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When first starting a company, it is vital to at least break even with finances. The break even analysis in Chapter 18 allows a clear guide for managers to refer to.

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The quality of anything can always be improved. In order to stay on track while improving the quality, follow Deming's flow diagram. It's able to keep you on track and always focused on the next step.

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By Sami Bahri
How one diagram can improve productivity beyond your expectations
"Information, no matter how complete or speedy, is not knowledge. Knowledge has temporal spread. Knowledge comes from theory. Without theory, there is no way to use the information that comes to us on the instant." Those are the words of management guru W. Edwards Deming in his book, The New Economics: For Industry, Government, Education.

The theory Deming invented is called Total Quality Management (TQM) - later, it evolved into six sigma. In the evolution of management knowledge, TQM evolved in the same period as the Lean Management Theory created by Toyota; and the two theories seem to be influenced by each other.

Going back to the above mentioned quote, Deming clearly wanted to seek knowledge, not just information. Unfortunately, still to this day, we practice in dentistry many beliefs that he considered as merely information, not knowledge.

For example, Deming wrote against setting numerical goals. As a statistician and a system's thinker, he knew that a process is always capable to produce a certain amount of work, which means that it will necessarily produce a certain amount of waste. To him, setting numerical goals that fall beyond to process capability is irrelevant. What is relevant is to increase the capability of a process by improving its design. To that end, Deming thinks that the only way is to follow a theory of process improvement. In my own experience, Lean is the best theory today. However, it can become richer if we combine it with Deming's 14 principles of management.

Here is another practice that Deming admonished. How many times have you heard a manager say that if you can't measure it you can't manage it? Although a statistician is supposed to put a great deal of importance on numbers, Deming preferred a theory for improvement over measurements and numerical information as he wrote: "It is wrong to suppose that if you can't measure it you can't manage it - a costly myth."

What did Deming recommend?
Deming did not stop at saying what not to do. He actually gave precious advice on what to do.

In his seminal book Out of the Crisis, he wrote that quality comes first, and when you improve it, you unleash a chain reaction. "Improve quality and costs decrease because of less rework, fewer mistakes, fewer delays, snags/ better use of machine-time and materials. This leads to improved productivity, allowing you to capture the market with better quality and lower price, which in turn allows you to stay in business and provide jobs."

The Deming Diagram
When he went to Japan to help in the rebuilding of the Japanese industrial production, Deming shared the following diagram as a basis for efficient productivity. According to him, this diagram was "... taught to hundreds of engineers, [it] commenced the transformation of Japanese industry. A new economic age had begun." I hope that sharing it with you will commence a new economic age for dentistry.

This diagram views production as a system. Improving quality envelopes the entire production line. In our case, the production line translates into the entire chain of events that lead to the patient treatment; from the first call, to the exam and treatment planning, all the way until the mouth is totally healthy. As in lean management, Deming sees flow as the foundation of productivity;

From a flow point of view, every activity, and every job, is a part of a process.

Flow diagrams are important tools to understand and improve productivity. To draw a flow diagram of any process, we will have to divide the work into steps. The steps should not be viewed as individual entities, each running at maximum profit, but as a connected whole, forming the process.

Work comes into any step, changes state, and moves on into the next step. In other words, at every step there will be production (seen as a change of state), input changes to output, something happens to materials, papers, information or the patient that come into any step; and they go out in a different state. Then they move to the next step that in production terms, is the client of the previous step.

As such, the efficiency of every step in the process becomes totally dependent on the quality of the work passed on by the previous step. Which makes each step responsible for two important aspects of production:

1. It needs to execute the work perfectly as agreed upon by the team, and pass on only good work to the next step.

2. Check the quality of its own work as experienced by the next step. With this constant feedback, the previous step is responsible for continuously improving the quality of its work, aiming at better and better satisfaction of its customer, the next step. That is when the concept of continuous improvement becomes crucial

The Deming/Shewhart Cycle
Continuous improvement is a fact of life, otherwise, we would still be living like the Stone Age. Lean management took the idea from Deming, and his teacher, Walter A. Shewhart, and systematized it. It became part of a relentless pursuit for improving every aspect of production by everyone, everywhere in the practice, at all times.

