# data[].attributes.body
While Gantt Charts can be very confusing in terms of how to create one and understand a Gantt chart they can be extremely vital for a company as they help you understand when each task will begin and end and how long the project as a whole will be as well as when parts of your project can wait or be paused without causing any delay. Gantt Charts should be taught within a company to prevent delay on their projects and keep their employees in line and under a time frame.

# data[].attributes.attachment_link.title
6 Benefits of Creating a Gantt Chart for Your Next Project

# data[].attributes.body
In this Ted talk by Tony Ferretti he goes on to explain how Control is a power move and how to properly manage control within your relationships and in the world of Business. Ferretti goes on to explain how as humans we do not have complete control over everything in our lives and giving up certain control. Ferretti also states he is a CFIR (Control Freak in Remission). Through the talk he explains how to lessen being a control freak and how to properly manage control within a company and within yourself.

# data[].attributes.attachment_link.description
Control --- It's a loaded word, isn't it? Often we pursue control to avoid something bad from happening, either real or perceived. We may have experienced trauma in our past and rely on control to protect us from future pain. Unfortunately, when we avoid feeling pain, we also lessen our ability to feel pleasure.

# data[].attributes.headline
Differences between Intrinsic vs Extrinsic (Mod 7)

# data[].attributes.subject
Differences between Intrinsic vs Extrinsic (Mod 7)

# data[].attributes.body
Motivation is key to help encourage employees and people to perform a job. There are two main different types of motivation including Intrinsic and Extrinsic. The image below is a great quick example of the differences of each different type of motivation. Extrinsic is basically having the motivation to perform your task in hopes of obtaining an award while Intrinsic motivation comes from within and only has personal motivation due to their own thoughts and beliefs and do not require and external motivation. Both are imperative to have and as a manager it is important to understand which type of motivation an employee needs in order to motivate their employees effectively.

# data[].attributes.body
Below is a prime example visually of what a Leader vs a Manager are.

# data[].attributes.body
During this Mod we learned the main differences between what it means to be a leader vs a management and the key terms associated with each type of leadership or management. In terms of which one is better is very difficult to task as sometimes it is imperative to have both within a company or either just a leader or just a manager. Needless to say while both are very different in their traits they each take on their own role and task within a company to help "get the job done".

# data[].attributes.attachment_link.readable_text
A young manager accosted me the other day. "I've been reading all about leadership, have implemented several ideas, and think I'm doing a good job at leading my team. How will I know when I've crossed over from being a manager to a leader?" he wanted to know.

I didn't have a ready answer and it's a complicated issue, so we decided to talk the next day. I thought long and hard, and came up with three tests that will help you decide if you've made the shift from managing people to leading them.

Counting value vs Creating value. You're probably counting value, not adding it, if you're managing people. Only managers count value; some even reduce value by disabling those who add value. If a diamond cutter is asked to report every 15 minutes how many stones he has cut, by distracting him, his boss is subtracting value.

By contrast, leaders focuses on creating value, saying: "I'd like you to handle A while I deal with B." He or she generates value over and above that which the team creates, and is as much a value-creator as his or her followers are. Leading by example and leading by enabling people are the hallmarks of action-based leadership.

Circles of influence vs Circles of power. Just as managers have subordinates and leaders have followers, managers create circles of power while leaders create circles of influence.

The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.

Leading people vs Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.

In India, M.K. Gandhi inspired millions of people to fight for their rights, and he walked shoulder to shoulder with them so India could achieve independence in 1947. His vision became everyone's dream and ensured that the country's push for independence was unstoppable. The world needs leaders like him who can think beyond problems, have a vision, and inspire people to convert challenges into opportunities, a step at a time.

I encouraged my colleague to put this theory to the test by inviting his team-mates for chats. When they stop discussing the tasks at hand - and talk about vision, purpose, and aspirations instead, that's when you will know you have become a leader.

Agree?

# data[].attributes.attachment_link.title
Three Differences Between Managers and Leaders

# data[].attributes.attachment_link.description
A young manager accosted me the other day. "I've been reading all about leadership, have implemented several ideas, and think I'm doing a good job at leading my team. How will I know when I've crossed over from being a manager to a leader?" he wanted to know.

# data[].attributes.headline
Possible Communication Flow problems (Mod 6)

# data[].attributes.subject
Possible Communication Flow problems (Mod 6)

# data[].attributes.body
Communication Flow within a organizational structure is extremely important. While there are four directions in an organization which include: downward, upward, horizontal, and diagonal. While each are independently important for a organization, there are some possible restrictions or disruptions that can halt your organizational communication.

Communication overload

Tribalism

Poor retention

Noise

# data[].attributes.attachment_link.readable_text
In any organization, efficient communication internally is a driving factor of success and employee morale. When employees are able to understand each other, they're able to work better together and therefore create a better experience for the customers as well. A strong communication flow allows a message to go from top to bottom, laterally, and even diagonally across departments. However, having an effective communication flow is easier said than done.

The included video is a remake of the telephone game we've all played, where a whispered message is quickly lost while being passed around a circle. Instead of passing a message around verbally, subjects in the video must do so using only gestures and body movement. As expected, the message is distorted in comical fashion, leaving an indistinguishable shred of the original message by the time it reaches the end of the line.

The video does a great job of showing us that the original message is clear, concise and delivered with intention. Viewers can clearly see that the first person to pass the message along is riding a motorcycle. It is unmistakable because of his level of intent and attention to detail. As the message is passed along, the intention is lost, details are skipped, and some senders don't take it seriously. This is quite possibly what's happening within your organization.
Improve your communication flow by listening to your team:
The message is soon lost because of the sheer number of people the message must travel through. The same problem is evident when a message must navigate a long or confusing organizational structure. Each recipient must receive, decode and understand the message before it's then encoded and transmitted to the next person, resulting in fast confusion. But the number of people in a communication flow is just one reason communication can be disrupted:

People can only process so much information, and it's possible that amount is getting smaller in today's age of social media. According to a 2017 Deloitte consumer study, p eople check their devices 47 times on average across all age groups, with the number significantly higher among younger people. In order to avoid overloading colleagues with information, minimize the number of communication channels you use while keeping your message clear and concise.

Tribalism occurs when similar personalities, traits, and loyalty cause people to support the interests of a group rather than the organization as a whole. Although tribalism can be beneficial within an organization, it can also be destructive to the flow of communication as people begin to mislead, undermine or refuse to communicate with other tribes.

Poor retention of information can occur for a number of reasons, including lack of motivation, an inability to understand and too much mental stress. Looking back on the video, some participants appear not as interested in whether the correct message is passed on or not. Making sure employees feel recognized, are paid well and not overworked are a few ways to improve retention.

One of the strongest disruptors of communication is noise. Sarcasm, biases, jargon, wandering thoughts, mumbling, and talking speed are all common forms of noise. Too much noise in a message can result in wrong perceptions and ultimately the breakdown of a communication flow. It's up to both the sender and receiver to eliminate noise, making it one of the more painful types of disruption. Shown below is Claude Shannon's diagram of a general communication system from his Mathematical Theory of Communication.

It's generally accepted that face-to-face communication is the most ideal and functional method, but as you can see from the video, there are still plenty of ways for the message to get lost. There is no one way to improve the communication flows in your organization, and it will take buy-in and alignment from your people.

