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Managing human resources  and communications

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Managing human resources  and communications

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This explains the role more into depth.

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Role of Communication in Human Resource Management

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It is the human resources department's responsibility to hire effective employees and prepare those employees to perform assigned tasks correctly. Communication plays a key role in the relationship.

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Managing human resources and communications

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Managing human resources and communications

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In order to understand managing human resources and communications you have to understand human resources as a whole.

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Managing human resources and communications

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Managing human resources and communications

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This image shows overall what you have to go through in order to have successful communication.

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This picture shows the actual structure

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This article gives you more understanding on organizational structure

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This helps you to understand the organizational process side of it all.

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Organizing, like planning, must be a carefully worked out and applied process. This process involves determining what work is needed to accomplish the goal, ass

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This breaks it down into everything it is.

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This was image was important to include because it breaks down global management.

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This talks about global management which helps give more of an understanding on it.

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This tells you why anything needs to be controlled in the first place.

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This basically shows how the job is in the work force and who does what.

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I decided to include this video because it gives you insight on monitoring performance which will help you control it as well.

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√ Operations Processes: Monitoring, Control and Improving | Business Studies

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I included this video because it gives some overview on management.

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I included this because it explains what managers are and what management is.

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I included this because it also includes a few steps that could help you with planning and decision making.

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By John Dillard

Crafting a strategic plan doesn't have to be a painful, expensive process for your business or government agency. Rather, think of it as a decision-making process that keeps you from making the same mistakes year after year.

Strategic planning is the high-level process of listing your priorities and aligning them with your long-term vision for your organization. A strategic plan becomes the "North Star" for your other decision-making tools, including project evaluation and budget analysis. Thus, the more robust your strategic planning, the better your decision analysis and execution.

So, whether you're a strategic planning veteran or you're crafting your very first strategic plan, act on these four steps in order to maximize the results for your decision analysis tools:
1. Harness Different Decision-Making Frameworks
Your strategic planning process - and decision analysis - is more effective when it provides the decision-making frameworks for day-to-day execution.

Just like a GPS might give you different route options for the same destination based on time, distance or fuel efficiency, your strategic plan defines the high-level destination, but your decision-making tools help you decide how to get there based on your decision-making framework.

Some common decision-making frameworks include:

Brainstorming (even when solutions seem "obvious")

Analysis of alternatives

Ranking

Weighting

2. Rank Multiple Priorities At Once
One common temptation in a strategic plan is to simplify your priorities too much. When it comes to prioritization of goals for your business or agency, it's not just an either/or decision-making process, but it's also a matter of ranking, apportioning and meeting multiple goals all at once.

Yet, achieving this multi-level prioritization is too complicated for the human mind to handle on its own. Without decision-making frameworks, hardwired shortcomings hold back your decision analysis, such as:

Being shortsighted

Continuing a project merely because you started it

Being afraid of the unknown

Resting on your laurels

Intuiting that the future follows a straight line from past patterns

Being distracted by new (but possibly irrelevant) technology

The only way to prevent these shortcomings from tainting your decision-making process is to enter your strategic planning and budgeting session with an open mind, clear communications, a collaborative outlook and robust decision-making tools.
3. Quantify Your Decision-Making Approach
"Gut-level" decision making is a practice of the past. In the modern day, you now have all the organizational data you would ever need to inform and guide your decision-making process, and intuition alone is more than likely to lead you in the wrong direction.

Instead, start your strategic planning initiatives with a quantified approach that's easier to translate into data-driven decision-making tools, such as:
4. Prune Projects That Aren't Productive
Just because you've started a project, program or initiative doesn't mean that it's worth continuing or finishing, and a strategic planning approach helps you prune out unnecessary or wasteful projects that consume too much of your time or budget.

Every year, review and assess your priorities and projects in the same manner as when you started them. Review budgets, costs, schedules and plans as carefully as you did before you initiated the program.

In your assessment, measure whether a current project or initiative lines up with the priorities and decision-making framework as laid out by your 1-year and 5-year strategic plans. If a project no longer measures up or no longer matches your priorities, it's time to prune it from your budget.

Following these strategic planning and decision-making steps keeps your agency or business from straying from its vision or strategic goals. And with the right focus on your goals, there's no limit to what your organization is able to achieve.
Need the tools to make better decisions for your business or agency? Start with your data and decision analysis tools. Click below to download a free tip sheet from Big Sky Associates and harness the power of data-driven decision-making tools for your organization today.

