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Leader vs Manager

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Company websites that clearly show a commitment to diversity and a care for the environment are things that really appeal to me as a prospective employee…

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Company websites that clearly show a commitment to diversity and a care for the environment are things that really appeal to me as a prospective employee…

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Global trade - The World Trade Organization (WTO) deals with the global rules of trade between nations. Its main function is to ensure that global trade flows smoothly, predictably and freely as possible.

Global trade - The World Trade Organization (WTO) deals with the global rules of trade between nations. Its main function is to ensure that global trade flows smoothly, predictably and freely as possible.

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Global trade - The World Trade Organization (WTO) deals with the global rules of trade between nations. Its main function is to ensure that trade flows as smoothly, predictably and freely as possible.

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Executive Summary

A great many large companies talk about their values, or about how much they care for their employees and other stakeholders. The coronavirus crisis is the time for them to make good on that commitment. The author offers some things that corporations can do to help their employees, small suppliers, health care providers, and communities.

Daniel Grizelj/Getty Images

In these difficult times, we've made a number of our coronavirus articles free for all readers. To get all of HBR's content delivered to your inbox, sign up for the Daily Alert newsletter.

For millions of Americans, the new relief law will be too little too late. It is expected to take three weeks for cash payments to reach laid-off employees and small businesses. Businesses may defer payments and cut costs, but employees who have lost their income without warning cannot wait three weeks to feed themselves and their families. For much of America, this is a crisis that requires immediate action that only companies can take.

The way large companies respond to this crisis is a defining moment that will be remembered for decades. Thirty-eight years ago, seven people in Chicago died from taking poisoned Tylenol pills. It was a rare and localized event, but Johnson & Johnson immediately pulled all Tylenol from all stores everywhere, taking a huge loss to avoid even a single additional death. People still talk about that decision. People who weren't even born at the time are still studying that case in business schools.

A great many large companies talk about having a social purpose and set of values, or about how much they care for their employees and other stakeholders. Now is the time for them to make good on that commitment. Research suggests that people only truly believe that their company has a purpose and clear values when they see management making a decision that sacrifices short-term profitability for the sake of adhering to those values.

When the U.S. drugstore chain CVS chose to go more deeply into health care, it decided that it could no longer sell tobacco products, giving up $2 billion in revenue. When my social-impact-consulting firm, FSG, encountered the 2008 recession, we made a decision not to lay off people, but instead to reduce salaries on a sliding scale so that those who made the most took the deepest cuts and those who made the least took a very minor reduction. More than a decade later, people still talk about that decision - and we have decided to repeat it now.

I understand that corporate leaders face pressure from investors and bankers to conserve cash and reduce losses, but neither investors nor bankers will go hungry. Even retirees, who have seen their savings depleted, can expect to see stocks recover as long as they don't sell in panic. Companies write off the costs of restructuring, product failures, or acquisitions that go wrong all the time. Everyone will understand writing off losses due to the coronavirus pandemic. Here are some things that companies can do to help their employees, small suppliers, health care providers, and communities.

Employees. What companies do to help their laid-off employees - above and beyond what is required or expected - will be remembered and repaid in increased loyalty, higher productivity, and a lasting reputational benefit for many years to come.

Continuing to pay wages, even at less than full pay, is one option. Walmart, Microsoft, Apple, and Lyft have all made commitments to continue payments to hourly workers for at least the first two weeks of lockdown. This is essential not only as a matter of corporate responsibility; it will also substantially reduce the costs of rehiring employees when the economy returns to normal.

Lending money to employees is another option. Left on their own, many employees will turn to the exorbitant charges of credit card debt and payday lenders who will levy a 20%-plus interest rate at a time when corporations can borrow at 2% or 3%. That difference in interest rates can be the difference between bankruptcy and economic survival. Corporations should use their corporate credit and collateral to arrange low- or no-interest loans to their employees. They should calculate employees' take-home pay after payroll deductions, and ask their banks to make loans available equal to a month of net wages at 3% interest, guaranteed by the corporation. Employees can pay the loans back over the next year out of their salaries when they return to work.

In all likelihood, very few of a company's employees will actually require medical care, but if they have no insurance, that too can bankrupt them. Companies should offer to cover the medical expenses of all non-insured employees - probably somewhere between 2% and 5% will actually incur significant bills, and companies can negotiate with their insurer an additional premium to cover them. Sadly, employees may also need help to cover funeral costs for the few who succumb.

Small suppliers. Companies should offer advance payments to their small suppliers, giving them cash today for goods that they will need when they return to production. It's the corporate equivalent of buying gift cards to keep your local store in business.

Health care providers. Some parts of the world face severe shortages in basic medical supplies, but as a global company you have access to resources everywhere. The need for masks in China and South Korea has waned while it is still growing in the United States and Europe. Companies should purchase and ship supplies from where they are available to where they are needed. They should tap their inventory of whatever they have that might help, send it where it will do the most good, and take the loss.

Communities. Major corporations should use their foundations to aid food pantries, free clinics, and other nonprofits in addressing immediate needs of the communities where they have operations.

No one expects or requires major companies to take extraordinary measures to help their many stakeholders, but the bold and creative steps they take today to deliver immediate assistance will define their legacy tomorrow.

If our content helps you to contend with coronavirus and other challenges, please consider subscribing to HBR. A subscription purchase is the best way to support the creation of these resources.

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Coronavirus Is Putting Corporate Social Responsibility to the Test

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Executive Summary A great many large companies talk about their values, or about how much they care for their employees and other stakeholders. The coronavirus crisis is the time for them to make good on that commitment. The author offers some things that corporations can do to help their employees, small suppliers, health care providers, and communities.

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A formal trading agreement wherein member countries adopt a common external tariff

What is a Common Market?

A common market is a formal agreement where a group is formed amongst several countries that adopt a common external tariff. In a common market, countries also allow free trade and free movement of labor and capital among the members of the group. The trade arrangement is aimed at providing improved economic benefits to all the members of the common market.

The most famous example of a common market is the European Common Market, which aims to provide the free movement of goods, capital, services, and labor within the European Union.

Conditions Required to be Defined as a Common Market

To be defined as a common market, the following conditions must be satisfied:

1. Tariffs, quotas, and all barriers regarding importing and exporting goods and services among members of the common market are eliminated.

2. Common trade restrictions such as tariffs on countries outside the group are adopted by all members.

3. Production factors such as labor and capital are able to move freely without restriction among member countries.

If one of the conditions is not satisfied, the resulting market is not a common market. For example, if production factors such as labor and capital are not able to move freely without restriction among member countries, then the arrangement would instead be defined as a customs union.

Benefits of a Common Market

1. Free movement of people, goods, services, and capital

In addition to the removal of tariffs among member countries, the key benefits of a common market include the free movement of people, goods, services, and capital. Therefore, a common market is often regarded as a “single market” as it allows the free movement of production factors without the obstruction created by national borders.