What is your organization doing to improve the movement of communication?
Are you looking to build your own strategic plan?
Our comprehensive video walkthrough will show you how:

# data[].attributes.attachment_link.title
How Your Organization's Communication Flow is Being Disrupted

# data[].attributes.attachment_link.description
In any organization, efficient communication internally is a driving factor of success and employee morale. When employees are able to understand each other, they're able to work better together and therefore create a better experience for the customers as well. A strong communication flow allows a message to go from top to bottom, laterally, and even diagonally across departments.

# data[].attributes.body
Below is a funny "Gif" about how someone states that there was an "HR meeting about this". Many HR representatives are required to provide training to their employees to prevent issues within the company. Some of these include sexual harassments training, Security training etc.

# data[].attributes.body
The original idea of Human Resources was created by Charles Babbage and Robert Owen, who designed the idea of Human Resources during the industrial era where Human Resources were drastically needed in that time period. It's main idea and concept was dealing with employees wages as well as workplace safety as well as many of the employees issues within the company, very similar to todays HR.

# data[].attributes.attachment_link.readable_text
Many people may think of a human resources department as a relatively modern innovation. However, a look at the history of human resources reveals that the ideas underpinning the discipline stretch as far back as human history itself. Maximizing worker potential and management of people is a concern stretching back to ancient times. Those ideas were further developed starting in the 18th century, culminating in today's human resources departments.
See our ranking of the Top 50 Best Online Master's in HR Degree Programs (MSHR).
Modern Origins of Human Resources

The clearest antecedent of modern human resources is likely the work of two men, Charles Babbage and Robert Owen, who devised the idea against the backdrop of the industrial revolution that the well-being of the worker was critical to worker productivity. Early names for human resources-like initiatives in the workplace in the 19th and early 20th century included "industrial welfare," "personnel management" and "scientific management." Fields including organization management and industrial psychology contributed to building the practice of human resources as it is known today.

The Development of Human Resources Ideas

In the early 20th century, the near-simultaneous rise of trade unions and personnel management departments within companies laid the groundwork for the formal discipline of human resources. The ideas of mechanical engineer Frederick Taylor that explored how to make manufacturing workers more efficient were important underpinnings for the discipline's development. Unions were important in pressing for employee rights alongside that increased efficiency, and these two principles have continued to develop in tandem as crucial elements in the history of human resources.

According to Fast Company, The National Cash Register Company may have been the first modern human resources department. Although at the time it was called "personnel," its focus on managing wages and workplace safety as well as dealing with employee grievances meant its aims were similar to human resources departments today.

The Rise of Human Resources Departments

The relationship between employee and employers changed in the 20th century, and this change was both driven by and reflected in human resources departments. By the middle of the 20th century, human resources was its own discipline taught in universities. As the influence of unions decreased, the role of human resources departments grew. Employment legislation passed throughout the latter half of the 20th century protected workers belonging to various classes, and ensuring that these workers' rights were not violated also became a focus of human resources departments along with training, recordkeeping, managing employee benefits and ensuring compliance with state and federal law. In the 21st century, the responsibility of human resource departments has grown and changed along with the economy and the demands of technology to take a greater part in management decisions and to help manage employees who may be working remotely and scattered throughout the world.

The history of human resources is a rich and complex one, shaped by fields including business and psychology as well as the civil rights movement and legal cases dealing with workers' rights. It is anticipated that technological innovations will continue to advance the field and keep it relevant for companies and their workforces in the future.

# data[].attributes.attachment_link.title
What Is the History of Human Resources? - Human Resources Degrees

# data[].attributes.attachment_link.description
Many people may think of a human resources department as a relatively modern innovation. However, a look at the history of human resources reveals that the ideas underpinning the discipline stretch as far back as human history itself. Maximizing worker potential and management of people is a concern stretching back to ancient times.

# data[].attributes.body
Departmentalization is the process of grouping activities or tasks into a certain structure or department. The use of Departmentalization is important to the structure of the company and is important in making sure the steps and tasks are done correctly.

# data[].attributes.body
This Ted talk falls in line with having a High-performing Team. # 3 on the ten elements that are important to successfully integrate high-performance teams. Clear and open communication to me is by far the most important element of all the ten elements. The reason being is without clear and concise communication, the entire team could possibly fall apart. Marcus Alexander Velazquez, describes the best way to communicate by being effective and not having many emotions while communicating.

# data[].attributes.attachment_link.description
This presentation is intended to challenge its hearers to evaluate their current methods of communicating for the purposes of saving time and emotions, as well as increasing the effectiveness of one's communication. Effective communication can be defined as the delivering of information that is accurately received, in the least amount of time, without being an emotional burden.

# data[].attributes.body
1. Recruitment
2. Employee loyalty
3. Job satisfaction
4. Collaboration
5. Work performance
6. Employee morale
7. Less stress

For many companies a company wide Culture isn't something many strive to achieve, and among the few companies that achieve to have a strong culture, many aren't geared towards having a positive happy culture. For example, my current companies culture is "work hard, get your work done". Seems to be more of culture for a jail setting. The article by Forbes explains the important of why having a positive culture for your company is overall beneficial l for the company itself and it's employees. The article outlines the steps needed to build a positive company culture and should be read and taken within a company.

# data[].attributes.attachment_link.readable_text
Company culture is an integral part of business. It affects nearly every aspect of a company. From recruiting top talent to improving employee satisfaction, it's the backbone of a happy workforce. Without a positive corporate culture, many employees will struggle to find the real value in their work, and this leads to a variety of negative consequences for your bottom line.

According to research by Deloitte, 94% of executives and 88% of employees believe a distinct corporate culture is important to a business' success. Deloitte's survey also found that there is a strong correlation between employees who claim to feel happy and valued at work and those who say their company has a strong culture.

There's a reason why companies who are named as a Best Place to Work see so much success. These organizations tend to have strong, positive corporate cultures that help employees feel and perform their best at work. Research gathered by CultureIQ found that employee's overall ratings of their company's qualities - including collaboration, environment and values - are rated 20% higher at companies that exhibit strong culture.

But why is corporate culture such an important part of a business? Take a look at some of the benefits of a positive company culture:

Recruitment. Many HR professionals agree that a strong company culture is one of the best ways to attract potential employees. A positive culture gives an organization a competitive advantage. People want to work for companies with a good reputation from previous and current employees. A company with a positive culture will attract the type of talent that is willing to make their next workplace a home, rather than just a stepping-stone.

Employee loyalty. Not only will a positive culture help recruitment efforts, it will help retain top talent as well. A positive culture fosters a sense of employee loyalty. Employees are much more likely to stay with their current employer when they feel they are treated right and enjoy going to work every day.

Job satisfaction. It's no surprise that job satisfaction is higher at companies with a positive corporate culture. Employers who invest in the well-being of their employees will be rewarded with happy, dedicated employees

Collaboration. Employees are much more likely to come together as a team at companies with a strong culture. A positive culture facilitates social interaction, teamwork and open communication. This collaboration can lead to some amazing results.

Work performance. Strong company cultures have been linked to higher rates of productivity. This is because employees tend to be more motivated and dedicated to employers who invest in their well-being and happiness.

Employee morale. Maintaining a positive company culture is a guaranteed way to boost employee morale. Employees will naturally feel happier and enjoy their work more when they work in a positive environment.

Less stress. A positive company culture will help significantly reduce workplace stress. Companies with a strong corporate culture tend to see less stressed employees, which helps boost both employee health and work performance.

