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I chose these articles for module 1 because a good manager must understand the characteristics necessary in order to be an effective leader.

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Every manager strives to become a good leader. Reaching this role takes a shift in thought, as well as in the way that you lead. Becoming a good leader doesn't happen overnight as it takes time to cultivate your leadership and ensure you are thinking about your organization's vision rather than the mere execution of different tasks.

According to a report by the Harvard Business Review, managers manage work while leaders lead people. The same report cites the need for leaders to surround themselves with people of influence, while managers typically focus on people of power. The differences may seem slight, but they can determine if you ascend to the next level in your leadership endeavor.

Fifteen members of Forbes Coaches Council shared their thoughts on the key differences between a manager and leader and what it takes to transition to from the former to the latter. Here is what they had to say:
1. Leaders Want You To Win 2. Leaders Are Visionary, Managers Are Tactical 3. Managers Micromanage, Leaders Inspire 4. Leaders Ask "Why" Instead Of "How" 5. Leaders Guide Others Towards An Outcome 6. Managers Train, Leaders Develop 7. Leaders Focus On Long-Term Results 8. Leaders Lead, Managers Follow 9. Leaders Have Courage To Face What Others Fear 10. Leaders Challenge The Status Quo 11. Manager Is A Position, Leader Is A Quality 12. Leaders Know How To Listen 13. Leaders Grow People 14. Leaders Give Their 'Power' Away 15. All Managers Should Be Leaders

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What Makes A Good Leader? Key Differences Between Management And Leadership

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Every manager strives to become a good leader. Reaching this role takes a shift in thought, as well as in the way that you lead. Becoming a good leader doesn't happen overnight as it takes time to cultivate your leadership and ensure you are thinking about your organization's vision rather than the mere execution of different tasks.

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Tony Robbins off some great leadership tips.

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How to MASTER the Art of LEADERSHIP | Tony Robbins | #MentorMeTony

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The Scientific Management Theory is a very helpful management tool

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Scientific management theory, also called classical management theory, entered the mainstream in the early 1900s with an emphasis on increasing worker productivity.

Developed by Frederick Taylor, the classical theory of management advocated a scientific study of tasks and the workers responsible for them. Although its goal was providing workers the tools necessary for maximizing their efficiency and output, it is also criticized for creating an "assembly-line" atmosphere, where employees do only menial jobs. For this reason, it has fallen out of favor among many companies and schools of thought, but could still be a valuable tool for your organization, provided you carefully examine all of its principles. For example, the scientific theory of management is considered better suited to businesses based on repetitive tasks, such as a factory.
To understand if it's best for your organization, you need to know the foundation of classical management theory. Classical and scientific management theory is based on four main principles:

1. Company leadership should develop a standard method for doing each job using scientific management.

2. Workers should be selected for a job based on their skills and abilities.

3. Work should be planned to eliminate interruptions.

4. Wage incentives should be offered to encourage increased output.

Before implementing classical management, assess your current management style

Prior to making any changes in your company's leadership style, review your current management methods and their effectiveness. You may find strengths, weaknesses or issues you weren't aware of, and these could affect what kind of management theory is most appropriate for your organization. And with a thorough understanding of how your company operates, you can more smoothly and quickly implement a new method.

Prepare for the shift to classical scientific theory by providing management training to leadership

A key part of adopting any new management style is understanding the basics of managing employees, and the complexities of change management. Lay a solid foundation for your change to the scientific school of management by helping your leadership refine their management skills.

Hire a consultant to help you implement the theory of scientific management

Any change made at the management level requires careful planning, and constant communication with employees to help them understand the transition. And shifting from one management style to another involves a complete overhaul of how your company functions. Rather than tackle all of this on your own, you may want to consult a management trainer or consultant, who has been the process before at several other companies, and who has an in-depth understanding of the management style you've chosen.

When implementing any new management style, including scientific management theories, educate all employees, not just management, about how the method works and what it means for them. This will help the entire organization transition more quickly, and promote teamwork by making all employees feel they are an important part of the success of the new process.

