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This cartoon is about the Decision Tree. I chose this since that corporations use a decision tree to deal with uncertain events by determining expected value of each course of action. It is important as a manager to use a decision tree and I want to be able to use this as one of my control tools. Would you use a decision tree as a manager

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Below shows a graph of the Ratio Analysis. I chose this since it summarizes the financial position of an organization through the calculation of ratios. This is important for the balance sheet and income statements and a manager needs to know this information.

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In this article it describes how the productivity slump is being thought of wrong.  It talks about looking at the workforce more and what they are achieving.  I chose this article since it brought a different perspective to productivity and it is something to keep in mind if you are a manager.

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In this article it describes power in more depth in an organization. It talks about five sources of power that a organization can have. I chose this article since it gave me more insight that there is different types of power.

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Five sources of power help people in charge gain followers.

George Marks/Retrofile/Getty Images

Power refers to the possession of authority and influence over others. Power is a tool that, depending on how it's used, can lead to either positive or negative outcomes in an organization. In 1959, American sociologists John French and Bertram Raven published an article, "The Bases of Power," that's regarded as the basis for classifying power in organizations. They identified five sources of power, namely: coercive, referent, legitimate, expert and reward power.

Legitimate Power

Legitimate power is also known as positional power. It's derived from the position a person holds in an organization's hierarchy. Job descriptions, for example, require junior workers to report to managers and give managers the power to assign duties to their juniors. For positional power to be exercised effectively, the person wielding it must be deemed to have earned it legitimately. An example of legitimate power is that held by a company's CEO.

Expert power

Knowledge is power. Expert power is derived from possessing knowledge or expertise in a particular area. Such people are highly valued by organizations for their problem solving skills. People who have expert power perform critical tasks and are therefore deemed indispensable. The opinions, ideas and decisions of people with expert power are held in high regard by other employees and hence greatly influence their actions. Possession of expert power is normally a stepping stone to other sources of power such as legitimate power. For example, a person who holds expert power can be promoted to senior management, thereby giving him legitimate power.

Referent Power

Referent power is derived from the interpersonal relationships that a person cultivates with other people in the organization. People possess reference power when others respect and like them. Referent power arises from charisma, as the charismatic person influences others via the admiration, respect and trust others have for her. Referent power is also derived from personal connections that a person has with key people in the organization's hierarchy, such as the CEO. It's the perception of the personal relationships that she has that generates her power over others.

Coercive Power

Coercive power is derived from a person's ability to influence others via threats, punishments or sanctions. A junior staff member may work late to meet a deadline to avoid disciplinary action from his boss. Coercive power is, therefore, a person's ability to punish, fire or reprimand another employee. Coercive power helps control the behavior of employees by ensuring that they adhere to the organization's policies and norms.

Reward Power

Reward power arises from the ability of a person to influence the allocation of incentives in an organization. These incentives include salary increments, positive appraisals and promotions. In an organization, people who wield reward power tend to influence the actions of other employees. Reward power, if used well, greatly motivates employees. But if it's applied through favoritism, reward power can greatly demoralize employees and diminish their output.

About the Author

Paul Merchant started writing in 2005. His articles have appeared in "JSTOR Journals" and "Wileys Management Journals." He is a certified public accountant and a qualified project management expert. Merchant holds a Bachelor of Arts in communication from the University of Nairobi.

Photo Credits

George Marks/Retrofile/Getty Images

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Power refers to the possession of authority and influence over others. Power is a tool that, depending on how it's used, can lead to either positive or negative outcomes in an organization. In 1959, American sociologists John French and Bertram Raven published an article, "The Bases of Power," that's regarded as the basis for classifying power in organizations.

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Monetary incentives is used as a motivation tool for employees.  A lot of firms make a wide range of money-based compensation programs for their employees.  This image is perfect for this subject and money makes the world go round.  I do have to say that it is nice when a company does offer monetary programs since its a nice perk.

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This cartoon is about motivation and how you want people to act. The right motivation ensures the accomplishments of certain goals that you as a manager want to achieve. I chose this image since this is not the way to motivate employees and to keep in mind the right way to go about motivating employees.

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This image is the Life Cycle Theory of Leadership. This links leadership styles with various situations to ensure effective leadership. I chose this to keep in mind that leadership style should reflect maturity level of the followers.