One great example of a positive company culture comes from Sweetgreen. This fast-casual health foods restaurant believes that the most important ingredient to success is a positive company culture. Sweetgreen promotes a positive corporate culture by offering special perks that help boost positivity and morale throughout the company.

Some of Sweetgreen's hallmark initiatives that have helped create a positive company culture include:

Family Fund:Sweetgreeen provides emergency financial support for employees during times of need. It's funded through voluntary paycheck deductions from corporate employees. The Family Fund has assisted team members in paying for temporary housing due to a fire and has also helped assist an employee who needed to travel to care for a sick loved one.

Notes of Gratitude: Employers host a "Gratitude Night" to thank employees for making a positive impact on their customers. The corporate office reviews letters sent in from happy customers and writes personal, handwritten notes to employees who have helped these customers. This type of event highlights employee achievement and gives them some public recognition for their hard work.

Working with Impact Projects: Sweetgreen offers employees the opportunity to get involved with impact projects to support the community. Sweetgreen recently partnered with the LA Food Policy Council to revamp a small, family-run grocery market.

Sweetgreen is just one example of the many forward-thinking companies that are dedicating their time and resources into building a positive company culture and supporting the well-being of their workforce. Other companies would greatly benefit from following the lead of these companies and building their own unique, positive culture.

One of the best things about building a positive culture is that it can be done with any budget, at any size company and within any industry. As long as employers take the time to genuinely invest in the happiness and well-being of their workforce, a positive culture will grow and thrive.

Employers can use the following tips to help build a positive corporate culture at their workplace:

Emphasis on employee wellness. No organization can expect to foster a positive culture without healthy employees. Employees need to feel their best - physically, mentally and emotionally - in order to contribute to a positive culture. In many ways, employee wellness is a foundation for a positive corporate culture. Leaders should ensure that employees have the resources, tools and on-site healthcare opportunities they need to live their healthiest life - inside and outside of the office.

Grow off your current culture. Building a positive corporate culture doesn't mean employers should completely scrap everything their company currently stands for. Rather than expecting employees to do a complete 180, employers should work on enhancing the current culture they have. Ask employees what they do and don't like about their current culture and work environment. Leaders should use these suggestions to help create a positive corporate culture that's appropriate for their workforce.

Provide meaning. Meaning and purpose are more important in the workplace now than ever. A majority of employees crave meaning and purpose in their work. Without it, job satisfaction takes a major hit. And a company certainly can't build a culture without any meaning behind its work. Create a mission statement and core values and communicate these to employees. Give employees specific examples of how their roles positively impact the company and its clients.

Create goals. No organization can have corporate culture without clear goals in place. Employers should gather with their team to create goals and objectives that everyone can work towards. Creating a company goal brings employees together and gives everyone something specific to work towards - other than a paycheck.

Encourage positivity. In order to build a positive culture, employers need to start by encouraging positivity in the workplace. It's essential to promote positivity on a daily basis. Employers should lead by example by expressing gratitude, smiling often and remaining optimistic during difficult situations. Employees are much more likely to engage in positive behavior when they see their employers doing so.

Foster social connections. Workplace relationships are an essential element to a positive company culture. When employees barely know their colleagues and rarely interact, there's no possible way for a strong culture to grow. Leaders need to provide employees with opportunities for social interactions in the workplace. Consider weekly team meals, happy hour excursions or even a book club to get things started.

Listen. Being a good listener is one of the easiest ways employers can start to build a positive culture. According to research gathered by CultureIQ, 86% of employees at companies with strong cultures feel their senior leadership listens to employees, as compared to 70% of employees at companies without strong culture. Listen to employees, and make sure they feel their voices are heard and valued.

Empower "culture champions." Similar to " wellness champions," culture champions are employees who embody the values and missions of a company. They are excited to promote a company's aspirations and encourage others to do the same. Identify these employees and encourage them to keep spreading the cheer.

One of the most important roles a leader has is creating a positive culture. Be sure to cultivate a positive culture that enhances the talent, diversity and happiness of your workforce. Building a unique, positive culture is one of the best - and simplest - ways to get your employees to invest their talent and future with your company.

... Read More

# data[].attributes.attachment_link.description
Company culture is an integral part of business. It affects nearly every aspect of a company. From recruiting top talent to improving employee satisfaction, it's the backbone of a happy workforce. Without a positive corporate culture, many employees will struggle to find the real value in their work, and this leads to a variety of negative consequences for your bottom line.

# data[].attributes.headline
3 Steps to Better Decision Making (Mod 4)

# data[].attributes.subject
3 Steps to Better Decision Making (Mod 4)

# data[].attributes.body
This falls in line with our Decision Tree section of our reading and how to make a better decision. The Decision Tree helps us structure our decisions and find the best possible outcome. In this Ted Talk by Matthew Confer he details the 3 steps you need to make a better decision. It was a good watch and fell in line with our learning this mod.

# data[].attributes.attachment_link.title
Before You Decide: 3 Steps To Better Decision Making

# data[].attributes.attachment_link.description
We all make thousands of decisions each day. How can you optimize your decision making by restructuring the steps you take before you decide? Our firm utilizes immersive team-based simulations that mimic the decisions they make in the real world to train corporate leaders around the world to better prepare them for the challenges ahead.

# data[].attributes.headline
Importance of the Six PESTEL Factors (Mod 4)

# data[].attributes.subject
Importance of the Six PESTEL Factors (Mod 4)

# data[].attributes.body
Factors you need to watch for each factor
Political:
1. Tax Policies
2. Stability of government
3. Entry Mode regulations
4. Social Policies
5. Trade regulations
Economic:
1. Disposable income of buyers
2. Credit Accessibility
3. Unemployment rates
4. Interest rates
5. inflation
Social:
1. Population Demographics
2. Distribution of Wealth
3. Changes in lifestyles and trends
4. Educational levels
Technological:
1. New discoveries and innovations
2. Rate of technological advances and innovations
3. Rate of technological obsolescence
4. New technological platforms
Environmental:
1. Waste disposal laws
2. Environmental protection laws
3. Energy consumption regulation
4. Popular attitude towards the environment
Legal:
1. Employment regulations
2. Competitive regulations
3. Health and safety regulations
4. Product regulations
5. Antitrust Laws
6. Patent Infringements

# data[].attributes.attachment_link.readable_text
A PESTEL analysis is a tool or framework for marketers. You can use it if you are seeking to analyze and screen the external marketing environment of your company. The strategic management tool gauges macro-environmental factors. The results make decision-making much easier.

Different macro-environmental factors can affect business strategies. So, it is vital to follow the PESTEL framework. The aim is to assess how exactly the factors influence business performance.

You can judge 6 types of environmental influences in the PESTEL framework. They are political, economic, social, technological, environmental, and legal. You should not see these factors as independent factors. They are all interdependent. For example, technological advances can affect the economy in different markets.

The 6 factors I mentioned above make up the acronym PESTEL. Each letter represents one factor. It is often called PESTLE. You may these factors using other tests too. PEST, STEEP, and STEEPLE are similar analyses. Some other variations are STEPJE, STEP, and LEPEST. Managers can choose any, based on the nature of the firm and the factors they wish to study.

I have discussed some characteristics of these environmental factors below. The article will help you find which factors are more important to your company's strategy. This might serve as a preliminary inspiration. You will have to dig deeper into the details to take accurate decisions.