2. Efficiency in production

For an economy, a common market facilitates efficiency among members – factors of production become more efficiently allocated, resulting in stronger economic growth. As the market becomes more efficient, inefficient companies eventually shut down due to intense competition.

Companies that remain typically benefit from economies of scale and increased profitability, and innovate more to compete in a more intensely competitive landscape.

Costs of a Common Market

1. Less competitive countries may suffer

The transition to a common market comes with a few drawbacks. For one, companies that have previously been protected and subsidized by the government may struggle to remain afloat in a more competitive landscape. The migration of production factors to other countries may hinder the economic growth of the country and lead to increased unemployment.

2. Trade diversion

Trade diversion occurs when efficient non-members are crowded out of the common market. Furthermore, a country may exhibit depressed wages if it faces an influx of migration of production factors where supply exceeds demand.

Real-World Example

In July 2010, Kenyan President Mwai Kibaki formed the East African Common Market to accelerate economic growth and development in the region. The establishment of a common market in East Africa was an expansion of an existing customs union, which was created in 2005 and was made up of six countries in eastern Africa: Burundi, Kenya, Rwanda, South Sudan, Tanzania, and Uganda.

The EACM was established to provide the “four freedoms,” with the aim of boosting the region’s economy and increasing productivity. The four freedoms are:

1. The free movement of goods

2. The free movement of labor

3. The free movement of services

4. The free movement of capital

Following the creation of the EACM in 2010, a protocol was signed in 2013 detailing the plan to further integrate member countries by means of a monetary union. Recently, in 2018, a committee was formed to begin drafting a regional constitution.

More Resources

CFI offers the Financial Modeling & Valuation Analyst (FMVA)® certification program for those looking to take their careers to the next level. To keep learning and advancing your career, the following CFI resources will be helpful:

Bilateral Agreement

Economic Union

Free Trade Area

Regional Trading Agreements

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A common market is a formal agreement where a group is formed among several countries that adopt a common external tariff. In a common market

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We explain what globalization is and what its main characteristics are. In addition, the changes that this process brought with it.

What is Globalization?

Globalization is the general integration process experienced by individuals and organizations in all countries, largely enabled by new information technologies. Globalization materializes in intense international trade , in foreign investment and in a fluid capital market, not without risks. Thanks to globalization, the movement of goods of all kinds outside the borders of each country has multiplied, resulting in a huge expansion of markets . Below, and as a summary, we present the main characteristics of economic and cultural globalization, its advantages and disadvantages.

Characteristics of Globalization :

The global integration process is largely supported by the emergence of various free trade agreements with different scopes, such as the FTAA (Free Trade Area of the Americas), NAFTA (North American Free Trade Agreement), TLCUEM (Treaty of Free Trade between Mexico and the European Union ), MERCOSUR and many others. [caption id="attachment_15256" align="aligncenter" width="800"]

Globalization increased world trade in goods and services.[/caption] Globalization led to a vertiginous transfer of goods of all kinds outside the borders of each country, that is, to a great expansion of markets. World trade in goods and services has multiplied by leaps and bounds thanks to globalization.

1. Mobilization of human resources

The internationalization of companies often requires the transitory or permanent transfer of their human resources , which may be required for training functions, set-up, evaluation of new markets, etc.
World financial system
The capital market becomes a decisive factor in the globalized world, in this context international credit institutions such as the World Bank or the International Monetary Fund acquire a very important role.

1. Multinational Corporations

[caption id="attachment_15255" align="aligncenter" width="800"]
Many companies unite in order to compete with local industries and businesses.[/caption] With globalization, and for economic-financial reasons, it is common for several companies to join form corporations with an international scope, which compete (not always on an equal footing) with local industries and businesses. The ability to pay for million-dollar advertising campaigns often exacerbates these gaps. It may interest you: Multinational company .

Industrialization
The process of globalization is perhaps the main cause of the strong industrialization experienced by countries in Asia such as China , or in Latin America , such as Brazil or Mexico.

1. Migration movements

Industrialization increases employment opportunities ; this in several cases derives in migratory movements, temporary and permanent.

1. Telecommunications

[caption id="attachment_15254" align="aligncenter" width="800"] Telecommunications facilitate business transactions.[/caption] In the globalized era there is an intensive use of telecommunications. Both to carry out commercial transactions and to access information quickly,communications technology is essential , which has taken an unexpected leap since the development of the Internet .

1. Triple revolution

Experts affirm that globalization entails three revolutions, one technological, one economic and one socio-cultural , the first being the great facilitator of the process.

1. Positive and negative effects

It is not yet possible to assess the effects that a globalized economic system like the one in which we are immersed can have on the environment , culture , politics and the fulfillment of people as individuals and as social actors. At the moment, globalization is causing great debate, as some argue that it has done nothing more thanencourage the exploitation of the inhabitants of the poorest countries . , producing few benefits for them but great changes in their way of life and their socio-cultural patterns. Others, on the other hand, consider that the global economyhas increased employment and reduced poverty in densely populated countries with very precarious traditional economies, including Vietnam, China and India .The above content published at Collaborative Research Group is for informational and educational purposes only and has been developed by referring to reliable sources and recommendations from technology experts. We do not have any contact with official entities nor do we intend to replace the information that they emit.

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10 Key Characteristics And Benefits Of Globalization

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We explain what globalization is and what its main characteristics are. In addition, the changes that this process brought with it. Globalization is the general integration process experienced by individuals and organizations in all countries, largely enabled by new information technologies.

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Business Ethics: Corporate Social Responsibility

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Overview

With more than 200 researchers from 62 countries studying more than 17,000 mid-level managers in the initial phases, the 2004 study is the largest and most prestigious study of its kind in the social sciences. In the latest 2014 study, more than 70 researchers collected data from over 100 CEOs and 5,000 senior executives in corporations in a variety of industries in 24 countries. This study demonstrated the considerable influence of culture on societal leadership expectations and the importance of matching CEO behaviors to expectations for leadership effectiveness.

The GLOBE Board is proud to announce that GLOBE has been awarded a 6-year Insight Grant from the Social Science Human Research Council of Canada to conduct the next phase of GLOBE research. We are currently seeking Country Co-Investigators for this next phase. Contact us if you want to learn about the next phase and how you can become a GLOBE Country Co-Investigator.

GLOBE CEO Study 2014

The latest GLOBE project is the first large-scale study of CEOs and Top Management Team (TMT) members across cultures and countries. The influence of societal culture remains a consistent theme in this project as well as within all GLOBE research. Complete reports of this project can be found in Strategic Leadership across Cultures: The GLOBE Study of CEO Leadership Behaviors and Effectiveness in 24 Societies

GLOBE researchers were interested in how a society's culture influences leadership behaviors expected in that culture and whether leadership success depends on a CEO matching his/her leadership style to these societal expectations. To answer this question as well as many others, more than 70 GLOBE researchers collected data from over 1,000 CEOs and over 5,000 senior executives in corporations in a variety of industries in 24 countries. Our findings reinforce the importance of CEOs to organizational outcomes, the considerable influence of culture on societal leadership expectations, and the importance of matching CEO behaviors to the leadership expectations within each society. This massive GLOBE study provides convincing evidence as to which leadership behaviors are likely to be most successful and which should be avoided.

