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https://www.eremedia.com/tlnt/four-steps-to-effective-change-management-for-hr/

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https://www.monster.com/career-advice/article/5-best-paying-retail-management-jobs

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http://learnthat.com/5-reasons-why-performance-appraisal-is-essential/

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Advantages and Disadvantages of Departmentalization Modes Continued

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Advantages and Disadvantages of Departmentalization Modes Continued

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http://www.slideshare.net/dennimardomingo/fundamentals-of-organizing-24868319

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Advantages and Disadvantages of Departmentalization Modes

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Advantages and Disadvantages of Departmentalization Modes

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http://www.slideshare.net/dennimardomingo/fundamentals-of-organizing-24868319

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http://smallbizlink.monster.com/training/articles/855-strategic-and-tactical-planning-understanding-the-difference

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STEP 1 – Various Experts are asked to answer, independently and in writing, a  series of questions about the future of sales or whatever other area is being forecasted.                                                      STEP 2 – A summary of all the answers is then prepared. No expert knows, how any other expert answered the questions.
STEP 3 – Copies of summary are given to the individual experts with the request that they modify their original answers if they think it necessary.                                                                                                    STEP 4 – Another summary is made of these modifications, and copies again are distributed to the experts. This time,however, expert opinions that deviate significantly from the norm must be justified in writing.                                                                                        STEP 5 – A third summary is made of the opinions and justifications, and copies are once again distributed to the experts. Justification in writing for all answers is now required.   STEP 6 – The forecast is generated from all of the opinions and justifications that arise from step 5.

https://managementinnovations.wordpress.com/2008/12/11/methods-of-sales-forecasting/

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http://slideplayer.com/slide/9363747/

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http://managementheaven.com/behavioral-approach-to-management/

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5 essential strategies of product management

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5 essential strategies of product management

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https://www.siriusdecisions.com/Blog/2015/November/The-Five-Essentials-of-Strategic-Product-Management

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[1] "Power" is a measure of an individual's potential to get others to do what he or she wants them to do, as well as to avoid being forced by others to do what he or she does not want to
[2] "Power-oriented behavior" refers to individual actions aimed primarily at acquiring or using power.
[3] "Power dynamics" refers to interpersonal interactions that involve power-oriented behavior.
http://home.earthlink.net/~denmartin/pim.html

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http://smallbusiness.chron.com/differences-between-group-work-team-work-11004.html

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Advantages and Disadvantages of using a committee

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Advantages and Disadvantages of using a committee

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http://www.enotes.com/homework-help/advantages-disadvantages-committee-156491

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Pro

This "theory" at least addresses a more philosophical concern of a leader - the issue of fairness.

The theory can be a way of unifying an organization, saying essentially that everyone is treated equally, everyone is valuable in the organization, and everyone needs to pull their weight.

The Theory helps caution leaders that material reward or working conditions are not the only factors that need to be taken into account for gaining a member's confidence, loyalty, and commitment. If a member still feels rejected after all other material conditions have been satisfied, this "theory" may help explain the gap

Con's

The central issue is what is fair and who determines what is equitable?

Equity calculi can be manipulated by leaders who favor one member over another, if there are not open to view standards and uniform ways of applying them.

As with all theories, one cannot rely on this one as the sole reason why a leader wants to lead. However, it may be seen as one among many and partially explanatory

Overview
Equity Theory essentially is a calculus in determining a member's net contributions to an organization and using that to compare with other members in order to put everyone on an equal footing in terms of worth. There is no absolute comparison in terms of quantity but rather "from each according to her/his ability to each according to her/his net contribution. So, person A may output 1,000 units of something a day but may be a brute, while B may output only 300 units a day but be below average in strength and stature. However, if each is outputting in accordance to their capacity, then, there is equal value. A leader then can approach both and say that they are providing equivalent value to the organization from and Equity theory perspective.
http://www.leadership-central.com/equity-theory.html#axzz4Mk4F3OZu

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http://www.withoutend.org/the-sandy-soil-doubt-uncertainty-humility-church-leadership/

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Four primary types of behavior for the path-goal theory.

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Four primary types of behavior for the path-goal theory.

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The four path-goal types of leader behaviors are:

Directive: The leader informs her followers on what is expected of them, such as telling them what to do, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is a lot of uncertainty within the environment.

Supportive: The leader makes work pleasant for the workers by showing concern for them and by being friendly and approachable. It is most effective in situations in which tasks and relationships are physically or psychologically challenging.

Participative: The leader consults with his followers before making a decision on how to proceed. It is most effective when subordinates are highly trained and involved in their work.