Deming presented the following diagram to guide us through the efforts of continuous improvement; it is called the PDCA (Plan, Do, Check, Act) cycle. It is called a cycle, because it was conceived to be repeated indefinitely. We can never reach perfection and because every time we find an improvement idea, it can last until the environment changes. Technology changes, dental science changes, employees come and go; change is inevitable and the PDCA cycle helps us deal with it.

In conclusion, according to Deming, we need to follow a management theory if we intend to move our practices to the next level. The latest and most advanced theory in my judgement is Lean management. I hope to see dentistry move into the new era, the era of lean dental management that allows patients, practices and everyone who deals with them, to benefit. At the same time, I find the management principles that Deming taught to be timeless and invaluable. I strongly encourage you to learn them, the resources are readily available and abundant. Finally, continuous improvement is the way to apply those theories. If you have any questions, email me at sami@bahridental.com.

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By Sami Bahri How one diagram can improve productivity beyond your expectations "Information, no matter how complete or speedy, is not knowledge. Knowledge has temporal spread. Knowledge comes from theory. Without theory, there is no way to use the information that comes to us on the instant."

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Power, to me, can seem to have a negative connotation, given the fact that some people in power abuse their authorities. However, power is defined as the ability to influence others so that they respond to others. Having power (trust from your employees), is a great tool in influencing them and leading them toward success.

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Controlling, in other words, making sure an event is running smoothly, is often used in my current job. I am in charge of making sure events I've planned go perfectly. They call it the "point-person" for the event.

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Being a great manager is very effective because it makes your employees feel appreciated and welcomed which in return makes them work harder and better.

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I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute. She teaches, writes and consults on critical issues for leaders and counts among her clients The Boston Globe, CNN, and the Washington Post. In recognition of her lifetime contributions to journalism, the University of Wisconsin honored her with its "Distinguished Service to Journalism" award, the Wisconsin Broadcasters Association named her to its Broadcast Hall of Fame, and the National Academy of Television Arts and Sciences inducted her into its prestigious Silver Circle.

In this interview, Jill talks about what it takes to be a happy manager despite the poor economy, how social media can create a happier work environment, and more.
What does it take be a happy manager in a bad economy?
It takes three things: strategic thinking, emotional intelligence and a passion for helping people do their best work, even in the face of diminished resources.

When managers think strategically, they are able to look at bigger picture goals and determine what of the many demands on their time they will make a priority.

With emotional intelligence, they can help their teams recover from setbacks and frustration while using targeted feedback to encourage their progress. (Remember, feedback is a renewable resource that costs managers nothing and pays great dividends.)

And that passion? It transforms them from yesterday's parental-type supervisors into what I believe today's best bosses must be: agents. Employees want to work for someone who approaches them as an agent would: "Sign on with me and I'll help you get to where you want to go. I'll be honest about your strengths and weaknesses. I'll guide you so you'll build a track record that serves you well here or wherever life takes you."
How can social media help build a happier work environment?
Social media is a game changer for internal relationships among colleagues and external relationships with customers. Some organizations view social media, first and foremost, as risk that must be managed. But it's wiser to think of social media as an invitation to creative communication. To instant feedback and problem solving. To putting a human face on people who once were only titles and offices. To building collaboration and relationships. The biggest risk is regulating it so tightly that people can't or won't engage.
What do you recommend for younger leaders as they develop their skills?
Don't worry about your age. Too many of the new managers I coach fear that have a neon sign over their heads that flashes "Untested-Green-Inexperienced."

But the word "new" has other meanings, including "Fresh-Innovative-Improved."

That's the focus they should have, because they bring new gifts to the world of work, including digital savvy, a healthy appreciation of diversity, and an expectation that learning is a lifelong endeavor. And then there's the oh-so-practical advice I always give young managers: When your staff invites you to an important party, by all means, accept. But drink less and leave earlier than everyone else. That way you'll remember everything you said - and you'll give them space to make jokes about and do impressions of all those bozos in management - just like you once did!
How do you think the remote workplace will impact leadership development?
I've worked remotely since 1998, so I know a bit about this. (I live in Wisconsin and commute to Florida to teach leadership seminars at our institute.) Start with the assumption that the greater the distance between people, the more important communication becomes. When I work with leaders whose teams are dispersed geographically, I emphasize the need for intentional communication to ensure that people don't fill in the empty spaces with misinformation. I underscore the need for user-friendly metrics that objectively demonstrate productivity and progress. I advocate for coaches and mentors across the miles so emerging leaders are "on the radar" even when they're not in the traditional "headquarters."
What three tips would you offer future managers?