Read more about this study

GLOBE Culture and Leadership Study 2004

The GLOBE 2004 study was the culmination of a ten-year quantitative survey-based study of societal culture, organizational culture, and attributes of effective leadership in 62 societies around the world. Ground breaking in scale and scope, the project features results based on data from 17,300 middle managers in 951 organizations in the food processing, financial services, and telecommunications industries as well as archival measures of country economic prosperity and the physical and psychological well-being of the cultures studied. The study redefined scholarly understanding of how culture and leadership vary by national culture. The detailed results of the seminal study are available in Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Read more about this study here.

The second GLOBE study in 2007 was a follow-up to the 2004 study, with researchers in 25 countries reporting in depth on leadership and culture in their respective country contexts. The findings complement the first study with in-country leadership literary analyses, data from interviews and focus group discussions, and analyses of printed material in order to provide in-depth descriptions of leadership theory and behavior within the 25 cultures. Detailed in the book Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies, this volume presents a complex collection of global research addressing cultures of particular countries, leadership qualities within those countries, and recommendations on how managers should conduct business in countries other than their own. Data from the study will appeal to scholars in leadership, management, international business, cultural studies; and also to practicing managers.

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With more than 200 researchers from 62 countries studying more than 17,000 mid-level managers in the initial phases, the 2004 study is the largest and most prestigious study of its kind in the social sciences. In the latest 2014 study, more than 70 researchers collected data from over 100 CEOs and 5,000 senior executives in corporations in a variety of industries in 24 countries.

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Effective group decision making techniques are essential. I find decision trees really useful for processing decisions…

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Effective group decision making techniques are essential. I find decision trees really useful for processing decisions…

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Conflict is inevitable. It’d be a dull world if we all thought the same way…here are some tips on handling conflict 

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Conflict is inevitable. It’d be a dull world if we all thought the same way…here are some tips on handling conflict 

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MG RUSH Facilitation Best Practices Blog

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F acilitators must understand and manage conflict. Therefore, we must first understand our own internal conflict so that we are prepared to serve others. Critically, we should view our conflict response as both challenge and opportunity.

Meetings are expensive and mitigating conflict provides one of the absolute best reasons for meetings. However, conflict also comes from the situation, and from you.

Don't Run from Internal Conflict

Internal conflict is fear, and all people have fears. However, when we allow these fears to control us, we lose our ability to perform. Therefore, the first step is to understand our fears. Once we do, we can control them and begin to manage conflict. Because fears never go away-you simply learn to acknowledge or contain them. Learn to control fears. Below are some typical facilitator fears:

Once you identify your personal fears, you can find ways to make them work to your advantage. Remember that the butterflies in your stomach will always be there. Therefore, you don't want to remove them. However, you want to teach them to fly in formation.

External Conflict

Conflict in your group is natural and not necessarily bad when responsibly managed. Hence, you must channel conflict into productivity. Managed well, conflict leads to expanded information exchange, surfaced rationales, more options, and better group decisions that enable change. Managed poorly, conflict destroys. Effectively managed, conflict leads to positive transformation. However, if left festering in the hallways, conflict leads to chaos.

Conflict provides one of the best reasons for justifying the time and expense of a face-to-face meeting because it cannot be properly resolved with mail, attachments, and messaging. Because society places negative values on conflict at home and at school, we are not taught collaborative problem solving skills. Therefore, let's consider the external sources of conflict, barriers you will encounter, and responses that are proven effective.

Facilitative leaders can channel conflict into productivity. For example, look at the U.S. Federal Mediation and Conciliation Service.[1]

"A peaceful, harmonious place can be the worst thing possible for a business. Research shows that the biggest predictor of poor company performance is complacency. Therefore, conflict can shake things up and boost your staff's energy and creativity."

Recognizing the Need for Conflict Response

Recognize that conflict exists particularly when you sense resistance from the group. Therefore, if your intuition tells you that something is not right, you would be wise to listen to the symptoms:

Sources of Conflict

Primary sources of conflict in a typical workshop include the following. However, keep in mind that the two leading indicators are tenure (ie, how long somebody has been around) and when their jobs, titles, or reporting situation is at risk or being changed:

Competition-feeling out of control or the need to control

Fears-participant fears as well as facilitator fears

Habits-accustomed to disagreeing or arguing, cultural

Listening filters-age, background

Misinformation-rumors, especially about change

Participants' problems-out of control, unable to excel or bond

Poorly defined objectives-misunderstanding of expectations

Priorities-similar values, but varying priorities

Semantics-understanding of words and intent

Situations-business process improvement, restructuring, reorganizations, automating

Thinking styles-vertical/ horizontal

Ways participants view others-biases, heuristics, prejudices

Barriers to Conflict Response

The following barriers inhibit your ability to manage conflict:

Ability or willingness to listen-yours and theirs

Copper or fiber (online meetings)-inability to challenge participants in person

Fears-yours and theirs

Group norms-culture such as "we don't discuss that here"

Image-inability to save face

Lack of skill-a weak or poorly trained facilitator

Learned responses-our past is hard to unlearn

Time-consensus is seldom achieved quickly

Vulnerability-real or perceived threats

Paradigm Challenges

Paradigms are established accepted norms, patterns of behavior or shared set of assumptions. They are models that establish boundaries or rules for success. Therefore, paradigms present structural barriers to creativity based on psychological, cultural, and environmental factors. Examples include:

Flow charts, diagrams, and other conventions that people get comfortable with when presenting information that they rely on habitually (eg, swim lanes).

Stereotypes about men and women and their roles in business, family, and society

Where people sit in meetings, when in person-once they find a seat it becomes "their seat" for the rest of the meeting, or meetings, if the seat associates with their own desired level of position or power (could be high or low, and a seat up front or far back)

Groupthink

As creatures of habit, we blindly subscribe to our cultural paradigms, unknowingly allowing our biases and prejudices to affect our decision-making, and readily falling prey to groupthink. There is power in large numbers, but not necessarily an increase in quality. For example, voting reflects a method of groupthink decision-making. However, the winner is not necessarily a better decision, it only reflects a bigger number.

Challenge Both

When people raise objectives, discover the cause of the objection. By challenging participants, you convert their 'subject matter' bias into its objective nature. What causes the objection and what is the measurement of the cause? The chili is too spicy (subjective) may be converted into 1,400 Scoville units (objective).

Ask about 'Paradigm Shift'-"What is impossible today, but if made possible . . . What would you do different?"