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Classical and Scientific Management Theory

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Scientific management theory, also called classical management theory, entered the mainstream in the early 1900s with an emphasis on increasing worker productivity. Developed by Frederick Taylor, the classical theory of management advocated a scientific study of tasks and the workers responsible for them.

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You will not lead anyone but only have your own illusion of leading if you do not have the right leadership skills.

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I picked this cartoon as a reflection of how "NOT" to make a decision as a manager.

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This article highlights diversity in the workplace.

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Cultural diversity in the workplace can create unique challenges. Understanding and accepting any differences can be the first step to success.

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A little humor that shines light on the challenges women face in the workplace.

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Illustrates the fack that we really need to include everyone and create a diverse working environment.

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Examples of Global organizations

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Learn more about major world organizations that focus on global challenges such as poverty and famine, war and oppression, disease, environmental pollution, and animal extinction. Many programs partner with smaller non-governmental organizations that need support from people like you. Check them out and consider studying them further and becoming involved in the issues they represent.

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Characteristics needed to be a Global business leader.

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If you want to succeed in today's volatile global economy, you must be prepared to do business all around the world. International businesses have operations, partners, alliances and senior managers representing virtually every global region. Many have more than one "headquarters," signaling the diversity of their thinking and perspective.

So, how do you learn to conduct international business effectively?

You acquire a set of skills that help you work across regional, national and subnational boundaries to propel your business forward. Those skills include the following:

Overseas experience

Deep self-awareness

Sensitivity to cultural diversity

Humility

Lifelong curiosity

Cautious honesty

Global strategic thinking

Patiently impatient

Well-spoken

Good negotiator

Presence

Overseas Experience

Many global executives understand what doing business in a flat world is like because they've lived overseas, sometimes for decades at a time. If you want to become a successful international business leader, transcending your own cultural perspective and learning how business is done in different contexts is essential.

Deep Self-Awareness

Understanding your beliefs and knowing where they might differ from others' is critical to global executive success. Without this key characteristic, you will not be able to adapt to and tolerate the deep-seated beliefs of others - and business opportunities will evaporate. Beware of the "I'm right; you're wrong" assumption.

Sensitivity to Cultural Diversity

Are you willing to eat raw fish? Snake? Raw monkey brains? Can you adjust your eating and sleeping habits to match the local executives' routines and patterns? In other countries, seemingly minor things can be off-putting, such as sticking your chopsticks in your rice or touching someone with your left hand.

Much of this insight comes from experience. You must have an intense interest in the lives and cultures of others, recognizing that your culture and background are not inherently superior, to master the global business arena.

Humility

Being interested in other cultures and how people in those cultures do things, especially with regard to business, implies a certain humility. Humility here means a belief that other lands and cultures have figured out very interesting answers to life's problems. As a good international business person, you must be open to and fascinated by those answers. This trait requires a willingness and ability to listen well and with real intention.

Lifelong Curiosity

The world is constantly evolving. Without an intense curiosity and a desire to learn, you will be left behind and increasingly unable to converse, much less keep up, with your peers. Staying abreast of new learning opportunities requires a humble awareness that what you know is not enough and that you always have more to learn.

Cautious Honesty

Surprisingly, the definitions of "honesty" and "truth" vary widely in the business arena. People sometimes omit information or only tell the truth they think other people need to know. However you design your ethics and morality in your personal life, in global business settings, executives need to know they can count on you. If you don't deliver on your business promises, your reputation will suffer. Effective global leaders can balance the need to be cautious in different contexts while demonstrating they can follow through.

Global Strategic Thinking

When you have a global perspective, you think strategically about managing business using the best people from around the planet. Much of your ability to do this comes from a lifetime of networking at the highest levels in global boardrooms and your aptitude for seeing how various pieces of global industries play out internationally. To make strategic decisions for your company, you need to understand how the business world works on a global scale.

Patiently Impatient

How do you become patiently impatient? You must be in a hurry and yet be patient enough to allow the local and regional processes to unfold as they are meant to. Time and pace are not the same in every country. Balancing the demands of hot competitive and technological trends with the pace of local cultures can be frustrating to the uninitiated.