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The article below is about Servant Leadership and what it is to be one.  I chose this article since this is the kind of leadership I want to have.

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In every management position you can chose to be a leader or a manager or both. For myself I would like to be both so I can be the most effective in my position. I think this image really defines the difference between the two.

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This image shows the Stages of Team Development and its definition. I chose this image because it gives a great representation of the five stages. As a manager it is important to have a knowledge of the stages since more organizations are using work teams

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This article is about Formal and Informal groups in an organization.  I chose this article so everyone can get the basic idea of the difference between the two.  As a manager it is important to understand the nature of these groups and when I become a manager I want to keep this in mind.

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From a organizational point of view, there are basically two types of groups. These are formal groups and informal groups.

Formal Groups

An group is formal when it is purposely designed to accomplish an organizational objective or task. It is created via formal authority for some defined purpose.

A formal group can be a command group or a functional group that is relatively permanent is composed of managers and their subordinates who meet regularly to discuss general and specific ideas to improve product or service.

The formal groups usually work under a single supervisor, even though the structure of these groups may vary. For example, in one form of group such as in production, the members of the work group depend on each other as well as on the supervisor and in another form of group, such as sales force, the members of the group work fairly independently and their common contact may be the district sales manager.

Other types of formal groups include task forces and committees. The task forces are temporary in nature and are set up for some special projects. The committees can be permanent, such as a planning committee, a finance committee or a budget committee and may become an integral part of the organizational structure.

A committee can also be temporary such as a special task force that is set up for a particular purpose and is then disbanded when the purpose is achieved. For example, the committee to reelect the President is temporary in nature and is disbanded after the election.

Informal Groups

Whereas formal groups are established by organizations to achieve some specific objectives, informal groups are formed by the members of such groups by themselves. They emerge naturally, in response to the common interests of organizational members. They are formed spontaneously, without any formal designation, and with common interests such as self-defense, work assistance and social interaction.

They exist outside the formal authority system and without any set rigid rules. Though officially unrecognized, they exist in the shadow of the formal structure as a network of personal and social relations that must be understood and respected by the management.

Informal work groups are based upon socio-psychological support and reasoning and depend upon member's interaction, communication, personal likings and dislikings and social contacts within as well as outside the organization. How powerful these informal groups can be seen from the fact that if one member of the group is fired, sometimes all workers go on strike in support of that member of the group.

The bonds between members are very strong and bring in a sense of belonging and togetherness. This togetherness can have a powerful influence on productivity and job satisfaction, since employees motivate each other and share each others burden by training those who are new and by looking up to old timers for guidance, advice and assistance.

Informal groups may have their own leaders and followers, group goals, social roles and working patterns. They have their own unwritten rules and a code of conduct that every member implicitly accepts.

The leadership of the informal groups develops from within rather than a formal election. An individual, who is working in a group for a long time and has a good rapport with other members, may emerge as a leader due to his technical expertise and his seniority. For any problem within the group, either technical or social, the members would go to this leader rather than the formally assigned supervisor.

Some other aspects of Informal Groups are as follows:

Group Norms: Parallel to performance and other standards established by the formal organizational structure, the informal groups have their own norms as rules of conduct and a standard of behavior that is expected of all members.

Groups Roles: There is an unwritten assignment within the group as to which task will be done by whom and under what conditions. Some job roles are assigned by the management by matching the job description with the person's qualifications and some other roles develop within the group. For example, some members may informally be technical advisors to others as to how to do the job better and others may act as arbitrators in social problems or other differences that may arise among members.

Group Goals: The goal of the informal group, whether it be profitability that conflicts with the organizational goals or customer service which is in accord, heavily influences productivity. It is necessary to integrate the group goals with the organizational goals for the purpose of improvement and success.

Leadership: The informal leader emerges from the group either because of his personal charisma, his social status or his technical expertise. He is not formally elected but is accepted in the minds and hearts of the workers. These leaders influence the behavior of others and remain leaders as long as they are sincere to the group interests.