Consider using Edward de Bono's Thinking Hats (pg 216) where you impose perspective such as the different tactics that might be taken by a monastery contrasted with an organized crime syndicate.[3]

Force the group to look at a familiar idea or scenario in a new way by changing their perspective. Shifting perspectives frequently helps 'shake' paradigms.

Have a few tools in your hip-pocket, usually visual or riddle-based. Build a tool kit for immediate help and prepare a hip pocket set of Tools and procedures for the unexpected.

Anger and Some Other Stuff

How well do you personally respond to conflict? To effectively facilitate conflict, you must keep the situation constructive and . . .

Build a tool kit for immediate help and prepare a hip pocket set of Tools and procedures for the unexpected.

Know how to communicate acceptance by promoting integral thinking, a 'Yes AND attitude' not 'Yes BUT . . .'

Anger-One letter short of Danger

Realize that anger is as normal as any other emotion. We expect or want things to be different or better. Most people direct their anger at those who have some control over them. However, anger can be healthy and is different from hostility, which is not healthy. Anger is often used to hide other feelings such as hurt or disappointment. Therefore, learn how to deal with anger in others and in yourself. Remain cautious however, because the term 'anger' is only one letter 'd' short of the term 'danger.'

When dealing with others' anger:

Acknowledge and affirm the participant's beliefs.

Encourage the participant to talk about the reasons for their anger. This helps diffuse the anger.

Let the participant vent before trying to explain or apologize.

Use nonjudgmental active listening. This lets the participant know that you care.

When dealing with your own anger:

Acknowledge and accept the anger. Do not deny it or it will resurface at the wrong time.

Deal with the problem that caused the anger as quickly as practical. However, do not make decisions when your anger is in control.

Take a break, whether in person or online. Take a walk and reprogram yourself.

When you listen to participants, they become more prepared to listen to each other. Anger often dissipates and trust begins to emerge. Make sure that both you and the participants avoid communicating rejection. Rejection incites defensiveness and blocks listening.

Six Actions for Your Conflict Response

How do you respond to manage conflict? To effectively facilitate a conflict situation, you must keep conflict constructive and . . .

1. Understand anger-dealing with yours and theirs.

2. Know how to communicate acceptance-to promote open communications.

3. Understand consensus-it is not compromise.

4. Prepare properly-know if it is coming.

5. Build a tool kit (see MG RUSH Facilitative Leadership for immediate help and develop a hip pocket set of tools in preparation for the unexpected)-build teams and diffuse problems.

6. Challenge-when people raise objectives, discover the cause of the objection. With active listening and proper leadership, the objection can be converted into criterion. What causes the objection and what is the unit of measurement of the cause?

______

[1] The penalty for a Federal Mediator who violates neutrality is prison.

Saj-nicole, Joni and Damon, Beyer "How to Pick a Good Fight," Harvard Business Review, December 2009, pg 50.

[3] De Bono, Edward " Six Thinking Hats," https://www.debonogroup.com/services/core-programs/six-thinking-hats/

______

Don't ruin your career or reputation with bad meetings. Register for a class or forward this to someone who should. Taught by world-class instructors, professional facilitation curriculum focuses on practice. Each student thoroughly practices and rehearses tools, methods, and approaches throughout the week. While some call this immersion, we call it the road to building impactful facilitation skills.

Our courses also provide an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, and 40 CDUs from IIBA, as well as 3.2 CEUs for other professions. (See individual class descriptions for details.)
Want a free 10-minute break timer? Signup for our once-monthly newsletter HERE and receive a timer along with four other of our favorite facilitation tools, free.

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6 Potent Ways to Facilitate Conflict Response and Manage Conflict

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Meetings are expensive and mitigating conflict provides one of the absolute best reasons for meetings. However, conflict also comes from the situation, and from you. Internal conflict is fear, and all people have fears. However, when we allow these fears to control us, we lose our ability to perform.

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An organizational chart is an important part of an organization, as it's the guidance of employee hierarchy relations. However, some small businesses choose to omit this step as their employee relationships are clear to see. This seems not wise. Why small businesses also need org charts? An org chart means much more than just outlining the reporting relationships of the staffs. It has many potential benefits on managing human resources issues. Now let's talk about some key benefits of organizational charts:

An org chart shows the internal structure and hierarchies of an organization visually.

From an org chart, an employee will know who to report and who to contact when a problem occurs.

Org chart helps employees to clarify their roles and responsibilities so as to improve employee performance.

Org chart can help new employees quickly learn about the company and their own position.

Modern org chart can also be used as an effective tool to manage employee information by saving employee data in the chart.

It helps prevent the overlapping or duplication of work.

It helps clearly identify works and tasks, so as to prevent the overlapping or duplication of work.

Org chart can effectively help managers manage the workload. With an org chart, it's clear to see how many employees are under a certain department, or how many units a manager need to take charge of.

It helps make decisions fast. Based on clear visualization of the organization structure, you will have a clear view of how each department has done the job, and what's the future direction.

with an org chart, it's easy to see the promotion channels and promote the optimum allocation of staff.

Draw Your Own Org Charts!

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Why Use Org Chart? - Top 10 Benefits for Using Org Charts

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An organizational chart is an important part of an organization, as it's the guidance of employee hierarchy relations . However, some small businesses choose to omit this step as their employee relationships are clear to see. This seems not wise. Why small businesses also need org charts?

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Great leadership starts with self-leadership | Lars Sudmann | TEDxUCLouvain

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3 Weird Communication Habits To Start Now

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Listen to this episode from Communication Snacks: Tips for a Successful Professional Life on Spotify. We're getting weird in today's episode! We're sharing three weird habits that will make you a better communicator. Find us online at http://www.ovient.com/communication-snacks-podcast/ We would love to hear from you! Do you have questions about how to answer interview questions?

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This topic is a real learning opportunity for me…I need to slow down and listen far more than I do…

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This topic is a real learning opportunity for me…I need to slow down and listen far more than I do…

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Improve Your Listening Skills with Active Listening

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Non verbal communication is so important! 

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Non verbal communication is so important! 

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Why do we do the things we do? What drives our behavior? Psychologists have proposed different ways of thinking about motivation, including looking at whether motivation arises from outside (extrinsic) or inside (intrinsic) an individual.

Mental Health in the Workplace Webinar
On May 19, 2022, Verywell Mind hosted a virtual Mental Health in the Workplace webinar, hosted by Amy Morin, LCSW. If you missed it, check out this recap to learn ways to foster supportive work environments and helpful strategies to improve your well-being on the job.
Researchers have found that each type has a different effect on a person's behavior and pursuit of goals. To better understand the influence of intrinsic and extrinsic motivation on human behavior, it will help to learn how each type works.

What Is Extrinsic Motivation?

Extrinsic motivation is when we are motivated to perform a behavior or engage in an activity because we want to earn a reward or avoid punishment.﻿﻿ You will engage in behavior not because you enjoy it or because you find it satisfying, but because you expect to get something in return or avoid something unpleasant.