1. As I say in Work Happy: What Great Bosses Know, "Change is the new normal," so assume you will always be managing change. Learn to become an expert at it.

2. Know what you want to be known for. What skills? What values?

3. Remember: life's too short to work with jerks. Build a jerk-free culture of excellence in your workplace. And have fun.

Dan Schawbel is the author of the New York Times bestselling book, Promote Yourself: The New Rules For Career Success (St. Martin's Press).

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How To Be A Great Manager That Employees Want To Work With

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Jill Geisler I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute.

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McClelland's Acquired Needs Theory was very insightful and easy to understand because it made clear sense. Achievement, power, and affiliation are basic human needs and wants,

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Authentic leadership seems like the best fit for me in my current position as an assistant athletic director at a small private school. I'm able to openly speak with student about each others' morals, etc..

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Anyone can be a leader if they focus on developing the correct skills. There's many different types of leaders depending on which business your in. Studying different styles of leadership can help you be the best leader possible.

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Influencing goes hand in hand with training. The lean on each other for the same outcome; making a business and employees better.

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The Importance of Training & Development in the Workplace

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A well-designed training program communicates to your employees what is expected of them and, more importantly, how to meet your expectations.

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Training is key in any company. It makes me so sad to see employees being yelled at by a customer for something they did or didn't do, however it's really the fact that they weren't trained properly. Bosses, train your employees to do a job correctly!

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Chapter 10 was intriguing because it talked about human resources, its jobs and tasks that come with it. Humans forms businesses, so naturally a human resource position at any company is very important.

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I enjoyed this module because an employee satisfaction survey is something that we do quarterly at my work. It's very useful and effective.

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The Advantages of Surveys in the Workplace

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A survey is a way to gather data about a specific topic, often in a confidential manner. Conducting surveys in the workplace can help you gauge employee attitudes and perceptions about everything from your leadership style and business practices to their individual satisfaction with compensation and benefits. The ...

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I love the chart of the high-performance organization culture. I feel as if that'd be a very good outline, or guide, to weekly/quarterly meetings with managers of different branches.

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Company culture is not just about providing perks like ping pong tables and team happy hours . While these perks can certainly be present in a high-performance culture, they do not alone represent company culture.

Simply put, company culture is the set of behaviors that determine how things get done at your company. It is both how and why things get done.

When company cultures are particularly high-performing, they can impact all corners of your organization. Increased engagement, productivity, and retention are all outcomes of a high-performance work culture. For example, job turnover at organizations with strong cultures is 14%, compared with 48% in companies with poor cultures.

So what does a high-performance culture look like, exactly? And how can your organization create one? Read on for the answers.

A high-performance culture is a set of behaviors and norms that leads an organization to achieve superior results by setting clear business goals, defining employees' responsibilities, creating a trusting environment, and encouraging employees to continuously grow and reinvent themselves.

In other words, it's a culture that drives a high-performance organization, which according to Cornell ILR School, is a company that achieves better financial and non-financial results (such as customer satisfaction, employee retention, etc.) than those of its peers over a long period of time.

To get to this definition, let's back up. As mentioned above, company culture is how and why things get done in an organization. When those behaviors and norms are aligned with organizational goals, customer needs, and employee priorities, the company is poised to achieve both financial results and other benefits, such as retaining and engaging employees.

So, now that you know what a high-performance culture is: How do you achieve a high-performance culture in your organization?

To help companies like you create a strong company culture, CultureIQ recognizes 10 measurable qualities of high-performance cultures (in no particular order):

1. Collaboration: Employees cooperate, share, and work well together.

2. Innovation: The company encourages new ideas, and individuals are able to move ideas through the organization.

3. Agility: The company responds and adapts to opportunities.

Survey your employees regularly on these 10 qualities so you can identify strengths and pain points. Our free eBook will show you how to create impactful employee surveys.

Once you've collected constructive feedback from employees, make sure to follow up effectively and develop a plan of action. Here's a simple six-step plan to follow .

Empower your senior leaders to embody company values and culture qualities. They play a critical role in establishing a high-performance culture. .

4. Communication: Employees send, receive, and understand the necessary information.

5. Support: Employees provide each other with the resources and guidance they need to be successful. They're confident in company leadership.