Group Cohesiveness: Cohesiveness refers to the degree and strength of interpersonal attraction among members of the group. High degree of cohesion is highly motivating in achieving the group goals. Members help each other and support each other. The degree of cohesiveness depends upon the commonness of the perceived group goal, the size of the group and the ability of the group leader to facilitate cohesion. Group cohesion also has synergetic effects where, together they produce much more by the collective efforts than the sum product of the individual efforts.

Informal groups are powerful instruments in all organizations and sometimes can make a difference between success and failure. A cooperative group makes supervision easier, thus lengthening the effective span of management. The group is also there to make sure that the basic principles of the formal organization are not violated.

For example, if a manager misuses his authority and promotes an unqualified person, the informal group may use its influence in making sure that it does not happen. The informal group also serves as an additional channel of communication to the management about conditions of work when such information may not be available through official channels.

One problem with an informal group is that it is primarily centered towards human elements, that can be highly unpredictable affecting the smooth operations of the organization. Due to rules and procedures being unwritten, they can change from situation to situation. Also the informal group can be considered subversive in nature if their goals conflict with the forma! organizational goals.

In such situations, managers often view them with doubt and suspicion. They tend to see informal groups as potentially harmful to the formal organization. For that reason, some managers seek the support of informal groups and their leaders in order to reduce such a threat. They tend to view such informal groups as valid, stable, and structurally sound and hence show consideration and respect for their existence and their views.

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Types of Groups (Formal and Informal) | Management Study HQ

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From a organizational point of view, there are basically two types of groups. These are formal groups and informal groups. An group is formal when it is purposely designed to accomplish an organizational objective or task. It is created via formal authority for some defined purpose.

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The above imagine is defining the Grapevine in an organization. I chose this imagine since that most grapevines generate rumors that are detrimental to organizational success. As a manager I will try and use the grapevine to maximize information to employees.

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Selection is the process for Human Resources to choose an individual to hire. A personality test is one of the four testing that is used. A personality test is used to determine emotional maturity, subjectivity, honesty, and objectivity. I chose this on the basis of that is what my husband might say and it just brought a light humor to an important thing that an organization needs to do for hiring. For myself using the four testing methods will be after I earn my degree since I want to specialize in Human Resources.

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This cartoon image is referring when an organization is making a SWOT analysis.  SWOT is an acronym for a firm's Strengths and Weakness and its environment Opportunities and Threats. I chose this because I thought it was funny and I know that sometimes I want to raise my hand on that question.

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There are advantages and disadvantages to group decision making and you can see some examples in the chart above.  I chose this image since it can easily be used to determine if a group decision or an individual manager's decision should be used.

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In this article it states how the Campbell Soup corporation used forecasting as a planning tool to improve production. Doing this helps the company reduce inventory levels while improving service. This article gives great insight to how a major company like Campbell's does planning.

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Four years ago, Molly Kissell transitioned into the role Director of Integrated Demand Management at Campbell Soup. Campbell Soup's demand forecast accuracy - as measured at the item/location one month following the forecast - had fallen into the mid-60s.

The initial goal simply sought to achieve historical levels of forecast accuracy. For the first couple years, they explored various benchmarking solutions - including participation in Chainalytics' Demand Planning Intelligence Consortium (DPiC) - and worked to improve planners' capabilities to use their new demand management solution.

By 2015, Ms. Kissell explains, we had concluded that DPiC "was a great tool set to understand our capabilities and provide realistic aspirations" for improvement. For fiscal year 2017, "lag one forecastability" - the measure described above - was in the mid-70s - a substantial improvement.

But is 76 percent forecast accuracy good or bad? That is one of the benefits of DPiC benchmarking. DPiC focuses on "forecastability." In other words, not all products and demand scenarios are equally easy to forecast. For some products, 76% accuracy falls well below expectations. For example, a product that possesses steady demand and requires little promotion. For newer, actively promoted products, 76% accuracy would be excellent. This concept is explained in greater detail in the article, " Robust Benchmarking is Still the Exception."

Ms. Kissell continues "we are getting actionable insights that help us improve accuracy and drive better supply chain capabilities." Accurate forecasts help companies reduce inventory levels while improving service. Campbell Soup's primary measure of service includes case fill accuracy for its customers, inventory measured by days of coverage, and the amount of inventory written off for obsolescence. Forecast accuracy remains important, but these metrics, driven by accuracy, ultimately "drive the bottom line."