What Is Intrinsic Motivation?

Intrinsic motivation is when you engage in a behavior because you find it rewarding. You are performing an activity for its own sake rather than from the desire for some external reward. The behavior itself is its own reward.﻿﻿

Extrinsic Motivation

Participating in a sport to win awards

Cleaning your room to avoid being reprimanded by your parents

Competing in a contest to win a scholarship

Studying because you want to get a good grade

Intrinsic Motivation

Participating in a sport because you find the activity enjoyable

Cleaning your room because you like tidying up

Solving a word puzzle because you find the challenge fun and exciting

Studying a subject you find fascinating

Press Play for Advice On Staying Motivated

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how to stay motivated and focused even when you don't want to. Click below to listen now.

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Extrinsic vs. Intrinsic Motivation: Which Is Best?

Extrinsic motivation arises from outside of the individual while intrinsic motivation comes from within. Research has shown that each type has a different effect on human behavior.﻿﻿

Studies have demonstrated that offering excessive external rewards for an already internally rewarding behavior can reduce intrinsic motivation-a phenomenon known as the overjustification effect.

For example, in a 2008 study, children who were rewarded for playing with a toy they had already expressed interest in playing with became less interested in the item after being externally rewarded.﻿﻿

This is not to suggest that extrinsic motivation is a bad thing-it can be beneficial in some situations. For example, extrinsic motivation can be particularly helpful when a person needs to complete a task that they find unpleasant.

Additionally, external rewards can:

Be a source of feedback to let people know when their performance has achieved a standard that is deserving of reinforcement

Induce interest and participation in an activity an individual was not initially interested in

Motivate people to acquire new skills or knowledge (once these early skills have been learned, people might become more intrinsically motivated to pursue an activity)

Extrinsic motivators should be avoided in situations where:

An individual already finds the activity intrinsically rewarding

Offering a reward might make a "play" activity seem more like "work"

When to Use External Rewards

Motivate a person to learn something new

Make a person more interested in an activity that they are not interested in

Provide feedback to people to let them know their performance is worthy of recognition

When Not to Use External Rewards

A person is already interested in the topic, task, or activity

Offering a reward would make the activity feel like "work" instead of "play"

When to Use Extrinsic Motivation

Most people assume that intrinsic motivation is best, but it is not always possible in every situation. Sometimes a person simply has no internal desire to engage in an activity. Offering excessive rewards can be problematic as well.

However, when they are used appropriately, extrinsic motivators can be a useful tool. For example, extrinsic motivation can get people to complete a work task or school assignment that they are not interested in.

Researchers have arrived at three primary conclusions regarding extrinsic rewards and their influence on intrinsic motivation:

1. Intrinsic motivation will decrease when external rewards are given for completing a particular task or only doing minimal work.﻿﻿ If parents heap lavish praise on their child every time they complete a simple task, the child will become less intrinsically motivated to perform that task in the future.

2. Praise can increase internal motivation. Researchers have found that offering positive praise and feedback when people do something better than others can improve intrinsic motivation.﻿﻿

3. Unexpected external rewards do not decrease intrinsic motivation.﻿﻿ If you get a good grade on a test because you enjoy learning about a subject and the teacher decides to reward you with a gift card to your favorite pizza place, your underlying motivation for learning about the subject will not be affected. However, rewarding in this situation needs to be done with caution because people will sometimes come to expect rewards.

How Do Intrinsic Motivation and Extrinsic Motivation Influence Learning?

Both extrinsic and intrinsic motivation play a significant role in learning. Experts have argued that education's traditional emphasis on external rewards (such as grades, report cards, and gold stars) undermines any existing intrinsic motivation that students might have.

Others have suggested that extrinsic motivators help students feel more competent in the classroom, which in turn enhances their intrinsic motivation.﻿﻿

"A person's interest often survives when a reward is used neither to bribe nor to control but to signal a job well done, as in a "most improved player" award. If a reward boosts your feeling of competence after doing good work, your enjoyment of the task may increase.

Rewards, rightly administered, can motivate high performance and creativity. And extrinsic rewards (such as scholarships, admissions, and jobs that often follow good grades) are here to stay."

-David G. Meyers, Psychology: Eighth Edition in Modules

A Word From Verywell

Both extrinsic motivation and intrinsic motivation drive human behavior. There are several key differences between motivation that comes from external rewards and the kind that is driven by an individual's genuine interest, including the influence of each type on a person's behavior and the situations in which each type will be most effective.

Understanding how each type of motivation works and when it is likely to be useful can help people perform tasks (even when they do not want to) and improve their learning.

Additional Reading

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Extrinsic vs. Intrinsic Motivation: What's the Difference?

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Extrinsic and intrinsic motivation can impact behavior in different ways. Learn the differences between extrinsic and intrinsic motivation.