6. Wellness: The company has the policies and resources to help people maintain physical and mental health.

7. Work Environment: The company has a comfortable workplace where people have the resources to be effective in their work.
This article has been updated from an earlier post originally published in March 2017.
8. Responsibility: Employees are accountable for their actions and have the independence to make decisions regarding their work.

9. Performance Focus: Employees know what determines success in their role, and they are rewarded or recognized for achievements.

10. Mission and Value Alignment: Employees know, understand, and believe in the company's mission and values.

These 10 qualities are common to high-performance companies, and they can provide guidance as you assess your culture. For example, if your company is a certain size or in a specific industry, it might be hard to implement the same culture programs that you read about in the news, but you can still find ways to foster innovation and in your company.

Here are a few ways to get started:

What About Increasing Employee Engagement?

Employee engagement is a big buzz word in the workplace these days, and rightly so! It is a significant consideration for employers, and it has shown to impact the bottom line.

How do the above cultural elements relate to employee engagement? Engagement is just one of many outcomes of a high-performance culture; as The Boston Consulting Group explains, it is the manifestation of these company culture attributes. Therefore, it makes sense to focus on understanding and strengthening your company culture as a means to increasing employee engagement and creating a happy, healthy workforce.

So once again, it all comes down to company culture! Make the business case for company culture in your company by downloading our free eGuide.

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What is a High Performance Culture? And How Do I Create One?

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Company culture is not just about providing perks like ping pong tables and team happy hours . While these perks can certainly be present in a high-performance culture, they do not alone represent company culture. Simply put, company culture is the set of behaviors that determine how things get done at your company.

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The actual task of the Challenge Case Assessment, to answer questions, read, then re-answer them, was a very good skill to know. I can use this for studying.

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Chapter 9 was teaching me about responsibility. That word can always be scary, especially when you're responsible for the well being of employees and a company.

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In chapter 8, I was able to learn the different ways of organizing, which is always helpful in all areas of my life.

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I absolutely love planning, that's one of the reasons I chose business as my major. Chapter 7 was one of my favorite chapters by far.

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Brainstorming. What a great way to solve an issue that effects more than one person. Everyone gets a say in group decision making.

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This module was the first time I've ever heard of a business tree. I'm a very visual person and this seems like a very effective tool.

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As I started chapter 6, I learned just how important, and how much stress comes on when making a decision that effects your employees.

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While reading through chapter 4, I was happy to finally learn the difference between domestic, international, multinational, and transnational organizations.

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Reading the background of Marriott was very interesting. Learning they built an empire of hotels from a root beer stand 90 years ago shows how dedicated they are to their work.

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Five business standards I learned from Marriott are; put people first, pursue excellence, embrace change, act with integrity, and serve our world.

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I gained a lot of respect for any organization who can uphold their social responsibility activities while running a global organization.

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It has been a while since I've written any compare/contrast essays. I've forgotten how helpful filling out a Venn Diagram is! This will be my go-to tool in the future.

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I learned a lot about Harvard's diversity policy for my Corporate governance assignment... it was not what I expected from an Ivy League school.

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The attached article that was given to complete discussion 2 was absolutely amazing. It gave solid reason for having a multi generational business.

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Today, at least three generations currently coexist in the workplace. Each brings to the table their own strengths, weaknesses and viewpoints that are seemingly very different from the next.

Or are they? A recent study by the IBM Institute for Business Value has found that the needs of younger generations (Millennials) aren't all that different from their older counterparts (Baby Boomers, Gen X). While it's true that each generation (and individual for that matter) brings a different form of value to the workplace in one way or another, their basic needs and desires at work are what binds them - whether they realize it or not.

A recent article I came across in Fortune highlights several unforeseen findings from the study that have proven many generational myths to be untrue. For example, the study found that Millennials desire financial security, seniority, inspirational leadership, clearly articulated business strategies and performance-based recognition just as much as Baby Boomers and Gen X employees. And when asked about workplace recognition, a higher percentage of Gen X employees felt that everyone on a successful team should be rewarded, compared to the number of Millennials who reported the same.

It's no secret that younger generations tend to get a bad rap, especially at work. But the facts are telling us a different story - one that's rooted in reality and not opinion. So why do we continue to buy into these age-based stereotypes and allow our teams to live in a state of resistance when we could, instead, help employees channel that energy in a positive way and work together for the greater good of the organization?