Planners use DPiC's actionable insights to target the top ten items driving the most improvement, where improvement is measured by fast moving SKUs with high forecast errors, inventory levels, or service issues. In terms of assessing raw materials that comprise a finished product, and applying the forecast upstream, "a better forecast may not matter if there are other ways to manage volatility. We are using actionable insights "to Improve the forecast in places where it does matter."

The DPiC benchmarking has positive effects on the demand management department as well. Ms. Kissell points out that it is "more motivating to have individual targets that are well thought out, with proof that you can achieve them." In contrast, many organizations' forecasting goals can feel arbitrary and impossible to achieve. Realistic targets help employees to understand that when their forecast accuracy appears to be low, they may actually be exceling.

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A Key Ingredient to Campbell Soup's Ability to Greatly Improve their Forecasting

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Four years ago, Molly Kissell transitioned into the role Director of Integrated Demand Management at Campbell Soup. Campbell Soup's demand forecast accuracy - as measured at the item/location one month following the forecast - had fallen into the mid-60s. The initial goal simply sought to achieve historical levels of forecast accuracy.

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Below is an image of the steps in the planning process.  This is a great process to follow to ensure effective planning and outcome for a project.  Choosing this imagine hopefully will be useful to a manager to use as a guide, I know for me that I will be using it.

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The below image shows an example of a line structure for one type of authority within an organization.  I chose this model since it is easy to see the different segments for each type of employee.  In my office they have put up a model like this one, does your work provide this or something similar?

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This picture is a great example of organizational socialization.  As employers recruit it is their responsibility to appropriately integrate new employees into the organization's culture.  It is always easier on a new employee when they can feel welcome and become a productive team member.  Think back when you were hired, did you feel welcome by everyone?

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Delegation is the process of assigning job activities within an organization.  The article below brings up a valid point that it is easy to delegate but it really should be summed up as clarity.  I chose this since delegation is important but to clarify what you are delegating is a better way to put it.  In my personal work experience I have faced this when my manager gave me an assignment but did not clarify it made my work a lot harder to accomplish.

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I write about management in its many forms. Opinions expressed by Forbes Contributors are their own.

While most everyone in business would agree that delegation is critical to managerial success, how often are we dissatisfied with the results of what we've delegated? How often is the "product" that is returned to us not exactly what we'd hoped for? While this is sometimes the fault of the person of completing the assignment, it's often the fault of the person giving the assignment. And there's a common root to the problem.

One word, I believe, sums it up: clarity. (Or lack thereof.) While those executing an assignment have the responsibility to deliver a professional product, those making the assignment have the responsibility to ensure that the assignment is, as an old editor of mine used to put it, "clear as a mountain crick."

Let's dissect delegation. Following are four common areas where it can go astray.

Clarity of objective - What exactly is it that needs to be done? Is an assignment as clear as it ought to be? Take an imaginary example: An executive (likely distracted, edgy, harassed by too much to do in too little time) calls you and says, "I need a quick competitive analysis of Barking Dogs of America. The board's expressed an interest in it and so has Schnauzer (your CEO). High priority. Gotta run to a meeting now, but I want you and Beagle to handle this. I know I can count on you both - trust me, there's a lot of interest in this one!" (FYI, Barking Dogs is a key rival that has been gaining market share at an alarming rate.) How will you respond to this phone call and assignment? Probably a fair amount of the time, taken off-guard yourself and slightly disturbed by the urgency and impatience in your boss's voice, your answer will be something along the lines of a jaunty, "Sure, no problem - you can count on us. Beagle and I are on it!" But what exactly is it you and Beagle are on? Does your boss want a paragraph? A page? Slides? A 20-page report? And analysis of what? Sales? Earnings? Market share? Distribution? Advertising? All of the above? Who knows? All you really know is that the project is important and your boss is anxious.

Clarity of responsibility - I can't tell you how many times in my corporate career I was given assignments for "me and Beagle" to handle. Or worse still, "me and Beagle and Spaniel," three trusted lieutenants. Even if you and Beagle and Spaniel are all very capable, which no doubt you are, whose assignment is it? Who does what to whom? Without a clear project lead, what you've mostly been handed is a recipe for confusion.