Political Factors in the PESTEL Framework

Politics plays an important role in business. This is because there is a balance between systems of control and free markets. As global economics supersedes domestic economies, companies must consider numerous opportunities and threats before expanding into new regions. It also applies to firms identifying optimal areas for production or sales. Political factors may even help determine the location of corporate headquarters.

Some of the political factors you need to watch are:

Tax policies

Stability of government

Entry mode regulations

Social policies (e.g. social welfare etc.)

Trade regulations (e.g. the EU & NAFTA)

Economic Factors in the PESTEL Framework

Economic factors are metrics that measure the health of any economic region. The economic state will change a lot of times during the firm's lifetime. You have to compare the current levels of inflation, unemployment, economic growth, and international trade. This way, you can carry out your strategic plan better.

Some examples of economic factors you can judge are:

Disposable income of buyers

Credit accessibility

Unemployment rates

Interest rates

Inflation

Social Factors in the PESTEL Framework

Social factors assess the mentality of individuals or consumers in a given market. These are also known as demographic factors. Social indicators like exchange rates, GDP, and inflation are critical to management. They can tell when it is a good time to borrow. These factors help find out how an economy might react to certain changes.

Population demographics: (e.g. aging population)

Distribution of Wealth

Changes in lifestyles and trends

Educational levels

The following are some social factors to focus on:

Technological Factors in the PESTEL Framework

This step entails recognizing the potential technologies that are available. Technological advancements can optimize internal efficiency and help a product or service from becoming technologically obsolete. The role of technology in business is increasing each year. This trend will continue because R&D drives new innovations.

Recognizing evolving technologies to optimize internal efficiency is a great asset in management. But, there are few threats. Disruptive innovations such as Netflix affect business for CD-players. The best strategy is to adapt according to the changes. Your strategies should sidestep threats and embrace opportunities.

New discoveries and innovations

Rate of technological advances and innovations

Rate of technological obsolescence

New technological platforms (e.g. VHS and DVD)

This is a large challenge for management. Below is a list of common technological factors:

Environmental Factors in the PESTEL Framework

Both consumers and governments penalize firms for having an adverse effect on the environment. Governments levy huge fines upon companies for polluting. Companies are also rewarded for having a positive impact on the environment. The consumers are willing to switch brands if they find a business is ignoring its environmental duties.

The impact on the environment is a rising concern. Note that the environment benefits the company too. Running water for a hydro-power plant is an example.

Waste disposal laws

Environmental protection laws

Energy consumption regulation

Popular attitude towards the environment

Few common environmental factors are:

Legal Factors in the PESTEL Framework

This step involves learning about the laws and regulations in your region. It is critical for avoiding unnecessary legal costs.

Employment regulations

Competitive regulations

Health and safety regulations

Product regulations

Antitrust laws

Patent infringements

This is the last factor in the PESTEL framework. These factors overview the legal elements. Often, start-ups link these elements to the political framework. Many legal issues can affect a company that does not act responsibly. This step helps to avoid legal pitfalls. You should always remain within the confines of established regulations.

Common legal factors that companies focus on include:

It is common to conduct a PESTEL analysis before serious decisions. Managers might conduct it before any large projects are undertaken. Understanding all the influencing factors is the first step to addressing them.

Remember, there are many factors other than these which can have an effect on business success. The evaluation is a one-to-one process. Each company should do it for themselves and find the key drivers of change. You must identify the factors which have strategic and competitive consequences.

Analyzing the total macro-environment is an extensive task. Even though, it is complex, understanding the PESTEL framework of basic influences will allow you to maintain an organized and strategic approach. These will isolate each opportunity or threat.
Image: designer491/Shutterstock.com
After writing down the PESTEL framework, company managers can create strategies. The macro-environmental factors will shape the strategies. I am sure that the thinking process will be as sensitive as current and future environmental factors.

If you are planning to align strategies for your company, I suggest you should conduct a PESTEL analysis first. It is always good to have more information about the surrounding. The tool really helps take better decisions.

# data[].attributes.attachment_link.title
The PESTEL Framework Explained: 6 Important Factors

# data[].attributes.attachment_link.description
A PESTEL analysis is a tool or framework for marketers. You can use it if you are seeking to analyze and screen the external marketing environment of your company. The strategic management tool gauges macro-environmental factors. The results make decision-making much easier. Different macro-environmental factors can affect business strategies.

# data[].attributes.headline
Cultural Differences in Global Business (MOD 3)

# data[].attributes.subject
Cultural Differences in Global Business (MOD 3)

# data[].attributes.body
One thing during the research of Cultural differences when working globally. Was that of negotiations. As an American the use of negotiations is to get the lowest possible outcome of price for your company or negotiate something for your business that benefits your company the most. However, in the article "Effects of Cultural Differences on Global Businesses" negotiations are seen differently in many cultures. While they stated Latin Americans are seen as more emotionally fueled during these talks and Japanese are not as forth coming with emotions during negotiations. Another thing stated is that Asian cultures see negotiations as a form of bond between two companies like a win win situation and Spanish see it as a win lose situation.

# data[].attributes.attachment_link.readable_text
Are you looking to enter the global marketplace? Do you have an understanding of cultural differences in business and how they can affect your efforts? In the wake of the COVID-19 pandemic, our world and the way we do business have undergone some significant changes. Now, more than ever, organizations need to harness the power of global markets, but it is also vital for them to understand the essential role that culture plays.

Cultural differences can affect consumer behavior, ultimately placing a brand's opportunities at global success in the hands of their efforts to bridge cultural barriers between local and foreign markets.

Cross-Cultural Challenges

As you learn more about cultural differences in business, you will encounter several more concepts, such as low-context and high-context cultures. In low-context cultures like the United Kingdom, the United States, and Canada, communication is explicit and clear. In contrast, in a high-context culture like Russia, communication is nuanced and implicit, and there is more shared content. However, the opposite happens when negative feedback is to be given. Russia becomes direct, while low-context cultures tend to be indirect when negative feedback is called for.

Building trust is another challenge for businesses. The concept may be relationship-based or task-based. When doing business in China , for example, one of the ways to build good relationships involves spending time together at the dining table (drinking and eating). It is akin to building a solid network where gaining trust opens a path to success as cultural differences are set aside. The Chinese call this type of relationship 'guanxi.' In the United States, however, people don't often socialize with potential business partners unless necessary to avoid embarrassing situations.

Another factor that affects trust-building is the comfort of silence. In some countries, a few seconds of silence make the conversation uncomfortable. This happens in countries where the comfort of silence is low, such as France, Italy, and the United States. In Asian countries like Korea, Indonesia, and Japan, however, the comfort of silence is high, which often results in Asians not speaking often during business meetings with people from Western countries. Asians are not likely to feel uncomfortable if the conversation stops for as long as 30 seconds.

Business executives should learn that cultural sensitivity is essential when engaging in cross-cultural business. Never look at cultural differences as weaknesses. Instead, respect cultural differences to gain success.

Understanding Cultural Differences in Business

Accepting cultural differences provides you with a wide range of business expertise and gives you novel business insights to overcome business-related problems. It's your way to cope with potential barriers regarding international business and culture.

A global company needs to understand that there is a difference in the definition of culture per se and culture in relation to international business. Culture is typically defined as a group of ordinary and accepted standards shared by a specific society. When you put it in a global business context, what one society considers professional may be different for another foreign society.