And when you consider that Millennials will make up roughly half of the workforce by 2020, it's pretty clear that now is the time to help our teams embrace their differences and bridge the generational once and for all. Here's how this can be accomplished:
1. Encourage Baby Boomers To Share Their Experience And Knowledge
Older employees have experience, credibility and wisdom in their favor. They've been in the game for a long time and have absolutely earned it. Encourage them to document what they've learned and be open to sharing their trade secrets with others so that they may benefit. Help them understand that judging younger generations or shaming them for not having as much experience is a waste of energy that isn't helpful to your organization. Younger professionals will definitely have their growing pains and rough patches just as we all have, that much is certain. Emphasize the importance of teaching, not judging. Have Boomers think back to when they were starting out. Did they have a mentor or colleague who provided guidance to them along the way? Chances are they did, and now this is their opportunity to give back and inspire someone else who is just starting out. Who knows, it may open their eyes to new possibilities and inspire them in return.
2. Gen X Is The Middleman. Look To Them To Help Bridge The Gap
Help Gen X employees who are in the midst of their career become the bridge builders. They are in the unique position of seeing how both older and younger generations function at work, so they have great translation skills to offer. Encourage them to remain open to what all age groups bring to the table and help in the promotion of cross-functional teams. The knowledge and insights they glean from Millennials and Boomers will make them invaluable members of your team.
3. Help Millennials Continue To Innovate, Without Overlooking The Basics
Millennials bring a tremendous amount of value and new skills to the workplace, particularly when it comes to technical savvy. Their approach is highly creative and can lead to greater efficiency. Help younger professionals understand the importance of blending the old with the new. Encourage them to seek out mentors who can help them learn, grow and understand the complexity and history of their organization. No matter what our age, we need to be careful about what we think we know for sure. Help Millennials understand the value of continuous learning and the danger of righteousness. In the end, they will see that blending their innovative sides with a tried-and-true work ethic will be a recipe for success.

As leaders, it's our job to help our teams navigate the changing landscape at work. We can't change our employees' circumstances, but we can change the way they view their circumstances. In helping our teams embrace what is and redirect their energy in a positive way, I'm hopeful we will create higher functioning, happier workplaces that benefit from what each generation has to offer.
Cy Wakeman is a national keynote speaker, business consultant, New York Times bestselling author, and trainer who has spent over 20 years cultivating a revolutionary approach to leadership. For more on Cy, check out http://www.realitybasedleadership.com/.

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The Perks (And Importance) Of Embracing A Multigenerational Workplace

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Today, at least three generations currently coexist in the workplace. Each brings to the table their own strengths, weaknesses and viewpoints that are seemingly very different from the next. Or are they? A recent study by the IBM Institute for Business Value has found that the needs of younger generations (Millennials) aren't all that different [...]

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I've always thought gender diversity was important in business but this module allowed me to back up my opinions with reasoning.

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As I became aware that I am one of many in the career exploration stage, I wanted to know how to take the next step. The linked article is a great read for anyone in this stage.

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The challenge of feeling comfortable and in control in your first "real job," is almost as difficult as getting the job itself. The prospect of integrating yourself into the smoothly-running machine of a corporate workplace can be daunting and intimidating. While there's nothing that will alleviate these fears and tensions overnight, there are a few ways to combat these feelings of anxiety and worry. Examine the four points enumerated below to gain a better perspective on how to successfully navigate the first stage of your career.

1. Remember What Got You Here.

By interviewing with, and eventually being hired by your company, you have completed a demonstration of your skill and potential. Your company saw one or the other in you and felt strongly enough to bring you on board. Already, you should wear that as a badge of honor. Even if you're not confident in your abilities, your company believes in you, and feels that you can make a positive impact on their success. Understand that while your company expects great things from you in the future, they are not disillusioned about you being new to the business. Take advantage of all the resources provided for you to learn, and embrace your role as a new piece the great organization.

2. Develop the Habits of a Successful Person.

Successful people are those that are willing to do the things that an unsuccessful person does not. Just because you aced an interview and got a job does not mean that you are in the clear. Now the real work starts-you must set your sights on what you want to accomplish and take the necessary steps to make it possible. While there are many important elements of accomplishing your goals, there are four habits that lay a good foundation: studying, practice, self-investment and following a process of reinforcement. Incorporating each of these habits into your routine will increase your chance of success and will add value to your daily actions.