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4 Strategic Planning Steps For Better Overall Decision Making

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By John Dillard Crafting a strategic plan doesn't have to be a painful, expensive process for your business or government agency. Rather, think of it as a decision-making process that keeps you from making the same mistakes year after year. Strategic planning is the high-level process of listing your priorities and aligning them with your long-term vision for your organization.

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I included this video because it gives a few steps you can take that can help you make a decision.

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I included this picture because to me it represents people in the corporate world coming together to plan something up and possibly come up with a decision or solution.

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I decided to include this picture because I think that these are some of the characteristics that a leader should have.

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I decided to include this video because it somewhat gives you and ideal of how to be an leader and how to basically have a successful company.

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Leadership and Motivation: The Big Lesson

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I decided to include this article because it gives an insight on how leaders motivate their team.

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Human beings all deeply want to believe in something. It's in our basic human nature. If you want to motivate your employees and attract customers and investors with ease, one of the most vital things you can do is give them a "why" to believe in.

There is a fascinating study done by Dr. Adam Grant and his colleagues who worked with call center employees at the University of Michigan. These employees had the unenviable task of cold calling alums to ask for money. One of the groups in this study was able to meet a scholarship recipient and talk to him first hand. The scholarship recipient talked about how much the scholarship had changed his life, and he thanked the people in the call center for their hard work. Once the call center workers realized how their work had an impact, they became motivated to work harder and the group's weekly revenue increased an amazing 400%.

In another study, when nurses assembling surgical kits met the health-care practitioners who would use their kits, the nurses worked 64% more minutes and made 15% fewer errors than those nurses who did not meet the "end user " (Belle, 2013).

In national surveys over the past three decades, the vast majority of Americans have identified meaningful work as the single most important feature that they seek in a job. One of the easiest and most powerful ways to imbue a sense of meaning in work is to put employees in touch with the end user.

For example, Deere & Company invites farmers who are buying tractors to visit the factories with their families. Assembly line employees get to meet the farmers, hand them a gold key, and watch them start their tractors for the first time.

At Olive Garden, managers share with the staff letters from customers describing how they chose to celebrate meaningful events at the company's restaurants.

Great leaders know that people are intrinsically motivated when they understand why they are doing something, and the best leaders put the correct conditions in place to ensure people gain this deeper connection.

According to Dr. Grant, a face-to-face meeting has the strongest emotional impact on an employee, particularly when the employee does not normally interact with the end user.

A Microsoft lab manager interviewed by researchers Michael Cusumano and Richard Selby explains that after seeing an end user, developers "immediately empathize with the person. The usual nonsense answer; 'Well, they can just look in the manual if they don't know how to use it,' or 'My idea is brilliant; you just found ten stupid people' just goes out the door." Grant adds that "a face-to-face connection with end users appears to elicit empathy among the developers, motivating them to design software with users in mind."

As a leader, ask yourself "What are the ways I can engage end users with our employees?" One start up in Silicon Valley invites current and potential clients to a monthly happy hour event with employees.

Another solution is to harness some of the information you may already have. If you have letters from satisfied customers, positive feedback, gratitude, or even data showing the impact of your products and services, share this information broadly in your organization. As Bonobos CEO Andy Dunn shared with me in an interview, "There are no diminishing returns to specific positive feedback ." It's a free, unlimited resource that many leaders are not leveraging as well as they could.

Another option is to turn employees into end users. Encouraging employees to try the product for themselves is the easiest way to create this conversion. Not only does the company receive additional feedback on its products, but the employees have a better understanding of the user experience.

Sending employees out into the field is another way to connect them with end users. Chris Hendriksen, the CEO of healthcare company VRI, says he spent his first few months at the company riding in the truck, visiting end users, and participating in the actual customer experience.

Regardless of the specific approach you take, the research clearly demonstrates that a simple yet powerful way to decrease burnout and greatly increase the motivation and satisfaction level of your team is to give them a "why" to believe in. And one of the easiest ways to do this is to connect your employees with your end users.

​ ​

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Human beings all deeply want to believe in something. It's in our basic human nature. If you want to motivate your employees and attract customers and investors with ease, one of the most vital things you can do is give them a "why" to believe in. There is a fascinating study done [...]

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I included this because it tells you how important it is to make sure your performance is controlled.

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While you don't want to micromanage your employees, you can't leave them unsupervised if you want to maximize organizational efficiency and productivity. Creating effective management controls - including strategic objectives, operational policies and employee guidelines - will help you direct, rather than just limit, the activities of your employees.

