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Management is the process of planning, organizing, leading and controlling people to use resources to meet organizational goals.

Management as people involves the responsibility of determining the direction of the organization.

Management as a process involves creating a system that allows people to achieve the organizational goals.

One type of management includes
top-down management; where power is delegated from the top down and different managers are able to focus more freely on specific objectives.

Managers in Top-Down Structure

Top-Level: Set long-term goals and define the strategies to achieve them. They pay attention to external factors outside the organization such as the economy and laws that would affect profits.

Middle: The link between top and first-line managers, must be expert communicators. They receive broad plans from top level managers and turn them into operational blueprints for first-line managers. It is important that they provide leadership and encourage first-line managers.

First-Line: Work directly with the employees and as such as directly responsible for making sure those operational blueprints are properly executed and that organizational goals are being achieved.

Team Leaders: Not necessarily apart of this top-down structure, but important distinguisher of leaders within a project or particular task.

Four Basic Management Functions

Planning
Organizing
Leading
Controlling

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Module 3: Management in a Global Organization

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Module 3: Management in a Global Organization

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A global organization is any organization that competes outside its native country. Globalization is the process by which the exchange of goods, services, capital, technology, and knowledge across international borders becomes increasingly interconnected.

World Trade Organization (WTO) is the international organization dealing with the rules of trade between nations.

The International Monetary Fund (IMF), headquartered in Washington, DC, is comprised of 189 member countries. The IMF works to foster global growth and economic stability by providing policy, advice, and financing to its members.

characteristics and consequences of globalization generally focus on three areas: political, economic, and cultural.

Global Competition

The high risks of global business ventures or international organizations are brought by the pursuit of: Increased profits,
greater access to suppliers for materials at lower costs,
reduced manufacturing costs through access to cheap labor, and the betterment of social and environmental concerns.

Cultural Differences in Global Business

Power Distance: people accept an unequal distribution of power
Uncertainty Avoidance: people are uncomfortable with change
Performance Orientation: high quality is rewarded
Assertiveness: individuals are confrontational
Future Orientation: planning for the future outweighs short term goals
Humane Orientation: fairness and kindness are encouraged
Institutional Collectivism: organizations encourage individuals to be apart of groups
In-Group Collectivism: individuals express pride and loyalty to their groups or families
Gender Egalitarianism: male and female quality is actualized

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Module 5: Organization Structure and Process

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Module 5: Organization Structure and Process

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Four Key Elements

Common Purpose: a mission that is easy to understand or manage
Coordinated Effort: coordinate in a way that maximizes resources with the common purpose in mind
Specialization: tasks divided into separate jobs
Hierarchy of Authority: the formal lines of who reports to whom

Common Structures

Functional Structure: groups employees into functional areas based on their expertise
Product Structure: ideal for organizations with multiple product lines especially where individual products are more technical
Customer-Based Structure: ideal for organizations whose products or services are unique to a specific market, example is healthcare
Geography Structure: if an organizations spans mutliple geographic regions or internationally
Matrix Structure: mutliple structures, instances where some employees have two bosses, stratification of product and customer based structure within the same organization is example

Organizational Design is concerned with factors from the external environment: government, culture, competitors, customers and suppliers, as well as the internal environment concerning job characteristics.

Growth Cycle (Business Life Cycle)

Creativity: emphasis on creating a product or service
Direction: strong manager will install a functional structure
Delegation: decentralized organizational structure where middle managers will be brought in to make decisions while top line managers worry about large-scale matters
Coordination: merging and formalizing an organizational structure
Collaboration: critique the resulting bureaucratic structure and make necessary changes to reform.