Achievement: The leader sets challenging goals for her followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. It is most effective in professional work environments, such as technical, scientific; or achievement environments, such as sales.

http://www.nwlink.com/~donclark/leader/lead_path_goal.html

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Clear And Effective Communication In Web Design

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Clear And Effective Communication In Web Design

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https://www.smashingmagazine.com/2009/02/clear-and-effective-communication-in-web-design/

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http://slideplayer.com/slide/9363747/

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http://www.newfoundations.com/OrgTheory/SchoolasOrg.html

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1. Unanimous

Unanimous decisions occur when all agree without reservation. They are easier for trivial matters, but very difficult for important and/or higher-pressure situations. Be careful not to confuse unanimity with consensus.

2. Consensu

In a consensus, each person agrees to support the decision, though all may not agree, and gives his or her consent. Despite differing perspectives, all agree that they can live with the decision. Consensus is the process most likely to ensure that each person’s input is valued, heard and considered.

3. Majority Rule

Majority rule decisions are made when more than half the group votes in favor. This process is used frequently in democracies, and rarely in organizations. Majority decisions, as with any voting situation, risk that you won’t have full support and that those not in agreement with the majority may do something less than helpful later. It also carries the possibility of establishing an “us” versus “them” mentality.

4. Expert

In this scenario, the group delegates the decision-making responsibility to an expert or small subgroup. This type of process is good for situations that do not require the entire group’s participation

5. Executive

In an executive decision, the leader makes the call. Most decisions are executive, and should be. The big mistake is that often the kind and amount of participation leading up to this kind of decision-making isn’t what it should be. The best decision-making is typically a highly participative executive decision. This approach is critical when dealing with issues such as team vision and mission

6. Defaul

In this scenario, a decision is made by action, or more likely, inaction that forces a conclusion. It is a powerless form of decision-making and is best avoided.
http://artsfwd.org/6-types-of-group-decisions/

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1.State Organizational Objectives
2.List alternative ways of reaching objectives
3.Develop premises on which to base each alternative
4.Choose the best alternative for reaching objectives
5.Devolop plans to pursue the chosen alternative
6.Put the plans into action

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“As a manager, you walk a fine line between being a company advocate and an employee advocate.”
“The manager should take as much time as necessary so that she is confident in her own understanding of the answers,”
“Be sure that your nonverbal cues aren’t telegraphing something different than what you’re saying,”
“Managers have a great deal of influence on employees. If they give them the ammunition of ‘not even my boss believes this is right’ it can spark a lot of chaos, turmoil, and unhappiness,”
“It’s part of your role as a manager to absorb some of that emotion, whether it’s anger, surprise, or something else.”
What questions do you have for me? How are you feeling? (Allow for venting). Now let’s look at what you can do to get that promotion next year or the following one (focus on the future).
Do:

Understand why the decision was made before sharing the news

Prepare and rehearse what you’re going to say

Explain the rationale and the process for making the decision

Don’t:

Sugarcoat the news — be clear and direct

Let your body language belie your words

Allow people to debate the merits of the decision — focus on moving forward

https://hbr.org/2015/03/how-to-deliver-bad-news-to-your-employees

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How much do they already know about my topic?

What do they think about my topic?

What are their goals?

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http://topyaps.com/top-10-international-organizations

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http://www.business2community.com/finance/art-combining-splitting-companies-01022213

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Managers hold positions of authority that make them accountable for the ethical conduct of those who report to them.

Managers monitor the behavior of employees in accordance with the organization's expectations of appropriate behavior, and they have a duty to respond quickly and appropriately to minimize the impact of suspected ethical violations.

Managers may be responsible for creating and/or implementing changes to the ethical codes or guidelines of an organization.

Managers may also be subject to a particular code of professional ethics, depending on their position and training. Fiduciary duty is an example that applies to some managerial roles.

Source: Boundless. “Managers Role in Ethical Conduct.” Boundless Management. Boundless, 26 May. 2016. Retrieved 06 Sep. 2016 from https://www.boundless.com/management/textbooks/boundless-management-textbook/ethics-in-business-13/maintaining-ethical-standards-97/managers-role-in-ethical-conduct-456-3504/

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Challenges with having a Multigenerational workplace

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Challenges with having a Multigenerational workplace

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http://www.businessnewsdaily.com/6609-multigenerational-workforce-challenges.html

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http://sunrisepage.com/manage/skilmana.htm

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1. Design a personalized stress management plan. In the plan, include description of:
a) The signs that indicator that you're overly stressed. Include the number of hours that you want to average in work per week.
b) How you will ensure that you notice each of the signs.
c) How you will conclude whether you need to make changes in your work and life styles.
d) Where you will go for help.
e) At least one friend and ask them to check in with you every two weeks to see how you're doing. You might suggest that they do the same plan and you can reciprocate by helping them, as well.
For additional assistance, see Managing Yourself and Leading Yourself.

2. Consider getting a mentor or a coach. See Getting a Mentor see Hiring a Coach and Getting Coached.

3. Name at least three sources for networking and/or support for you, for example, a network of friends, association, club, etc. Do you feel comfortable turning to these sources when you need help? If not, contact at least one source that you feel comfortable approaching when you're, for example, in need of suggestions for resources, feeling burned out, etc.