Organizational control includes developing rules, guidelines, procedures, limits or other protocols for directing the work and processes of employees and departments. These controls can include setting rules or procedures for financial transactions, employee behavior and specific practices for all or individual departments. A control can depend on an individual employee following the guideline, or require multiple parties to agree on an action.

A common internal business control target is regulating financial procedures. This helps improve communications, allows managers to determine whether their efforts are meeting annual goals, and prevents fraud and errors. These controls include requiring each department head to submit and monitor an annual budget, setting limits on who can write checks, requiring large purchases to be pre-approved by management, holding regular audits and conducting regular budget variance analyses to spot potential problems before they get out of hand.

Financial controls can also include the production of regular reports such as cash-flow and profit-and-loss statements, and labor, overhead and production expense reports.

To maximize sales to a target customer base, a business must send a consistent message about its products or services. This includes not only communicating the brand through marketing messages, but also by your price, where you sell your product, its features and packaging. Organizational controls often require all decisions regarding product, price, promotion and distribution to go to the marketing department first for approval. This helps prevent inconsistent brand messages, such as a promotions manager offering a two-for-one coupon at a high-end salon or restaurant.

One of the aims of organizational control is to help departments work better together. You can do this by instituting specific communications procedures, weekly interdepartmental meetings and regular management memos. To improve the performance of individual employees, your controls might include sharing a detailed organization chart so everyone knows who reports to whom.

Controls can include requiring managers to create written job descriptions for every subordinate. Companies might hold mandatory orientation sessions for new employees, require certification for some employees and create an employee handbook that sets workplace policies such as attendance rules, grievance policies and safety regulations.

The threat of lawsuits or workplace rule violations is a serious concern for employers, and organizational policies and procedures that address employee behavior can decrease missteps. Workplaces free from harassment, discrimination, bullying and gossip foster better morale and team spirit, and reduce problems that can lead to decreased productivity, efficiency and overall performance. The same holds true when companies institute safety and security controls, and provide employee training.

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How Organizational Control Is Important to Organizational Performance

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How Organizational Control Is Important to Organizational Performance. While you don't want to micromanage your employees, you can't leave them unsupervised if you want to maximize organizational efficiency and productivity. Creating effective management controls -- including strategic objectives, operational policies ...

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I decided to include this artifact because it defines motivation which gives me a insight on how to be able to give motivation out.

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An effective leader must understand the basic needs of employees, peers and his superiors. Learn in detail how Leadership is used as a means of motivating others.

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Managing Human Resources and Communications

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Managing Human Resources and Communications

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This video gives some insight on how to have successful communication with employees.

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Steps to Successful Employee Communication

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This provides insight on what organizational structure really is.

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I included this artifact because it includes the relation between planning and decision making which I believe is important to know.

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Planning and decision-making, organizing, leading and controlling are all interrelated.

Planning and decision making is the most important step of all managerial functions.

There are many relationships between decision-making and planning.

Definition of Planning

Planning managerial functions where managers are required to establish goals and state the ways and means by which these goals are to be attained.

Therefore planning is taken as the foundation for future activities.

Or in simple terms; planning is deciding in advance what is to be done. Planning is the thinking of doing.

Management every time has to look for planning long-range and short-range future direction by estimating and evaluating the future behavior of the relevant environment and by determining the enterprise's own desired role.

Plans have two basic components: goals and action statements. Goals represent an end state the targets and results that managers hope to achieve.

Action statements represent the means by which an organization goes ahead to attain its goals. Planning is a deliberate and conscious work by means of which managers determine a future course of action for attaining a specific goal.

To a manager means planning is thinking about what is to be done, who is going to do it, and how and when he will do it.

Planning also required thinking about past events and about future opportunities and impending threats. Planning process finds the organizational strengths and weaknesses.
Read: Managerial Skills: 5 Skills Managers Need (Explained)
Definition of Decision-making

Decision-making is the process of identifying a set of feasible alternatives and choosing a course of action from them. Decision-making is a part of planning.

Decision-making is an intermediate-sized set of activities which begins with an identifying problem and ends with choice making or decision giving.

Management is the constantly influencing organization's action and decision-making process is central to doing it.
Read: 4 Purpose Organizational Goals Should Serve for Enterprise
In the decision-making process, a manager identifies a specific situation and finds the threats and opportunities that it offers.

Then the manager must find the available alternatives to tackle the situation.

This is where planning comes in.

By planning; manager finds these alternatives by testing and measuring their effectiveness. They identify the pros and cons of each alternative.

After that, the managers must use their decision-making skills for selecting one path of action. Decision making is the core of planning. Unless a decision has been made, a plan cannot be implemented in the field.