You must understand that cultural differences affect global business in three primary areas - organizational hierarchy, etiquette, and communication. Understanding them and recognizing their effects on your business will prevent you from creating misunderstandings with foreign clients and colleagues.

By implementing lean processes effectively in your workplace, you can better observe your staff and see any inefficiencies in their communication styles. From there, you can create a step-by-step process that explains to your team how to effectively and productively speak to each other based on cultural differences. This will help you reach your desired output faster, whether that's bridging cultural gaps or improving production tasks.

Communication

Effective communication is vital to business success, whether you are a start-up or a big corporation. Although it is common to hear that English is the language of business, it's never wise to assume that your global business partners will all understand English.

When you venture into the international business arena, one way of bridging cultural differences is through language. Understand the language your target market speaks and know how you use it to convey your message. In India, for example, business professionals typically communicate in nuanced and indirect ways. This is opposite to the Finns, who tend to be direct and brief in their communication.

Aside from verbal communication, it is essential to learn that non-verbal communication is also critical when dealing with international businesses.

Interactions

Gestures that are commonplace in your own country, like kissing people you meet on the cheek, making eye contact, and shaking hands firmly, may be taken as offensive or unusual by your foreign clients or business partners. As many business coaches will tell you, you must remember the proper professional interactions when dealing with different cultures. Researching accepted and proper business etiquette is essential. In some cases, you need to be extra observant of body language, and at times, it is better to ask than commit a cultural faux pas .

Workplace Etiquette

When you are working for a multinational company, you are likely to encounter many differences, which prompt you to learn international business etiquette.

Pay special attention to the formality of address when dealing with foreign business partners and multicultural teams. In some cultures, it is acceptable to address a person you've recently met by their first name, while in other countries, they would instead that you address them by their surname or their title. Canadians and Americans often use first names, even when dealing with new acquaintances. But in many Asian countries, such as Singapore, China, and South Korea, you should always address a person formally by adding Mr. or Ms. before their surname. If you are in doubt, use the formal way of address.

Punctuality is relative. When you deal with business partners, clients, or colleagues from the United States, South Korea, Japan, and Russia, you are expected to be on time. In Germany, you are even expected to be at least 10 minutes early for your appointment. In Greece, they expect foreigners to arrive on time, but just like in Russia, you may expect your counterpart to arrive slightly late. Brazil is ambivalent. They could either be late by a few or several minutes unless you indicate that they should follow the English time, meaning they should arrive at the agreed time.

In Malaysia, expect to wait up to an hour if your counterpart stated that they would be about five minutes late. They are not required to explain either. In China, it is acceptable to be at least 10 minutes late, while in Mexico, it is pretty normal for people to be late by 30 minutes for a business meeting. When doing business in Nigeria or Ghana, the appointed hour for the meeting may be one hour late or within the day. In Morocco, personal meetings could be delayed by an hour and, in some cases, a day. When scheduling meetings in India, understand that being punctual is not one of their ways.

Organizational Hierarchy

Cultural norms dictate how attitudes towards management and organizational hierarchy are perceived. In some cultures, junior staff and middle management may or may not be allowed to speak up during meetings. In some countries, it is challenging to question decisions by senior officers or express opinions that are different from the rest.

Attitudes are dependent on social equality or the societal values of a country. In some countries such as Japan and South Korea, where respect for elders and people in positions of authority is deeply ingrained in the members of society, the concept is applied to the workplace as well. It helps define responsibilities and roles in the company, and those holding positions in senior management expect deference from junior staff and a higher level of formality and respect.

However, the situation is different in Scandinavian countries. In Norway, for example, societal equality is emphasized, so the organizational hierarchy tends to be flat. The workplace environment calls for cooperation across all departments, and informal communication is prevalent.

Differences in Negotiation Styles

Negotiation is a principal component of international business. Culture influences the way people behave, communicate, and think. These characteristics are reflected in the way they negotiate. Companies must understand cultural differences during business transactions and find ways to hurdle the barriers these differences present.

Spanish speakers view negotiation as the means to have a contract, while in some Asian countries, negotiations help build firmer business relationships. The Japanese regard negotiation as a win-win process while the Spanish look at it as a win-lose process.

The way one communicates during negotiations should be carefully considered. Israelis and Americas are very direct, so you immediately know if the transaction is approved or not. The Japanese, however, tend to be indirect. You have to read and carefully interpret vague signs to see if they rejected or accepted your proposal.

Even the way different cultures handle contracts varies. Americans like to have every detail included in the contract because they want to anticipate possible eventualities and circumstances. The deal equates to an agreement. Therefore everything that was discussed and accepted during the negotiation should be specified in the contract. The Chinese, on the other hand, prefer a contract to have the general principles only because, for them, sealing a deal means forming a relationship with the business partner.

Remain Competitive and Successful in the Global Marketplace

Cultural differences are sensitive issues, and those who take the time to address these differences will have a better chance of remaining competitive and thriving in the international business environment.

Businesses preparing to enter the global market have to diligently learn how cultural differences can affect their business conduct in different markets. Their performance depends on understanding cultural diversity and that different markets have their own set of priorities, preferences, and expectations. . can help you navigate the complexities of cultural differences through Day Translations, Inc localization.

Our translators live in-country; thus, they have insider knowledge of specific cultures. They are also native speakers, assuring you that every nuance of the language is appropriately incorporated in the localization process. We share our comprehensive experience and long-term expertise in translation and localization to ensure that your business can genuinely respond to the needs of your target markets. For your translation and localization requirements, you can or call us at 1-800-969-6853 anytime night or day. We are open 24 hours a day, every day of the year, to quickly respond to your linguistic needs.

# data[].attributes.attachment_link.title
Why Cultural Differences in Business Matter Business

# data[].attributes.attachment_link.description
Organizations entering the global market should understand that cultural differences in business matter. Here's how to adapt.

# data[].attributes.body
Multidomestic Strategy: Low integration and High Responsiveness
Transnational Strategy: High Integration and High responsiveness
Standardization: High Integration and Low Responsiveness
Export: Low Integration and Low responsiveness

# data[].attributes.attachment_link.readable_text
Due to increasing globalisation the past decades, even smaller companies have been able to cross national borders and do business abroad. Consequently, many terms have been given to companies operating in multiple countries: multinationals, global businesses, transnational companies, international firms et cetera. The aim of this article is to clearly define these different terms and see how they differ from each other, because they do differ! An often used framework to distinguish multiple forms of internationally operating businesses is the Bartlett & Ghoshal Matrix (1989). Bartlett and Ghoshal clustered these businesses based on two criteria: global integration and local responsiveness. Businesses that are highly globally integrated have the objective to reduce costs as much as possible by creating economies of scale through a more standarized product offering worldwide. Business that are highly locally responsive have as extra objective to adapt products and services to specific local needs. It seems that these strategic options are mutually exclusive, but there are companies trying to be both globally integrated and locally responsive as can be seen in some examples below. Together these two factors generate four types of strategies that internationally operating businesses can pursue: Multidomestic, Global, Transnational and International strategies.

Figure 1: Bartlett and Ghoshal's Typology of Multinational Companies:
Global, Transnational, International and Multidomestic Strategy

Multidomestic: Low Integration and High Responsiveness

Companies with a multidomestic strategy have as aim to meet the needs and requirements of the local markets worldwide by customizing and tailoring their products and services extensively. In addition, they have little pressure for global integration. Consequently, multidomestic firms often have a very decentralized and loosely coupled structure where subsidiaries worldwide are operating relatively autonomously and independent from the headquarter. A great example of a multidomestic company is Nestlé. Nestlé uses a unique marketing and sales approach for each of the markets in which it operates. Furthermore, it adapts its products to local tastes by offering different products in different markets.