Check out this blog post to learn more about developing these successful habits.

3. Adopt the Traits of the Successful People You Want to Model Yourself After.

There are certain traits that time and time again you see in successful individuals. While this post goes in-depth on many of them, there a few key indicators to highlight, when considering which traits you should adopt.

1. Successful people can work within themselves.

2. Successful people seek improvement.

3. Successful people do what it takes.

4. Successful people value financial rewards, flexibility, and their independence.

While some of these may seem obvious, over time, approaching your career with these traits in mind will help you realize your full potential so you can smoothly ascend to the next stage of your career.

4. Be Flexible and Adaptable.

The worst thing you could do when you come into a new organization is assume that you know exactly how everything works and that you know best. Coming in with an open mind and willingness to learn will set a positive tone for your entire career at a company. While displaying initiative and taking the lead on what you can will let you learn at a faster pace than just being reactive, you also need to be prepared to listen and learn from those who came before you.

It's best to view your leader as a coach as opposed to a manager. Applying this lens to the situation will allow you to see your leader as an advocate for your growth and success as opposed to someone who is trying to manage your mistakes or ensure your compliance to the tasks at hand. This blog post goes more in depth on this mentality.

The exploration career stage is a combination of anxiety, excitement, and opportunity. By realizing your value, developing the correct habit and traits and being flexible increases your chances of success early on. Exploring your new role under these conditions will set the stage for the next portion of your career as well.
To read more about positive professional development, check out the first post of the Lifelong Learning Blog Series, A Millennial's Perspective: 6 Tips to Crush a Sales Interview.

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Professional Development for the Exploration Career Stage

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The challenge of feeling comfortable and in control in your first "real job," is almost as difficult as getting the job itself. The prospect of integrating yourself into the smoothly-running machine of a corporate workplace can be daunting and intimidating.

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One of the management functions that stood out to me was organizing. I believe this step is most important for many reasons. This article talks about reasons that correlate with my own.

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Why Organization Skills Are Important

Small business owners are required to wear many hats. This means having to balance many tasks efficiently and effectively. If a business' systems are not properly organized, tasks pile up, paperwork gets lost and valuable time is spent on finding information that should be readily available. Good organizational skills can save a business owner time and reduce stress.

Saves Time

Disorganized business owners may find themselves searching through piles of paperwork for that one invoice or bank statement. This problem can extend to the virtual office as well. Using neatly organized folders to keep track of important bills or emails, for example, can save time. Good organizational skills can free up much-needed minutes every day.

Benefits for Taxes

At tax time, finding the appropriate documents can be stressful and time-consuming for a disorganized business owner. Missing documents can even turn into a legal hassle if the company undergoes an audit. Filing receipts, invoices and statements properly, and using basic accounting software to track sales, expenses and receiveables, will make the entrepreneur (and his accountant) much happier at tax time.

Financial Management

Organization is the root of a good financial management program. Systems that monitor receivables can help business owners keep track of their money and plan cash flow. With no system for organizing sales and invoices, balances can go unpaid without notice. If vendors aren't paid and the supply chain shuts down due to a delinquent balance, business suffers. Staying on top of how much money is going in and out can help the owner make adjustments to reduce spending or increase sales.

Customer Service

Problems with organization can lead to a drop in customer service. For example, if an online store's order processing system is not properly organized, customers may not receive orders on time. Customer satisfaction is the key to earning repeat business, and if the company is not well organized in this area, revenue will also suffer. Poor billing systems can potentially result in customers being charged multiple times for one item or not at all, which is also bad for business.

Reduce Stress

Working in an unorganized environment can make a business owner and employees feel constantly on edge. Not knowing where to look for information, sorting through unorganized paperwork and dealing with the consequences of poor organization create a stressful workplace. That stress may extend into the rest of a business owner's life and lead to job burnout. Implementing good organization systems can help reduce this stress and give a business owner more time to enjoy life outside work.

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Small business owners are required to wear many hats. This means having to balance many tasks efficiently and effectively. If a business' systems are not properly organized, tasks pile up, paperwork gets lost and valuable time is spent on finding information that should be readily available.

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In hopes of being a manager or CEO one day, this chapter taught me that above all else, always keep your goals in mind.

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While writing the discussion for this module, I learned that positive co-worker relationships are very important in achieving goals.