So we can say that planning and decision-making, both are interrelated. Decisions can be made without planning but planning cannot be done without making decisions. Planning can be defined as the process of selecting a future course of action.

Decision-making defined as the process of selecting a course of action from the alternatives.

They need to be accurate for the welfare of the organization.

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Relation between Planning and Decision Making

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Planning and Decision Making are most important managerial functions, and there are many relations between them. Planning is the thinking of doing. Decision-making is a part of planning. Planning is the process of selecting a future course of action, where Decision-making means selecting a course of action.

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This defines organizational management and to know what that means will help you manage a global organization.

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Business success requires thoughtful strategy developed into a plan that is executed effectively. Organizational management is the process of leading a company and effectively using or controlling its assets and resources. Organizational management goes well beyond a corporate structure; it requires leaders to have methods in place to resolve issues and develop solutions that help the business move closer to its desired goals and vision.

Organization Management Definition

Organizational management is a combination of many components of leadership within a company. The actual structure of the company is utilized to gather information to analyze it. This analysis is then used to develop strategies that are then implemented and executed via meetings, training and promotion. Every business utilizes organizational management in a different way contingent on the unique needs of the business.

Once a plan is implemented, organizational management must monitor and adjust activities depending on results. If a company is not nimble to change based on feedback, it's organizational management is not complete. There must be a complete loop of feedback that sets the fluid strategies set from the top and delegated to the deepest channels of the company where performance results must let leadership know if strategies are succeeding.

The goal of organizational management is to use the various levels of company leadership in the leadership hierarchy to set goals, monitor results and build a stronger company. Strategies might involve employee training, promotional strategies, operations efficiency or any other aspect of the company.

Organizational Structure vs. Organizational Design

Organizational structure and organizational design are similar but not interchangeable terms. Both as components of overall organizational management. Organizational structure is the way the company hierarchy is laid out. This might look like a flow chart with the CEO at the top and various vice-presidents and operational directors under him. Under that may be branch managers and other department leaders with the people who do the work underneath. While there are derivatives to this standard type of linear organizational structure, the idea remains: structure refers to who is reporting to whom. It is the chain of command.

Organizational design describes how the chain of command functions with processes and procedures. It is a plan. The organization might execute the flow of information based on email or memo correspondence. Information might go to one superior to then be summarized and disseminated while another organizational design might have the same report go to four or five people in the chain above him. It reviews and catalogs all tasks and functions of all positions at every level of the organizational structure, then groups these items and sets a workflow for the efficiency of the entire company.

Lower level managers often have specific methods of design for their departments that work within that department. An accounting department might design a checks and balances feature where team members share the report in a team before submitting to get feedback and a review of accuracy. There could also be a higher level design that is implemented from top to bottom. This could be something as simple as payroll timecards need to be submitted by a certain deadline in order to be processed timely.

Importance of Organizational Management

A business should place a priority on establishing solid organizational management to create a company that clearly pursues goal achievement. Business leaders need to be clear on the goals of the company and implement processes and procedures and are willing to monitor and adjust based on critical feedback. When this happens, subordinates are clear on how to complete tasks. This creates equilibrium in the company allowing it to adapt as needed in changing environments. It also gives company workers the ability to present ideas from the baseline level of production or service that gives senior executives the raw data needed to improve things.

Companies emphasizing the details and how to execute them properly but willing to accept feedback is a company positioned for success because it uses resources optimally. Senior level managers that live in a bubble without considering what the layperson on the assembly line knows is leaving the company vulnerable to errors and problems. It also means the company may miss opportunities for innovation that leaves it exposed to innovative competitors. Mismanagement leads to mistakes, missed opportunities and ultimately higher costs. Proper management effectively uses financial resources and reduces overall costs.

Investment brokerages are a good example. The organizational design of a company two decades ago had much less emphasis on online systems that empower clients. Today's market is completely transformed with the largest advisors offering online services to clients. Brokerages not cognizant of the consumer feedback because of poor organizational management had leaders who felt that they knew better from their penthouse corner office. Many of those companies lost market share and even closed because they refused to implement designs including customer feedback from advisors.

Management vs. Development

An organization and management are a unit. Managers are the leaders of an organization. They motivate and inspire as well as keep teams accountable to get work done. Management is tasked with the responsibility of setting regular activities, developing specific action plans and ensuring that a team or department succeeds with their part of the company's success. This could be a production manager making sure the line gets the products out without a high percentage of breakage. It could be a sales manager defining sales goals and the activities that must happen to achieve them.

