Gen X-er or Baby Boomer might be able to give significant insight on career growth based on his or her wealth of expertise.

4. Let all employees explore their leadership chops.

When planning project staffing, try to mix and match employees of all generations based on the unique skill sets they bring to the table. The more chances they have to broaden their horizons, the less the age differences will matter.

5. Avoid a one-size-fits-all managerial approach.

It's OK to manage people differently based on their goals, abilities, and strengths, as long as you stay within human resources parameters. Evaluate employees based on who they are, not based on the generation they belong to.

Who wants to visit an ice cream shop that only has one flavor? Variety truly is the spice of life, so start seeing your co-workers for the flavor they bring to your office-and you may just see your team's productivity rise.

Photo: Getty Images

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5 Secrets to Managing a Multi-Generational Workforce

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With its oldest members turning 21, post-Millennial Generation Z is breaking into the workforce. (According to the New York Times , trend forecasters often consider Generation Z to start around 1996.) Yes, all those digital natives are starting to roam the halls of corporate America, where they'll likely be joining workmates from other generations.

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Gender and multi-generational diversity is crucial for productivity and innovation. I think businesses should teach the importance of this diversity as it is often overlooked.

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It is important to know that a generationally diverse workforce is better equipped to respond to today's marketplace.

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Like-minded teams maintain; diverse teams innovate.

It's nearly impossible to learn something new from someone who shares your views or thinks like you. Why is diversity so challenging for many organizations and leaders? Because it's more comfortable to be with people who think and act similarly. The confrontational aspect of different viewpoints is complicated and harder to manage.

Organizations that hire and promote the same kind of thinkers are capping their potential.

More perspectives on a team lead to better decision-making. Perspective diversity can come in many forms: through different backgrounds, personalities, genders, races and ethnicities, experiences, thinking patterns, locations, skills, leadership styles, and ages.

A diverse workforce is better equipped to respond to today's high-flux and disruption-prone twenty-first-century marketplace.

Research shows that nondiverse teams are likely to apply a more uniform approach to problem-solving, which ultimately dampens creativity and limits the solutions the team will try. A diverse team is better equipped to approach a problem from every angle, resulting in a better, more thought-through solution. Testing ideas against opposing points of view are how the best ideas get developed.

A diverse team provides the opportunity for the unique strengths of each team member to be leveraged. The greater the diversity, the greater the breadth of strengths available. Each diverse team member has strengths that can compensate for the shortcomings or blind spots of other team members.

Cognitive diversity is where a team of people has distinctly varied ways of thinking (experimental, analytical, logical, creative, etc.). Cognitive diversity fuels innovation, enhances employee engagement, boosts customer satisfaction (because diverse customers are represented internally), and drives business success in today's rapidly changing workplace.

Diversity of thought spurs innovation.

One of the most valued forms of cognitive diversity in today's changeable world can be found in a multigenerational workplace. Because Millennials fundamentally think and approach problem-solving differently than previous generations, generational diversity is a very powerful version of cognitive diversity.

Generational differences have never been wider than they are today. Most workers-- 52 percent--say they are least likely to get along with someone from another generation compared to 30 percent with a different racial background and 19 percent with the opposite sex, according to a recent poll by research-and-consulting firm Frank N. Magid Associates. "Generational understanding is the new diversity training," says Sharalyn Orr, its executive director.

Friction across generations is likely to continue into the future: 45 percent of Generation Z (the post-Millennial generation) anticipates potential challenges working with Baby Boomers, 17 percent with Generation X--but only 5 percent with Millennials.

With generations being one of the greatest diversities that divide employees, leaders must act intentionally to unite generations in order to reap the benefits of generational diversity.

Fostering an environment of respect, inclusion, open communication, and freedom to create and implement ideas will help organizations capitalize on their generations' diverse cognitive power. Marrying previous generations' experience with Millennials' fresh perspectives and innovation will help future-proof organizations in the twenty-first century.

For example, a team that benefits from generational diversity will be able to communicate with the confidence of a Baby Boomer, the experience of Generation X, and the velocity of a Millennial.

Dennis Kennedy, founder and CEO of the National Diversity Council, says, "Managing generational diversity is key for organizations to gain a competitive advantage and make a positive impact on employee morale, productivity, and retention." He adds, "Organizations that want to thrive in the future will need to have employees and managers who are skilled in dealing with differences along these and other dimensions, including generational diversity."

Up until now, companies have asked employees to adjust to the corporate culture, but Anka Wittenberg, senior vice-president and chief diversity and inclusion officer at SAP, encourages corporate cultures to "open up to being inclusive" and allow the uniqueness of each generation and the individual to influence the company culture.

Achieving cognitive diversity through a multigenerational team enables workers to ask better questions, be more effective, and deliver improved experiences for employees and customers of all ages.

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Why Generational Diversity Is the Ultimate Competitive Advantage

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Like-minded teams maintain; diverse teams innovate. It's nearly impossible to learn something new from someone who shares your views or thinks like you. Why is diversity so challenging for many organizations and leaders? Because it's more comfortable to be with people who think and act similarly.

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Gender diversity in the workplace is more important than ever! So many benefits come from diversity.

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Managerial Skills by Robert Katz.

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What is management?Management skill is defined as, "as the ability to work with people and other organizational resources to accomplish organizational goal". Very important take-away: managers should be efficient AND effective!

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Different types of managers should possess different levels of skills. This diagram was helpful for me (visually) to see the breakdowns of: conceptual, human, and technical skills.

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Visual diagram of various sub-categories of conceptual skills.

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The first discussion reminded me of the old and new Apple logos. The progression and success of Apple is quite astounding.