Global: High Integration and Low Responsiveness

Global companies are the opposite of multidomestic companies. They offer a standarized product worldwide and have the goal to maximize efficiencies in order to recude costs as much as possible. Global companies are highly centralized and subsidiaries are often very dependent on the HQ. Their main role is to implement the parent company's decisions and to act as pipelines of products and strategies. This model is also known as the hub-and-spoke model. Pharmaceutical companies such as Pfizer can be considered global companies.

Transnational: High Integration and High Responsiveness

The transnational company has characteristics of both the global and multidomestic firm. Its aim is to maximize local responsiveness but also to gain benefits from global integration. Even though this seems impossible, it is actually perfectly doable when taking the whole value chain into considerations. Transnational companies often try to create economies of scale more upstream in the value chain and be more flexible and locally adaptive in downstream activities such as marketing and sales. In terms of organizational design, a transnational company is characterised by an integrated and interdependent network of subsidiaries all over the world. These subsidiaries have strategic roles and act as centres of excellence. Due to efficient knowledge and expertise exchange between subsidiaries, the company in general is able to meet both strategic objectives. A great example of a transnational company is Unilever.

International: Low Integration and Low Responsiveness

Bartlett and Ghoshal originally didn't include this type in their typologies. Other authors on the other hand have attributed the name to the lower left corner of the matrix. An international company therefore has little need for local adaption and global integration. The majority of the value chain activities will be maintained at the headquarter. This strategy is also often referred to as an exporting strategy. Products are produced in the company's home country and send to customers all over the world. Subsidiaries, if any, are functioning in this case more like local channels through which the products are being sold to the end-consumer. Large wine producers from countries such as France and Italy are great examples of international companies.

Figure 2: Organizational structures of the Bartlett and Ghoshal's MNC Typology:
Global, Transnational, International and Multidomestic Strategy

Table 1: Characteristics of MNC Types (Multidomestic, Global, Transnational) - Bartlett and Ghoshal

MNE Archetypes of Administrative Heritage

Bartlett and Ghoshal are not the only academics who have been trying to classify internationally operating companies. Verbeke (2013) has looked at a large number of multinational enterprises (MNE's) and their administrative heritage, and distinguished four archetypes of MNE's: Centralized Exporter, International Projector, International Coordinator and the Multi-centred MNE. Each will be elaborated on below.

Centralized Exporter

The centralized exporter is a home-country managed firm that trades and sells products internationally. In this case, most production facilities are located in the home country and foreign subsidiaries, if any, are functioning largely as facilitators for efficient home country production. Products are standarized and only minor customer-oriented activities are done abroad. The centralized exporter is very close to an international or global company in Bartlett and Ghoshal's typology.

International Projector

The second archetype is the international projector. These kind of companies build upon a tradition of transferring its proprietary knowledge, which was developed in the home country, to foreign subsidiaries across the globe. These subsidiaries are essentially clones of the home operations, since the business model and its success recipe are simply copied and pasted abroad. The automotive company Ford is known for this strategy in its early days in the 1900s. Disneyland is another great example of a successful business model that has been copied all over the world.

International Coordinator

The international coordinator does not only rely on knowledge and resources from its home country as could be seen in the two archetypes above. Instead the international coordinator manages international operations both upstream and downstream the value chain through a tightly-controlled but still flexible logistics function. They tap into location advantages from multiple countries in order to form an efficient vertical value chain across borders. It is therefore perfectly possible that the raw materials are bought and manufactured in multiple countries and that the product is being assembled elsewhere where labor is cheapest. A good example of an international coordinator is Apple. The components of Apple's flagship product, the iPhone, are bought from multiple suppliers all over the world and are finally assembled in China. Design and marketing on the other hand are still largely done in California where Apple is headquartered.

Multicentred MNE

Finally, the multicentred MNE consist of a set of entrepreneurial subsidiaries abroad. Local responsiveness is the foundation of this company's strategy. The only thing that holds these firms together are the shared financial governance and the identity and interests of the founding fathers and owners of the company. Ultimately the multicentred MNE should be viewed as a portfolio of largely autonomous and independent businesses. Bartlett and Ghoshal's multidomestic strategy is most closely associated with this archetype. Philips is known for using this approach in the early years of its existance.

Figure 3: MNE Archetypes of Administrative Heritage (Verbeke, 2013):
Centralized Exporter, International Projector, International Coordinator and Multi-centred MNE

International Business In Sum

Taken this all together, there are many ways in which companies can do business abroad. When a firm has economic operations located in at least two countries, they are often referred to as multinational enterprises or companies (MNE's or MNC's). But the way in which they do business abroad determines whether we can call it an international, global or transnational company for instance. By being aware of these different types of multinationals, you will be better able to structure your own strategic options when going global. In case you want to know more about foreign market entry options, you might want to read more about the OLI paradigm.

Bartlett, C.A. & Ghoshal, S. (1989). Managing Across Borders. The Transnational Solution. Boston: Harvard Business School Press.

Harzing, A.W. (2000). An Empirical Analysis and Extension of the Bartlett and Ghoshal Typology of Multinational Companies. Journal of International Business Studies.

Verbeke, A. (2013). International Business Strategy. Cambridge University Press.

# data[].attributes.attachment_link.title
International Business Strategy EXPLAINED with EXAMPLES | B2U

# data[].attributes.attachment_link.description
Due to increasing globalisation the past decades, even smaller companies have been able to cross national borders and do business abroad. Consequently, many terms have been given to companies operating in multiple countries: multinationals, global businesses, transnational companies, international firms et cetera.

# data[].attributes.body
While work place diversity has been implemented for many years, we still struggle on becoming a diverse community. While we have come so far we still have a long way to go in terms of being completely diverse.

# data[].attributes.body
Chris White details important ways to crate a work culture that brings out the best of their employees. In short these including, being responsive, asking the questions of what needs to be talked about within the company and to always aim higher than what is expected. White explains the importance of why culture is needed and then details ways to create a well rounded culture.

# data[].attributes.attachment_link.title
3 ways to create a work culture that brings out the best in employees | Chris White | TEDxAtlanta

# data[].attributes.body
CSR companies are companies that social and environmental concerns are integrated to the companies culture. These companies see issues that are wrong within their company or outside factors and take the steps to become a better company.
Companies included are...
1. Google
2. Ben and Jerry's
3. LEGO
4. Microsoft

# data[].attributes.attachment_link.readable_text
Companies are no longer content to do well. Today, many businesses also make it their mission to do good.

At Classy, we believe that a company will find its greatest success by marrying purpose and profit. As a Certified B Corporation, we strive to hold ourselves to the highest standard of social and environmental performance for business, motivate other companies to do the same, and celebrate those who are working to create positive social change.

Social responsibility, beyond driving a social movement and building a more inclusive and sustainable economy, also benefits companies in their recruiting and consumer marketing efforts. The 2019 Aflac Corporate Social Responsibility Survey found that 77% of consumers surveyed are "motivated to purchase from companies committed to making the world better," and 49% of Americans say it is more important for a company to "make the world a better place" than "make money for its shareholders." From B Corps to companies with robust corporate social responsibility (CSR) programs, for-profit organizations are increasingly motivated to align with relevant causes and social good programs.