Development addresses issues or works to improve existing things. Issues might be deficiencies in the process or skill gaps among workers. Improving things might consist of identifying employees who can be trained or developed for more responsibility and even leadership. Development seeks to find areas to improve. It is the foundation of innovation at every level of an organization. Innovation goes well beyond some new scientific breakthrough. It includes finding a faster or more efficient way of doing something. If a manager is able to develop his team and innovate a process to save time on every order, the manager could improve department efficiency tremendously.

Organizational Structure and Management

Organizational structure is the relationship of power, teamwork and accountability. Without accountability, the direction of the company can veer off course and lose sight of the goals that are pertinent to success. For example, if a company's sales force veers from focusing on business to consumer sales to business to business sales, profitability might decline. The sales team is the team of strategy implementers and the higher-level managers may not want to sacrifice sales to consumers which is a faster process for a slower sales process.

This is why management is important. Manager review strategies and goals filtered down from the top management teams and then delegate duties to subordinates to implement them. The structure says who reports to who. Management defines how that communication is delivered, when and provides insights for analysis. Just having an organizational structure does not guarantee successful organizational management. Quite the contrary, a poorly structured company still has the opportunity to succeed if managers are able to effectively delegate and relate information. But bad organizational management leaves a company with no one taking charge even though the structure may say certain people are in charge.

A ship has a captain and a crew. Within the crew, there are department heads to ensure the ship functions properly. There may be a manager in the engine room delegating tasks to make sure all machinery in the engine room is maintained and operating properly. There could be a doctor as the medical advisor in charge of a team who care for sick and injured crew members. There is a mess hall with a manager in charge of making sure the entire ship's crew gets fed. All of these departments work toward one goal: getting the ship to the next port. If the crew in the engine room decided they preferred to be on the deck, there would be no one to run the engines. The structure starts with the captain and works down a chain of command with department leaders, team leaders and ultimately down to crew members. A business organizational structure functions similarly.

Corporate Management Leadership Styles

There are various styles of leadership any business manager can utilize. Most business leaders have a dominant leadership style but may incorporate other styles as deemed necessary by presented situations. There are six commonly recognized leadership styles and top management should consider how these styles affect different departments. It may be that a company employs leaders of one primary style consistent with the CEO's vision or it may be that a company finds managers with styles more effective for specific departments.

The six common leadership styles are:

Each of these styles has advantages and disadvantages. Some are more effective in some organization's departments than others.

A directive leadership style is the order-giver. This leader says what you should do, and expects it to be done without question. It is authoritarian and is considered in many modern business environments to be a little outdated. However, it has merit when needing to hold people accountable in areas such as compliance or safety issues.

The visionary leadership style has been emulated by organizational leaders seeking to create the magic that Steve Jobs created at Apple. A visionary leader inspires people from the highest levels of management to the lowest janitor, drawing them to work together for a common purpose.

An affiliative leadership style is relationship-driven. This leader spends time developing trust among employees, and is often in the trenches of a work day with his sleeves rolled up, along with his staff. The problem with this style is that the leader is less concerned with results and is more concerned with being liked and trusted. Positions requiring a lot of negotiations could benefit from this style of leadership.

The participative leadership style functions like a democracy; everyone has input into the process and goals. While this helps to engage the team in the overall goal, it could dilute a manager's authority. The team must be competent and self-aware enough to maintain focus on the company vision for this strategy to be effective.

A pacesetting leadership style is the true lead-by-example model. This model works well in new departments or departments that have inexperienced workers who might not have the belief that certain goals are attainable. The pacesetter is always at the front of every report, as the employee who has the greatest number of sales, the biggest production numbers or the most lucrative financial negotiations.

A coaching leadership style seeks to build up a team's skill level and confidence. Like a sports coach, this leader looks for team member's strengths and weaknesses, and works with them to set action plans to build on strengths and to improve weaknesses.

A top-level organizational leader needs to look at the styles when hiring people for a specific department. A pacesetter might work well in a highly competitive sales department, but this leader might burn out an assembly team. Coaches are effective in areas in which development is critical to employee success. Key leaders should be able to inspire with their passion for the vision, thus making this style ideal for those creating the strategies and relaying them to the public and internal members of the organization.

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The Definition of Organizational Management

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Organizational management is critical to the success of a company because without proper management, subordinates are left unguided. When left unguided and not help accountable, employees become less motivated to get the job done. Errors happen or production drops and the company must adjust.

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I included this article because it gives some ideas on how to mediate conflict between employees and that is important to know in the workplace.

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How to Mediate a Conflict Between Your Employees