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Project Management Tutorial

By KnowledgeHut

Motivation is a state of mind, filled with energy and enthusiasm, which drives a person to work in a certain way to achieve desired goals. Motivation is a force that pushes people to work with a high level of commitment and focus, even if things are going against them. Motivation translates into a certain kind of human behavior. In short, motivation is the driving force behind human actions.There are many different forces that guide and direct our motivations. It is important to ensure that every team member in an organization is motivated and meets the best project management course bottom line. Various psychologists have studied human behavior and have formalized their findings in the form of various motivational theories. These motivational theories provide insights into the way people behave and what motivates them. Motivation theory is a way of looking at the motivation of a person and how this influences their behavior, whether for personal or professional reasons. It's important to every aspect of society but is especially relevant to business and management. Motivation is the key to more profitable employees, as a motivated employee is more productive.What are the 5 Theories of Motivation? Motivation is a huge field of study. Psychologists have proposed many different theories of motivation. Some of the most famous motivational theories include the following: 1. Maslow's Theory of Hierarchical Needs Abraham Maslow postulated that a person will be motivated when all his needs are fulfilled. People do not work for security or money, but they work to contribute and to use their skills. He demonstrated this by creating a pyramid to show how people are motivated and mentioned that ONE CANNOT ASCEND TO THE NEXT LEVEL UNLESS LOWER-LEVEL NEEDS ARE FULFILLED. The lowest level needs in the pyramid are basic needs and unless these lower-level needs are satisfied people do not look at working toward satisfying the upper-level needs. Below is the hierarchy of needs: Physiological needs: are basic needs for survival such as air, sleep, food, water, clothing, sex, and shelter. Safety needs: Protection from threats, deprivation, and other dangers (e.g., health, secure employment, and property) Social (belongingness and love) needs: The need for association, affiliation, friendship, and so on. Self-esteem needs: The need for respect and recognition. Self-actualization needs: The opportunity for personal development, learning, and fun/creative/challenging work. Self-actualization is the highest-level need to which a human being can aspire. The leader will have to understand at what level the team members are currently, and seek out to help them to satisfy those specific needs and accordingly work to help fulfill those needs. This will help the team members perform better and move ahead with the project. A PMP certification will help you better understand this concept. Also, as their needs get fulfilled, the team members will start performing, till the time they start thinking of fulfilling the next upper level of need as mentioned in the pyramid. 2. Hertzberg's two-factor Theory Hertzberg classified the needs into two broad categories; namely hygiene factors and motivating factors: poor hygiene factors may destroy motivation but improving them under most circumstances will not improve team motivation hygiene factors only are not sufficient to motivate people, but motivator factors are also required Herzberg's two-factor principlesInfluenced by Hygiene Factors (Dis-satisfiers)Improving motivator factors increases job satisfactionInfluenced by motivator factors (Satisfiers) Working conditionCoworker relationsPolicies & rulesSupervisor qualityImproving the hygiene factors decreases job dissatisfactionAchievementsRecognitionResponsibilityWork itselfPersonal growth3. McClelland's Theory of Needs McClelland affirms that we all have three motivating drivers, which do not depend on our gender or age. One of these drives will be dominant in our behavior. The dominant drive depends on our life experiences. The three motivators are: Achievement: a need to accomplish and demonstrate own competence. People with a high need for achievement prefer tasks that provide for personal responsibility and results based on their own efforts. They also prefer quick acknowledgment of their progress. Affiliation: a need for love, belonging and social acceptance. People with a high need for affiliation are motivated by being liked and accepted by others. They tend to participate in social gatherings and may be uncomfortable with conflict. Power: a need for controlling own work or the work of others. People with a high need for power desire situations in which they exercise power and influence over others. They aspire for positions with status and authority and tend to be more concerned about their level of influence than about effective work performance. 4. Vroom's Theory of Expectancy Vroom's expectancy theory of motivation says that an individual's motivation is affected by their expectations about the future. In his view, an individual's motivation is affected by - Expectancy: Here the belief is that increased effort will lead to increased performance i.e., if I work harder then it will be better. This is affected by things such as: Having the appropriate resources available (e.g., raw materials, time) Having the appropriate management skills to do the job Having the required support to get the job done (e.g., supervisor support, or correct information on the job) Instrumentality: Here the belief is that if you perform well, then the outcome will be a valuable one for me. i.e., if I do a good job, there is something in it for me. This is affected by things such as: A clear understanding of the relationship between performance and outcomes - e.g., the rules of the reward 'game' Trust in the people who will take the decisions on who gets what outcome Transparency in the process decides who gets what outcome Valence: is how much importance the individual places upon the expected outcome. For example, if someone is motivated by money, he or she might not value offers of additional time off. Motivation = V * I * E The three elements are important when choosing one element over another because they are clearly defined: E>P expectancy: our assessment of the probability that our efforts will lead to the required performance level. P>O expectancy: our assessment of the probability that our successful performance will lead to certain outcomes. 5. McGregor's Theory X and Theory Y Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of Enterprise," and they refer to two styles of management - authoritarian (Theory X) and participative (Theory Y). Theory X: Managers who accept this theory believe that if you feel that your team members dislike their work, have little motivation, need to be watched every minute, and are incapable of being accountable for their work, avoid responsibility and avoid work whenever possible, then you are likely to use an authoritarian style of management. According to McGregor, this approach is very "hands-on" and usually involves micromanaging people's work to ensure that it gets done properly. Theory Y: Managers who accept this theory believe that if people are willing to work without supervision, take pride in their work, see it as a challenge, and want to achieve more, they can direct their own efforts, take ownership of their work and do it effectively by themselves. These managers use a decentralized, participative management style. 6. Alderfer's ERG TheoryC. P. Alderfer, an American psychologist, developed Maslow's hierarchy of needs into a theory of his own. His theory suggests that there are three groups of core needs: existence (E), relatedness (R), and growth (G). These groups are aligned with Maslow's levels of physiological needs, social needs, and self-actualization needs, respectively. Existence needs concern our basic material requirements for living, which include what Maslow categorized as physiological needs such as air, sleep, food, water, clothing, sex and shelter and safety-related needs such as health, secure employment, and property. Relatedness needs have to do with the importance of maintaining interpersonal relationships. These needs are based on social interactions with others and are aligned with Maslow's levels of love/belonging-related needs such as friendship, family, and sexual intimacy and esteem-related needs such as gaining the respect of others. Growth needs describe our intrinsic desire for personal development. These needs are aligned with the other part of Maslow's esteem-related needs such as self-esteem, self-confidence, and achievement, and self-actualization needs such as morality, creativity, problem-solving, and discovery. Alderfer is of the opinion that when a certain category of needs is not being met, people will redouble their efforts to fulfill needs in a lower category. Maslow's theory is very rigid and it assumes that the needs follow a specific and orderly hierarchy and unless a lower-level need is satisfied, an individual cannot proceed to the higher-level need i.e., an individual remains at a particular need level until that need is satisfied. Whereas, according to Alderfer's theory, if a higher-level need is aggravated, an individual may revert to increasing the satisfaction of a lower-level need. This is called the frustration-regression aspect of ERG theory. ERG theory is very flexible as Alderfer perceived the needs as a range/variety instead of perceiving them as a hierarchy i.e., an individual can work on growth needs even if his existence or relatedness needs remain unsatisfied. For e.g., when growth needs aggravate, then an individual might be motivated to accomplish the relatedness need and if there are issues in accomplishing relatedness needs, then he might be motivated by the existence needs. Hence in this manner, frustration or aggravation can result in regression to a lower-level need. Another example could be, if someone's self-esteem is suffering, he or she will invest more effort in the relatedness category of needs. Implications of the ERG Theory All managers must understand that an employee has various needs that must be satisfied at the same time. According to the ERG theory, if the manager focuses solely on one need at a time, then this will not effectively motivate the employee. The frustration-regression aspect of ERG Theory has an added effect on workplace motivation. For e.g., if an employee is not provided with growth and advancement opportunities in an organization, then he or she might revert to related needs such as socializing needs. To meet those socializing needs, if the environment or circumstances do not permit it, he might revert to the need for money to fulfill those socializing needs. By the time the manager realizes and discovers this, they will take more immediate steps to fulfill those needs which are frustrated until such time that the employee can again pursue growth.You can further explore KnowledgeHut's best project management course which goes into full detail about the same.ConclusionMotivation is the state of mind which pushes all human beings to perform to their highest potential, with good spirits and a positive attitude. The various motivation theories outlined above help us to understand what are the factors that drive motivation. It is a leader's job to ensure that every individual in the team and the organization is motivated, and inspired to perform better than their best. This is neither quick nor easy, but in the long-term, the gains that are derived from happy employees far outweigh the time and effort spent in motivating them!

Project Management Tutorial

Motivation is a state of mind, filled with energy and enthusiasm, which drives a person to work in a certain way to achieve desired goals. Motivation is a force that pushes people to work with a high level of commitment and focus, even if things are going against them. Motivation translates into a certain kind of human behavior.  In short, motivation is the driving force behind human actions.