It's important to recognize socially responsible companies, both to encourage their work and to show other organizations how they can successfully incorporate social good into their mission. Use these nine companies as inspiration to strive for a higher standard and partner with companies who care.

Really, claiming the number one spot? We know how it looks, but here at Classy we hold ourselves to the highest standard and feel grateful for the work we've been able to accomplish since our start in 2011. We support nonprofits and the social sector at large with our online fundraising tools to accelerate social impact around the world. Partnering with over 6,000 nonprofit organizations, Classy has powered tens of millions of donations from over 190 countries, raising over $2 billion in the process.

As a Certified B Corporation, we prioritize our stakeholder promise to empower nonprofits by offering an exceptional giving experience without sacrificing an inclusive work environment or a sustainable future in the process. This philosophy has led to programs like the

At Classy, we believe that a company will find its greatest success by marrying purpose and profit. As a Certified B Corporation, we strive to hold ourselves to the highest standard of social and environmental performance for business, motivate other companies to do the same, and celebrate those who are working to create positive social change.

Social responsibility, beyond driving a social movement and building a more inclusive and sustainable economy, also benefits companies in their recruiting and consumer marketing efforts. The 2019 Aflac Corporate Social Responsibility Survey found that 77% of consumers surveyed are "motivated to purchase from companies committed to making the world better," and 49% of Americans say it is more important for a company to "make the world a better place" than "make money for its shareholders." From B Corps to companies with robust corporate social responsibility (CSR) programs, for-profit organizations are increasingly motivated to align with relevant causes and social good programs.

It's important to recognize socially responsible companies, both to encourage their work and to show other organizations how they can successfully incorporate social good into their mission. Use these nine companies as inspiration to strive for a higher standard and partner with companies who care.

2. Dr. Bronner's

Certified as a B Corporation since 2015, Dr. Bronner's holds its manufacturing standards to the highest level. Now the top-selling brand of organic and fair trade body care in the U.S., this family-owned and run company has risen through the ranks by making socially and environmentally responsible products of the highest quality, while dedicating its profits to building, promoting, and advancing positive social change.

Dr. Bronner's is the leading pioneer of USDA certified organic personal care products, guiding the social responsibility efforts within their industry. Their exemplary societal and environmental impact has landed them in the top 10% of Certified Corps across all impact areas, proving that their strategy can lead the way for other companies wanting to join the movement.

To ensure fair and just treatment of farmers and workers across the world, Dr. Bronner's continues to offer education initiatives and create fair trade projects to support their mission. Along with their own implementation of regenerative organic agriculture, they also educate their farming partners in the implementation of carbon-sequestering farming practices.

In addition, all of their products are free from synthetic preservatives, petrochemicals, synthetic foaming agents or thickeners, are packaged in 100% recyclable materials, and never tested on animals. Each product is 100% biodegradable, and 33% of all profits go to social and ecological projects.

In 2007, Google became the first major company to reach carbon neutrality. Ten years later, the company also achieved its 100% renewable energy target, and is now the largest corporate renewable energy purchaser on the planet.

As if that wasn't enough to earn a spot at the top of the corporate social responsibility totem pole, the company is now aiming to operate solely on carbon-free energy by 2030. Their goal is to not only pursue new carbon-free technologies, but to also demonstrate that a fully decarbonized future is possible for everyone.

From facilitating green commuting, to employee gift matching, to paid time off for volunteering, Google inspects nearly every part of their business with a social impact lens.

4. Ben & Jerry's

Ice cream tastes just a little sweeter when you know the makers work to promote safe, socially responsible ingredients and business practices. Since the 1980s, Ben & Jerry's has supported a number of important causes, many of which are directly tied to the business of making ice cream.

In 1989, they first opposed Recombinant Bovine Growth Hormone use in cows, in part due to "its adverse economic impact on family farming." They have also used their packaging to support the family farm organization, Farm Aid. The company even created the Ben & Jerry's Foundation, which encourages their employees to give back to their communities and offers grants for social justice programs.

In addition, their commitment to fairtrade motivated the company to become the first ice cream maker in the world to use Fairtrade Certified ingredients. This decision aligns with their values to use environmentally friendly farming practices, implement fair labor standards, and invest in their community. Ben & Jerry's impact is then further amplified by the Fairtrade social premium, an additional amount of money paid on top of the fair price that farmers receive.

The LEGO Group is one of the most notable examples of how social responsibility can be an incredible asset to a well-known brand. Their dedication to social impact is somewhat recent (a 2014 Greenpeace video put pressure on the toymaker to end their 50-year partnership with Shell Global due to their plans to drill in the Arctic), but the extent of their commitment has made the Danish company a shining example of the far-reaching impact of CSR.

In September of 2020, the LEGO Group announced that they were set to invest $400 million over the next three years to support their social responsibility and sustainability efforts. With the long-term goal to be carbon neutral by 2022 and make all packaging sustainable by the end of 2025, they are going to start by phasing out single use plastic bags and installing additional solar panels on all factories.

The company's Sustainable Materials Programme will continue to advance as well, with a focus on expanding its use of bio-bricks. Research into new, more sustainable plastics from renewable and recycled sources is a priority, in addition to partnering with other leaders in the industry to find durable, high-quality materials that keep the environment front of mind.

By 2022, the LEGO Group is also aiming to reach eight million children around the world annually with learning through play. In collaboration with the LEGO Foundation, UNICEF, Save the Children, and local partners, the team is working to scale up programs that give children the opportunity to develop life-long skills.

6. Levi Strauss

Are your jeans contributing to water scarcity? Most of us probably don't think about this when shopping, but it's an important question for Levi Strauss. In recent years, the company has committed to reducing the amount of water used in production of their jeans, a product they have been making since 1873.

The company created the first product tag in 2009, Care Tag for Our Planet, which offers tips on how to best preserve your clothing and where to donate them once you're done with them. Levi Strauss works alongside Cotton Inc.'s Blue Jeans Go Green to collect used clothing, and also sells pre-owned or restored vintage clothing items to reduce their carbon footprint.

To further elevate their efforts, all owned-and-operated U.S. and Canadian retail locations, along with all U.S. wholesale locations, now use 100% post-consumer waste stock for their print materials. All new mannequins are made from 100% recycled base stock, and the company is currently working on a recycled denim coat hanger.

7. Warby Parker

For people in the developed world, the need for a new pair of glasses is a chance to accessorize, but it can also be a chore to find the right ones. Warby Parker helps simplify the task by sending customers five different frames of their choice to try on before making a decision. But knowing that for many people a functional pair of glasses can be life-changing, the B Corp also works to provide glasses for those in need.

Through their Buy-A-Pair, Give-A-Pair program, Warby Parker makes a monthly donation to their nonprofit partners, such as VisionSpring, to bring prescription eyewear to people in developing countries. The company has distributed more than eight million pairs of glasses since its start in 2010. As of April 1, 2020, a portion of purchases will additionally go toward personal protective equipment and preventative health supplies for healthcare workers and communities in need.

8. Microsoft

Microsoft changed the way the world works, studies, and plays with their computers and software. But their ambitions go far beyond the screen. The company, founded by Bill Gates who now devotes his time to philanthropy, began its giving program in 1983 when the fledgling company raised $17,000 for charity. As their CSR web page explains, Microsoft's giving program has not only given time (employees in the U.S. volunteered more than 750,000 hours for nonprofits in 2020 alone), but also cash. In fiscal year 2020, the program raised over $221 million for nonprofits.