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Module 6: Managing Human Resources / Communication

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Module 6: Managing Human Resources / Communication

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Functions of HR Management
Training and Development: onboarding new employees for training and ongoing innovation for current employees
Compensation: appropriate and competitive wage setting, researching health benefits and retirement plans
Safety and Health: meet the legal requirements set by OSHA and implementing new safety measures when necessary
Employee and Labor: mediating disputes and helping employees understand their rights in regards to unions
Terminate Employee Contracts: documentation to justify firing and following up with appropriate paperwork

Key Laws Related to Employee Discrimination

Equal Pay Act of 1963
Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Pregnancy Discrimination Act of 1978
Americans with Disabilities Act of 1990
Family Medical Leave Act of 1993
Uniformed Services Employment and Reemployment Rights Act of 1994
Genetic Information Nondiscrimination Act of 2008

Recruiting and selecting qualified job applicants includes screening potential candidates, preliminary phone interviews, face-to-face interviews and selection along with presenting the job offer to the selected candidate.

Communication is conveying messages by exchanging thoughts and information via speech, visuals, signals, writing, or behavior. Communication requires a sender, a message, and a recipient, although the receiver may not be present or aware of the sender’s intent to communicate at the time of communication.

Business communication encompasses marketing, brand management, customer relations, consumer behavior, advertising, public relations, corporate communication, community engagement, reputation management, interpersonal communication, employee engagement, and event management.

Dimensions of Communication
Message: The content being communicated
Source: Who the message comes from
Form and Channel: Through what medium
Destination: To whom

Types of Communication

Verbal: oral communication is a verbal exchange of emotions, information, thoughts and perceptions

Written: includes e-mails and texts

Nonverbal: non-verbal codes establish interpersonal relationships. The five main nonverbal bodily behaviors are: expressing emotions, expressing interpersonal attitude, working alongside speech to manage cues, presenting one's personality and conducting rituals like greetings.

Communication in Management

Good communication helps to create culture. It provides clarity, builds relationships, creates commitment and defines expectations clearly.

Barriers to Effective Communication

Physical Conditions
Filtering
Selective Perception
Information Overload
Semantics
Denotation and Connotation
Emotional Disconnects
Credibility

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Module 8: Controlling Performance and Operations

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Module 8: Controlling Performance and Operations

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Company’s standards defines its practices, while objectives define actions the company needs to take.

Organizational standards and objectives guide decision-making.

Measuring Organizational Performance

Employee Evaluations
Effectiveness
Cost-effective
Impact
Best Practices
Organizational Evaluations
Internal Data like accountant records
External Data like industry standards
Results

Strategic Control: involves situation analysis, self-evaluation, and competitor analysis, both internal and external, micro-environmental and macro-environmental.

Tactical Control: practical steps for implementing strategy. Strategy comes first, then tactics.

Operational Control: regulates the day-to-day output relative to schedules, specifications, and costs.

Four Steps of Quality Control Cycle
Plan
Do
Check
Act/Adjust

Total Quality Management
the continuous management of quality in all aspects of an organization.

Focus on: Customer Focus, Continuous Improvement, Employee Empowerment, Quality Tools, Product Design, Process Management and Supplier Quality

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Module 2: Ethics and Corporate Social Responsibility

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Module 2: Ethics and Corporate Social Responsibility

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Corporate social responsibility is a business concept where social and environmental concerns are integrated into a company’s operations.

The difference between CSR and sustainability is that sustainability refers to the ability of a society to continue to operate without affecting the planet or the environment in the long-term.

Strategies of CSR

Environmental Efforts: Minimizing land usage, energy-efficient production, using locally sourced products and planting trees.

Philanthropy: Starting charity programs, offering scholarships and donating to already existing charities.

Ethical Labor Practices: Actively attempting to change labor laws in countries whose practices are deemed universally unethical like child labor.

Volunteerism: Establishing employee volunteer programs and incentivizing employees to volunteer outside of the organization with gift cards.

Ethics is a principles of conduct or moral behavior while business ethics relates to the conduct or behavior of the members of an organization. Good business ethics involves adhering to laws, regulations, and standards related to fair employment, product safety and quality, truthful advertisement, and environmental responsibility.

Affectors in Ethical Decision Making

Legal and Regulatory Requirements
Long-term Self Interest
Personal Virtue
Utilitarianism
Individual Rights
Distributive Justice
Religious Injunction

Through the Sarbanes-Oxley Act, a code of ethics or code of conduct is  required for any business applying to be on a public stock exchange.