There are many different forces that guide and direct our motivations. It is important to ensure that every team member in an organization is motivated and meets the best project management course bottom line. Various psychologists have studied human behavior and have formalized their findings in the form of various motivational theories. These motivational theories provide insights into the way people behave and what motivates them.

Motivation theory is a way of looking at the motivation of a person and how this influences their behavior, whether for personal or professional reasons. It's important to every aspect of society but is especially relevant to business and management. Motivation is the key to more profitable employees, as a motivated employee is more productive.

What are the 5 Theories of Motivation?

Motivation is a huge field of study. Psychologists have proposed many different theories of motivation. Some of the most famous motivational theories include the following:

1. Maslow's Theory of Hierarchical Needs

Abraham Maslow postulated that a person will be motivated when all his needs are fulfilled. P eople do not work for security or money, but they work to contribute and to use their skills. He demonstrated this by creating a pyramid to show how people are motivated and mentioned that ONE CANNOT ASCEND TO THE NEXT LEVEL UNLESS LOWER-LEVEL NEEDS ARE FULFILLED. The lowest level needs in the pyramid are basic needs and unless these lower-level needs are satisfied people do not look at working toward satisfying the upper-level needs.

Below is the hierarchy of needs:

Physiological needs: are basic needs for survival such as air, sleep, food, water, clothing, sex, and shelter.

Safety needs: Protection from threats, deprivation, and other dangers (e.g., health, secure employment, and property)

Social (belongingness and love) needs: The need for association, affiliation, friendship, and so on.

Self-esteem needs:  The need for respect and recognition.

Self-actualization needs:  The opportunity for personal development, learning, and fun/creative/challenging work.  Self-actualization is the highest-level need to which a human being can aspire.

The leader will have to understand at what level the team members are currently, and seek out to help them to satisfy those specific needs and accordingly work to help fulfill those needs. This will help the team members perform better and move ahead with the project. A PMP certification will help you better understand this concept. Also, as their needs get fulfilled, the team members will start performing, till the time they start thinking of fulfilling the next upper level of need as mentioned in the pyramid.

2. Hertzberg's two-factor Theory

Hertzberg classified the needs into two broad categories; namely hygiene factors and motivating factors:

poor hygiene factors may destroy motivation but improving them under most circumstances will not improve team motivation

hygiene factors only are not sufficient to motivate people, but motivator factors are also required

Herzberg's two-factor principles

Influenced by Hygiene Factors (Dis-satisfiers)

Improving motivator factors increases job satisfaction

Influenced by motivator factors (Satisfiers)

Working condition

Coworker relations

Policies & rules

Supervisor quality

Improving the hygiene factors decreases job dissatisfaction

Achievements

Recognition

Responsibility

Work itself

Personal growth

3. McClelland's Theory of Needs

McClelland affirms that we all have three motivating drivers, which do not depend on our gender or age. One of these drives will be dominant in our behavior. The dominant drive depends on our life experiences.

The three motivators are:

Achievement :  a need to accomplish and demonstrate own competence. People with a high need for achievement prefer tasks that provide for personal responsibility and results based on their own efforts.  They also prefer quick acknowledgment of their progress.

Affiliation :  a need for love, belonging and social acceptance. People with a high need for affiliation are motivated by being liked and accepted by others.  They tend to participate in social gatherings and may be uncomfortable with conflict.

Power :  a need for controlling own work or the work of others. People with a high need for power desire situations in which they exercise power and influence over others.  They aspire for positions with status and authority and tend to be more concerned about their level of influence than about effective work performance.

4. Vroom's Theory of Expectancy

Vroom's expectancy theory of motivation says that an individual's motivation is affected by their expectations about the future. In his view, an individual's motivation is affected by -

Expectancy: Here the belief is that increased effort will lead to increased performance i.e., if I work harder then it will be better. This is affected by things such as:

Having the appropriate resources available (e.g., raw materials, time)

Having the appropriate management skills to do the job

Having the required support to get the job done (e.g., supervisor support, or correct information on the job)

Instrumentality: Here the belief is that if you perform well, then the outcome will be a valuable one for me. i.e., if I do a good job, there is something in it for me. This is affected by things such as:

A clear understanding of the relationship between performance and outcomes - e.g., the rules of the reward 'game'

Trust in the people who will take the decisions on who gets what outcome

Transparency in the process decides who gets what outcome

Valence: is how much importance the individual places upon the expected outcome. For example, if someone is motivated by money, he or she might not value offers of additional time off.

Motivation = V * I * E

The three elements are important when choosing one element over another because they are clearly defined:

E>P expectancy: our assessment of the probability that our efforts will lead to the required performance level.

P>O expectancy: our assessment of the probability that our successful performance will lead to certain outcomes.

5. McGregor's Theory X and Theory Y

Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of Enterprise," and they refer to two styles of management - authoritarian (Theory X) and participative (Theory Y).

Theory X: Managers who accept this theory believe that if you feel that your team members dislike their work, have little motivation, need to be watched every minute, and are incapable of being accountable for their work, avoid responsibility and avoid work whenever possible, then you are likely to use an authoritarian style of management. According to McGregor, this approach is very "hands-on" and usually involves micromanaging people's work to ensure that it gets done properly.

Theory Y: Managers who accept this theory believe that if people are willing to work without supervision, take pride in their work, see it as a challenge, and want to achieve more, they can direct their own efforts, take ownership of their work and do it effectively by themselves. These managers use a decentralized, participative management style.

6. Alderfer's ERG Theory

C. P. Alderfer, an American psychologist, developed Maslow's hierarchy of needs into a theory of his own.

His theory suggests that there are three groups of core needs: existence (E), relatedness (R), and growth (G). These groups are aligned with Maslow's levels of physiological needs, social needs, and self-actualization needs, respectively.

Existence needs concern our basic material requirements for living, which include what Maslow categorized as physiological needs such as air, sleep, food, water, clothing, sex and shelter and safety-related needs such as health, secure employment, and property.

Relatedness needs have to do with the importance of maintaining interpersonal relationships. These needs are based on social interactions with others and are aligned with Maslow's levels of love/belonging-related needs such as friendship, family, and sexual intimacy and esteem-related needs such as gaining the respect of others.

Growth needs describe our intrinsic desire for personal development. These needs are aligned with the other part of Maslow's esteem-related needs such as self-esteem, self-confidence, and achievement, and self-actualization needs such as morality, creativity, problem-solving, and discovery.

Alderfer is of the opinion that when a certain category of needs is not being met, people will redouble their efforts to fulfill needs in a lower category.

Maslow's theory is very rigid and it assumes that the needs follow a specific and orderly hierarchy and unless a lower-level need is satisfied, an individual cannot proceed to the higher-level need i.e., an individual remains at a particular need level until that need is satisfied.