The software giant also created Microsoft Philanthropies, a social good initiative that works with nonprofits, governments, and businesses to create "a future where every person has the skills, knowledge, and opportunity to achieve more." Initiatives cover everything from providing computer education, offering grants to nonprofits, and forming partnerships with organizations around the world.

As the world's only Certified B Corporation insurance company, Lemonade serves to rebuild insurance as a social good. To support their mission, the team launched the Lemonade Giveback.

When you purchase a Lemonade policy, you're asked to additionally select a nonprofit you care about. Once a year, Lemonade tallies up the unclaimed money left from your renters insurance premium and donates it to the nonprofit of your choice. In 2020, they gave over $1.1 million to charities including ACLU, March For Our Lives, and The Trevor Project.

The Impact of Corporate Social Responsibility

More and more companies are not only adopting causes and social good initiatives, but also building them into the framework of their businesses. These organizations show how far-reaching and varied corporate social responsibility programs can be.

Any business can prioritize social impact, whether it's donating your product to those in need, fundraising for a worthy cause, or starting your own foundation. Along with the good it does for your community, it also benefits your brand and attracts customers and talented employees.

Perhaps the simplest way to take a philanthropic step is to sponsor a local nonprofit organization. Corporate sponsorships between nonprofits and for-profit businesses can take many forms, so download The Nonprofit's Guide to Pitching to Corporate Sponsors to learn where to get started.

# data[].attributes.attachment_link.title
9 Socially Responsible Companies to Applaud

# data[].attributes.attachment_link.description
Companies are no longer content to do well. Today, many businesses also make it their mission to do good. At Classy, we believe that a company will find its greatest success by marrying purpose and profit.

# data[].attributes.body
While we know Henri Fayol as the father of Management some things about Fayol that most wouldn't know was that Fayol also believe in fair labor and better working conditions. While his time on this earth was during some of the roughest times in American history. While the government and businesses didn't have rules or regulations in having fair work and good working conditions Fayol believed that proper management as well as proper working conditions mean that the company could flourish. This deemed to be true as Fayol's company continued to stay open amid other companies shutting down. Fayol later on published a book called ‘The Industrial Disability of the State' which was a very controversial book back in its time. Fayol will forever be known as the founding father of Management.

# data[].attributes.body
This is a funny example of a manager not being a good example to his employees about proper time management. In Module 1 it is discussed the importance of management and key traits. Here you can see that they have to discuss about time management, however it is left for the last part of their meeting however, they ended up not having enough time and even though they stated they want to finish punctually they still didn't properly go over time management.

# data[].attributes.headline
Important Characteristics of Management (MOD 1)

# data[].attributes.subject
Important Characteristics of Management (MOD 1)

# data[].attributes.body
Management is a key aspect to any organization or business. Without proper and well rounded management a company doesn't stand a chance in developing and flourishing into an outstanding company. Some traits a proper manager should have and follow are the following.
1. They should be goal orientated
2. Should be Multi-Dimensional
a. This means they should be able to play the role of a work manager, people manager as well as a operational Manager
3. Should accept constant change and progress
4. Should encourage group involvement
5. Embody efficiency
Among other things Managers should Lead. Leaders are managers who go above and beyond what management is typically labeled as. If a Manger decides to lead rather than just manage a team that company will flourish.

# data[].attributes.attachment_link.readable_text
Nowadays, the backbone of every successful company or organization is management.

If you want to understand the management terms clearly, then you should know everything about the characteristics of management. A proper management system can make the workers more productive which helps in achieving the organizational goals.

There are 9 most important characteristics of management given below which helps you to make good to great.

Let's dive in.

9 Most Important Characteristics of Management

Characteristics of Management

The well-known proverb "No goal in the hand no need of management" means we require management when we have some goals to be cracked.
Always the primary aim of management is to achieve the organizational goals.

Manager's knowledge and experience focus on the achievement of organizational goals.

Let's imagine, if a company builds 100 pens, then the only objective is to sell 100 pens timely in anyhow. Then, the manager plans the overall action, directing and motivate all the staffs or employees, and fix the main target is to sell 100 pens quickly.

So, management is a goal-oriented process which saves time from distracting.

Management is a universal or pervasive quality.

Concepts of management are worked all over the whole world whether it is local and abroad.

It is everywhere a reader's life or leader's life, It is not only used in business firms but also it applies in profit-making, non-profit-making, business or non-business organization such as school, hospital, and house.

Management is not a single dimensional activity, it has three main activities.

(A) Work Management:

It focuses on achieving goals and objectives. Every organization or enterprise has some goals and objectives, which depends on the nature of the business.

For example, work to be completed in a hospital is to treat and cure patients, in the industry to manufacture some products. It helps to perform the work timely and smoothly.

(B) People Management:

One of the most important assets of an organization is human resources. One of the primary reasons to be a successful organization is the difference in capability, ideation, and dedication of people of an organization.

Management helps to accomplish tasks through people only.

People management has two different dimensions:

Giving the importance of an employee's individual needs.

Giving the importance of a group of people.

(C) Operational Management:

It r efers to activities of production and distribution cycles such as buying input goods, converting them into finished goods, and finally distributes the output goods in the market.

Operational and people management happens at the same time. For example, when the finished goods are converted from semi-finished goods then finished goods distributes by the people.

Management does a continuous and never-ending process. If, the managerial functions are not accomplished simultaneously then they lose their essence.

Planning, organizing, staffing, directing, controlling are accomplished ongoing series by managers in an organization at a time to achieve the common objectives.

Management is not only worked by the managers of an enterprise. It happens after the involvement of a group of people in managerial stages.

It is not an isolated performs. When every individual work on his/her role and department, then managerial functions are not in the book it will come to reality.

Management is a group activity for not only each individual works for organizational objectives but also its results that affect every individual and every department of an organization.

Management changes the organizational goals, and activities according to the competitive market environment (Social, and economic, etc) and the survey report.
For example- The fast-food giant of the Indian market, McDonald's changed its menu to maintain his overall status. Management functions can't be touched but it can be felt the presence. The presence of management functions implies seeing curriculum and coordination in the organization's environment.
For example, if a company divides between some companies then it clearly indicates the lack of management in coordination.

Functions of management must be performed in perfect sequences that are not independent and inter-dependent of each other.

These are the five primary functions of management planning, organizing, staffing, directing, controlling. In an organization, organizing happens after planning, likewise directing executes after staffing and planning.

So, every managerial function is inter-dependent on each other, for this reason, management is a composite approach of all these functions.

Management helps a lot in getting efficiency in the organization's objectives. It means cracking goals and objectives on time and smoothly by optimum or best utilization of resources.
Only one has not any capacity to make a successful organization. An organization is successful by creating a balance in both.
Conclusion:

These are 9 most important characteristics of management which help to accomplish the organizational objectives effectively and efficiently by staff and employees.
What did you think of this? Do I miss something? Come on! Let us know if you want to add something to the list.
Characteristics of management FAQ:

# data[].attributes.attachment_link.title
9 Most Important Characteristics or Features of Management (2020)

# data[].attributes.attachment_link.description
Nowadays, the backbone of every successful company or organization is management. If you want to understand the management terms clearly, then you should know everything about the characteristics of management. A proper management system can make the workers more productive which helps in achieving the organizational goals.