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Henri Fayol's management theory is a simple model of how management interacts with personnel. Interesting article via Business.com is linked below!

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Henri Fayol's management theory is a simple model of how management interacts with personnel. It covers concepts in a broad way, so almost any business can apply his theory of management. Today, the business community considers Fayol's classical management theory as a relevant guide to productively managing staff.

What is the management theory of Henri Fayol?

The management theory of Fayol includes 14 principles of management. From these principles, Fayol concluded that management should interact with personnel in five basic ways in order to control and plan production.

1. Planning. According to Fayol's theory, management must plan and schedule every part of the industrial processes.

2. Organizing. In addition to planning a manufacturing process, Fayol argued that management must ensure all of the necessary resources (raw materials, personnel, etc.) come together at the appropriate time of production.

3. Commanding. Fayol's management theory states that management must encourage and direct personnel activity.

4. Coordinating. According to his theory, management must make certain that personnel work together in a cooperative fashion.

5. Controlling. The final management activity, according to Fayol, is for the manager to evaluate and ensure that personnel follow management's commands.

How does Henri Fayol's management theory apply to small businesses?

Group employees into teams.

Organize your employees into teams that complement their strengths in order to complete projects. If you create a group where everyone has different strengths and weaknesses, the team members can all support each other as needed, ensuring the work produced is as strong as possible. To achieve this, you'll need to have a thorough understanding and appreciation of all of your employees and their skill sets.

Fayol encouraged a team mindset where workers had common goals. Working together to achieve a goal will unite your team members, bettering their rapport and ability to continue working together in the future. Strong teams also minimize the role of blame in the workplace and encourage team members or whole teams to take responsibility when they make mistakes.

Motivate employees with compensation.

In Fayol's method, employers are expected to compensate their workers for any work or performance beyond expectation. Expecting your employees to work long hours or beyond their responsibilities is unrealistic and could cause tension and resentment. Whether you use bonuses, overtime wages or vacation time, recognize and reward your employees for all the work they do. If you appreciate an employee and their effort, you can also promote them and give them a raise. This demonstrates to them and the rest of your employees that you are as dedicated to them as you are asking them to be to you. Fayol also encouraged nonmonetary compensation, like awards, retreats or prizes.

Clearly organize leadership.

Fayol's management method stresses a top-to-bottom hierarchy of power where supervisors ensure employees are following the rules as closely as possible. Although that may not be a good fit for every small business, you can incorporate a clear organization of your leadership. Individuals in a position of leadership - from vice presidents to team managers - should understand their roles and responsibilities to the business as well as to the employees they supervise. In turn, your team members should always know who they can turn to for any issue - whether that is you, a VP or HR. If they have an issue with a project, they should know clearly how to resolve it.

You can make your leadership's organization openly accessible for employees to reference as a contact list or communication flow chart. When everyone is on the same page about who does what, you can save time and confusion as well as minimize the likelihood of major issues.

What are the criticisms of Henri Fayol's management theory?

Keep in mind there are limitations to Fayol's management theory. Since its publication in the early 1900s, Fayol's theory of management has come under criticism. Some of the critiques include:

Limited point of reference

Fayol never conducted research; instead, he based his theory on personal experience running a coal mining company. As a result, the Fayol management theory may not work in every country, for every industry, or with every team size. While some of his advice may work for you, it's likely much of it won't.

Additionally, he only focused on the experiences of managers and supervisors without any consideration for the workers own day-to-day operations. Therefore, Fayol's management of his own business was not even informed by its different levels. Beyond being limited in his own time, Fayol's management methods are outdated in many ways.

Subjugation of employees

When Fayol developed his theory, employers had complete control over employees. For example, Fayol's theory requires employees to prioritize the company over their own needs and interests. Followers of Fayol's methods would be unlikely to check in with employees and get their input on management styles.

Fayol stressed management's need to command and control employees instead of working with them collaboratively. Now that workers generally have far more rights and are recognized as individuals, employing that aspect of Fayol's theory might cause tension and a high turnover rate.

Overemphasis on efficiency

All businesses need to be successful, but Fayol's management theories have been criticized for stressing efficiency and profits above all else - including the people making that business succeed. While some management theories intend to benefit both workers and the bottom line, Fayol's may be considered to sacrifice workers in the name of that bottom line. Without tweaking the methods or updating them to modern standards, a manager using Fayol's method could harm their employees' well-being and work-life balance. This approach will likely alienate good employees. After all, no one wants to feel underappreciated and used.

In some cases, over-adherence to Fayol's methods could even lead to diminished quality. As you rush to push out more products or take on more clients, you may be forced to cut corners you would never have considered before.

How can you learn more about Henri Fayol's management theory?

Find summaries of Fayol's management theory online

For the easiest way to view information on Fayol's management theory, look up online summaries that delve into Fayol's 14 principles of management.

Use consulting services to tailor Fayol's management theory to your business

Management consultants can help you work on new ideas and plans into your current work environment. Believe it or not, many management consulting companies specialize in the classical management theory of Fayol.

Locate workshops and online courses to help you make the most of Fayol's management theory

Fayol's classical management theory often gets absorbed under the title "Project Management." So if you're looking for courses or workshops to help you better understand his theory and 14 principles of management, try looking for project management courses, and ask the instructor for a syllabus before you sign up. This will ensure that you enroll in a class with the right focus.

The University of New England and Watermark Learning both offer extensive online training in project management that covers Fayol's theory as well.

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Henri Fayol's management theory is a simple model of how management interacts with personnel.

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Learn how small businesses can use Henri Fayol's management theory to improve management and increase efficiency.