Whereas, according to Alderfer's theory, if a higher-level need is aggravated, an individual may revert to increasing the satisfaction of a lower-level need. This is called the frustration-regression aspect of ERG theory. ERG theory is very flexible as Alderfer perceived the needs as a range/variety instead of perceiving them as a hierarchy i.e., an individual can work on growth needs even if his existence or relatedness needs remain unsatisfied.

For e.g., when growth needs aggravate, then an individual might be motivated to accomplish the relatedness need and if there are issues in accomplishing relatedness needs, then he might be motivated by the existence needs. Hence in this manner, frustration or aggravation can result in regression to a lower-level need.

Another example could be, if someone's self-esteem is suffering, he or she will invest more effort in the relatedness category of needs.

Implications of the ERG Theory

All managers must understand that an employee has various needs that must be satisfied at the same time. According to the ERG theory, if the manager focuses solely on one need at a time, then this will not effectively motivate the employee. The frustration-regression aspect of ERG Theory has an added effect on workplace motivation. For e.g., if an employee is not provided with growth and advancement opportunities in an organization, then he or she might revert to related needs such as socializing needs.

To meet those socializing needs, if the environment or circumstances do not permit it, he might revert to the need for money to fulfill those socializing needs. By the time the manager realizes and discovers this, they will take more immediate steps to fulfill those needs which are frustrated until such time that the employee can again pursue growth.

You can further explore KnowledgeHut's best project management course which goes into full detail about the same.

Conclusion

Motivation is the state of mind which pushes all human beings to perform to their highest potential, with good spirits and a positive attitude. The various motivation theories outlined above help us to understand what are the factors that drive motivation. It is a leader's job to ensure that every individual in the team and the organization is motivated, and inspired to perform better than their best. This is neither quick nor easy, but in the long-term, the gains that are derived from happy employees far outweigh the time and effort spent in motivating them!

Suggested Tutorials

PRINCE2 Tutorial [Video]

By KnowledgeHut

PRINCE2 Tutorial [Video]

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Motivation Theories [5 Famous Motivation Theories]

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Motivation is a state of mind, filled with energy and enthusiasm, which drives a person to work in a certain way to achieve desired goals. Motivation is a force that pushes people to work with a high level of commitment and focus, even if things are going against them.

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Which one are you? Is it the style you want to have? My leadership style has developed and changed over time, as I realize there are more effective ways to motivate and get the best from employees than my ‘natural style’ would allow. 😊 

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Which one are you? Is it the style you want to have? My leadership style has developed and changed over time, as I realize there are more effective ways to motivate and get the best from employees than my ‘natural style’ would allow. 😊 

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Quality Glossary Definition: Plan-do-check-act (PDCA) cycle
Variations: plan-do-study-act (PDSA) cycle, Deming cycle, Shewhart cycle. Understand the evolution of these variations.

The Plan-do-check-act cycle (Figure 1) is a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement. The PDCA cycle is considered a project planning tool.
Figure 1: Plan-do-check-act cycle
Use the PDCA cycle when:

Starting a new improvement project

Developing a new or improved design of a process, product, or service

Defining a repetitive work process

Planning data collection and analysis in order to verify and prioritize problems or root causes

Implementing any change

Working toward continuous improvement

The Plan-do-check-act Procedure

1. Plan: Recognize an opportunity and plan a change.

2. Do: Test the change. Carry out a small-scale study.

3. Check: Review the test, analyze the results, and identify what you've learned.

4. Act: Take action based on what you learned in the study step. If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

The Pearl River, NY School District, a 2001 recipient of the Malcolm Baldrige National Quality Award, used the PDCA cycle as a model for defining most of their work processes, from the boardroom to the classroom.

The PDCA model was the basic structure for the district's:

Overall strategic planning

Needs analysis

Curriculum design and delivery

Staff goal-setting and evaluation

Provision of student services and support services

Classroom instruction

Figure 2 shows their "A+ Approach to Classroom Success." This is a continuous cycle of designing curriculum and delivering classroom instruction. Improvement is not a separate activity-it is built into the work process.

Figure 2: Plan-do-check-act example

Plan

The A+ Approach begins with a "plan" step, which the school district calls "analyze." In this step, students' needs are analyzed by examining a range of data available in Pearl River's electronic data "warehouse." The data reviewed includes everything from grades to performance on standardized tests. Data can be analyzed for individual students or stratified by grade, gender, or any other subgroup. Because PDCA does not specify how to analyze data, a separate data analysis process (Figure 3) is used here as well as in other processes throughout the organization.

Figure 3: Pearl River Analysis Process

Do

The A+ Approach continues with two "do" steps:

1. The "align" step asks what the national and state standards require and how they will be assessed. Teaching staff also plans curricula by looking at what is taught at earlier and later grade levels and in other disciplines to ensure a clear continuity of instruction throughout the student's schooling. Teachers develop individual goals to improve their instruction where the "analyze" step showed any gaps.

2. The "act" step is where instruction is provided, following the curriculum and teaching goals. Within set parameters, teachers vary the delivery of instruction based on each student's learning rates and styles.

Check

Formal and informal assessments take place continually, from daily teacher assessments to six-week progress reports to annual standardized tests. Teachers also can access comparative data on the electronic database to identify trends. High-need students are monitored by a special child study team.

Throughout the school year, if assessments show students are not learning as expected, mid-course corrections are made (such as re-instruction, changing teaching methods, and more direct teacher mentoring). Assessment data become input for the next step in the cycle.

Act

In this example, the "act" step is "standardization." When goals are met, the curriculum design and teaching methods are considered standardized. Teachers share best practices in formal and informal settings. Results from this cycle become input for the "analyze" phase of the next A+ Approach cycle.

You can also search articles, case studies, and publications for PDCA resources.

Articles

Case Studies

Message Received ( Six Sigma Forum Magazine) The science of experimental design allows you to project the impact of many factors by testing a few of them. If the project follows the DMAIC process, you can make some adjustments to the PDCA outline, which is the approach taken by Deemsys Inc., a training organization that wanted to better understand the response rate of its email marketing efforts.

Courses
Applied Lean ASQ's Quality 101 Lean Foundations
Webcasts

"An Introduction to the PDCA Cycle," a three-part webcast series by Jack ReVelle:

Part 1: This introduction walks through the PDCA cycle's origins in the scientific method, as well as its connection to the Deming-Shewhart cycles.

Part 2: This webcast compares and connects PDCA to other methodologies, including DMAIC, lean, and ISO 9001.

Part 3: The final webcast provides an example application of PDCA and explores the benefits of using PDCA.

Adapted from The Quality Toolbox, Second Edition, ASQ Quality Press.

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PDCA Cycle - What is the Plan-Do-Check-Act Cycle? | ASQ

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Quality Glossary Definition: Plan-do-check-act (PDCA) cycle Variations: plan-do-study-act (PDSA) cycle, Deming cycle, Shewhart cycle. Understand the evolution of these variations. The Plan-do-check-act cycle (Figure 1) is a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.