Clarity of time - Let's return to our hypothetical canines. The request was for a " quick competitive analysis." Well, how quick is quick? Could it be a day? Maybe. A week? Possibly? Two weeks? Conceivable - a competitive analysis can get pretty meaty. What both you and your boss most want to avoid is a phone call just, say, three hours later with your boss barking, "Where's that competitive analysis? I'm meeting Schnauzer in 10 minutes!" (When you were planning to meet Beagle over coffee first thing tomorrow morning to discuss how you'd approach the project...)

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I write about management in its many forms. Opinions expressed by Forbes Contributors are their own. While most everyone in business would agree that delegation is critical to managerial success, how often are we dissatisfied with the results of what we've delegated? How often is the "product" that is returned to us not exactly what we'd hoped for?

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Organization structure is very important since it refers to the designated relationships of a management system.  Not having this structure will form chaos within the company since there is no guide on the chain of command.

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I found this to be true when you are at work when your manager comes to you and wants a long detailed summary and it can be done in mere minutes. If you are not in a management position you don't always know that there is a process that has to be done for most things and this cartoon shows one of the management functions of planning.

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The above picture shows how careers are viewed as evolving through a series of stages.  This was fascinating to learn about since when you look at each stage you can personally say that this is correct.  This is great to keep in mind when you are at a top position to gauge what stage each employee is at.

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Knowing the difference between managerial effectiveness and managerial efficiency is an important aspect when you are in a top position. I chose the article below since it goes into further detail about the different combinations that each manager can portray.  Having both effectiveness and efficiency are essential and I plan on having a balance of both for when I am in a managerial position.

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The Difference Between Efficiency & Effectiveness in Strategic Management

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Strategic management lays out goals and objectives for pursuing a company's mission. Your small business, from Day One, has had a strategic manager--you. If you have added managers since then, they are most likely involved in finding strategies to help your business succeed. One of those strategies may involve ...

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This show the different types of Organizational Models and some key factors for each one. It is interesting to see the differences between each one and just expands what I have learned in class.

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This was great article that expanded what I learned in Modern Management and it also gave a little bit of a different perspective.

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Multinational Corporations - strategy, organization, examples, advantages, company, business

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Encyclopedia of Business, 2nd ed. Multinational Corporations: Mar-No

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I had to include this cartoon here because for me this is what I think about corporations that keep getting bigger. The human interaction is almost extinct now and as corporations they are always looking for the bottom line, why hire when an automated voice can do it cheaper.

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This is a great picture to show a Sustainable Organization. There are the three areas to be aware of when trying to make your company sustainable and they are economy, environment and society. It's really important that an organization be aware of all three areas to protect the future generations to come.

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Diversity in the workplace is such an important thing to consider when hiring for new positions. I chose the article below because it shows the impact of having diverse employees and that even now some executives are not sure exactly what the term "diverse" really means. It's time that the "boomers" truly understand the great impact that this can bring to a corporation.

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

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

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

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

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

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

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race and ethnicity in the united states census

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Diversity Management Is the Key to Growth: Make It Authentic

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

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Everywhere that I have worked there has been a multi-generation workforce.  Some jobs everyone got along just fine and in other jobs the older generation looked down upon the younger generation.  I noticed that when everyone came together it was a more productive work environment.   Here is a graph showing the three generations that are in the workforce now. How has a multi-generation workforce worked for you?

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A Multinational corporation has operations in more than one country.  A lot of planning, organizing and influencing people make these companies grow internationally.  The only Multinational organization that I have worked for is McDonald's but I never had a manager position so I did not see the extent of what really goes on.  This was a great Module to learn about and for my future business endeavors it is something to think about. Of course I chose the Golden Arches as my picture since that was my first job and it's multinational. Have you worked for a Multinational Organization?  If so, what is something that you personally learned?

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The code of ethics is how people within an organization should act and make decisions.  Working at a hospital has taught me about not receiving gifts from patients or suppliers.  This code of ethics has been in place for the suppliers so no one will buy there products due to incentives.  This is why I chose this picture to remember to always take the high road when it comes to ethics.

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In this module it really opened the door to see what modern management is really about since this is my first class.  One part that I found interesting is the Classic View of Management Skill, which includes technical skills, human skills and conceptual skills.  This has taught me the skills that I will need as I grow in management positions.