A code of ethics includes a policy of an organization's values, responsibilities and conduct expectations of employees.

Culture and Diversity

By clearly defining culture, it's easier to hire people you trust and have them do the right things

The idea of corporate culture developed from our knowledge of national, regional, and family cultures. A strong culture helps others internal and external to the organization understand corporate values, attract high-quality employees, and can help to build an organization's brand image.

Diversity in The Workplace

Having employees from different background increases creativity as people bring in fresh perspectives from their respective cultures. Also, enhances the image of an organization, improves outreach and improves morale.

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Planning is the process of setting goals and defining the actions required to achieve the goals. Planning begins with goals. Goals are derived from vision and mission statements, but these statements describe what the organization wants to achieve, not necessarily what it can achieve.

The Benefits of Planning

Guide for action
Improves resource utilization
Plans provide motivation and commitment
Plans set performance standards
Allows for flexibility

The Planning Cycle

Define Objectives
Develop Premises
Evaluate Alternatives
Identify Resources
Establish Tasks
Determine Tracking and Evaluation Methods

Types of Plans

Long-Term: generally extend four or five years
Short-Term: generally around a year or less
Operational Plans (standing and single use): standing plans are used again and again while single use plans address the operations of a one-time project
Policies, Procedures and Regulations: examples of standing use plans
Budgeting: a critical planning tool
Forecasting, Scenario and Contingency Planning: forecasting involves making a prediction about the future while contingency planning describes what will happen in a possible but not expected situation.
Management by Objectives: create clearly defined objectives agreed by all
Benchmarking: standard used for comparison

Decision Making

Rational Process

Identify the Problem
Decision Criteria: systems needed, resources needed, budget
Weigh Decision Criteria: ask members to weigh the importance of each criteria
Generate Alternatives: as many as possible
Evaluate the Alternatives: explore these options and select the best one.
Select Best Alternative

Barriers to Individual Decision Making

Confirmation Bias
Framing Bias
Hindsight Bias
Anchoring Bias
Halo-Effect Bias
Overconfidence Bias
Status Quo Bias
Pro-Innovation Bias

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Leadership: process by which an individual mobilizes people and resources to achieve a goal. It requires both a set of skills that can be learned as well as certain attributes that can be nurtured.

Leadership is for change while management is about preservation.

Leadership Traits
Extroversion
Agreeableness
Conscientiousness
Openness
Charisma
Intelligence
Honesty
Decision Making
Management Skills
Technical Skills

Styles of Leadership

Engaging: reaching out to employees and understanding their work environments and situations
Autocratic/Authoriatian: decision making power is centralized in the leader, effective for quick decision making
Laissez-faire: no clear direction, effective when workers have the skills to perform independently
Democratic/Participative: leader shares decision making authority with the group
Transformational: emphasizes motivation and morale to inspire change in employees

Four Theories of Leadership

Trait Theory: searching for the characteristics or traits of natural leaders, rooted in characteristics possessed by individuals
Contingency Theory: no single psychological profile or enduring traits links to effective leadership rather its the interaction of those individual traits.
Behavioral Theory: leadership as a set of behaviors
Full-Range Theory: transformational leadership, connect the employees identity to a project and to the organization.

Motivation is what energizes, maintains and controls behavior.

Motivated employees will retain a high‑level of innovation while producing higher‑quality work more efficiently.

There are two types of motivation:
Intrinsic motivation exists within a person, while extrinsic motivation comes from external or outside sources.

Needs Based Theories of Motivation include Maslow's Hierarchy of Needs, Herzberg's Two Factor Theory, ERG Theory and McClelland's Acquired Needs Theory.

Job Characteristics That Affect Motivation

Job Rotation: moving an employee from one task to another so they don't get bored
Job Enlargement: increasing the number and variety of tasks that one performs
Job Enrichment: increases the degree to which an employee also controls the planning and evaluation of the work they execute

Managers ARE Motivators