Well-Spoken

Given the challenges of working via interpreters or fumbling through conversations in more than one language, the ability to say clearly what you mean is a key global business skill. If you converse with others in their native language, you usually earn brownie points - however, if what you have to say is obscure or unintelligible, you'll quickly be in a deficit balance. Clear communication is a powerful leadership trait to have on the global stage.

Good Negotiator

Doing business across ethnic, national and regional boundaries requires strong negotiating skills. If you can add these skills to an innate enjoyment of the gamesmanship involved in negotiating, you will become a highly effective negotiator.

Presence

A certain charisma surrounds you if you are an influential global leader. Part of it - but only part - is position or title. The bigger portion is dress, self-confidence, energy level, interest in other people and comfort with the challenges at hand. You may not want to believe these things matter, but they do.

As a global business leader, you must respect the identities and affiliations of others. Some people can do that; many or most cannot. Do you have what it takes to become a global business leader?
This piece is adapted from Level Three Leadership: Getting Below the Surface, by Professor James G. Clawson.

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11 Key Characteristics of a Global Business Leader

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If you want to succeed in today's volatile global economy, you must be prepared to do business all around the world. International businesses have operations, partners, alliances and senior managers representing virtually every global region. Many have more than one "headquarters," signaling the diversity of their thinking and perspective.

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Global leadership

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The 4 skills you need to become a global leader

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For many people in their twenties and thirties, career advancement trumps any quality in an employer. Why? Because the higher your function, the more opportunities you have to make a diff...

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Management Decision Making

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Managerial skills are important in an organization and in leadership, especially managerial decision making. These help achieve the goals of the organization and harness the potential of everyone inside the organization. One important skill is managerial decision making. Leaders should be decision makers and they become successful based on the decisions they make. It is therefore necessary for a leader to know how and when to decide properly. However, not everyone has the guts to decide for fear of failing. Some people would rather take orders from their bosses so that if something goes wrong with the decisions they make, they cannot be blamed. Research and analysis should be done prior to decision making. When everything is thought of properly, the goals of the organization will not be a remote possibility. Anything is possible with a careful and meticulous planning, willingness, communication, time management and decision making.

Managerial Decision Making

Before a manager makes a decision, there should be a comprehensible strategy identified containing the rules, regulations and directions. These rules will help everyone decide on a matter quickly and rightfully. Decisions made are then reliable and unfailing all throughout. Even the person occupying the smallest position in the organization will comprehend the choices and judgments made by those belonging in top management. They will be inspired to contribute to the process and development of the group. With a given strategy, managers will no longer have any fears or qualms in making decisions. A guide is all they need and with it, they will be confident in dealing with issues of the company. They will no longer feel any discomfort in taking risks as they can always say that the guide was wrong should their decision give a negative turnout. Management courses that teach skills such as managerial decision making can make or break an organization.

Importance of Managerial Decision Making

Managerial decision making is also critical for managers because a false move can ruin the organization and the people in it in any time at all. It is therefore necessary for them to not decide at a time when they cannot think straight or are emotionally stressed. As much as possible, they should refrain from making impulsive decisions as these may be wrong and mistakes will follow. Wrong decisions mean failure to achieve company goals. Failure to achieve company goals means wasted resources such as money, company bills, manpower and time. No amount of proper time management strategies can save wasted time. Wrong decisions can be avoided if the facts are complete, analysis has been made and more people get involved to give their opinions on the matter.

Strategies for Managerial Decision Making

Managers should also familiarize themselves with the two decision making strategies recognized in the field of management. These are the "Plus-Minus-Interesting" and the cost-benefit methods. These strategies involve weighing the advantages and disadvantages and they have measurable data in their hands before coming up with a decision. With such guide, it will be easy for managers to make a choice. Decision making is one of the most vital managerial skills because it involves the final execution of a well-thought of plan. With managerial skills such as sound managerial decision making, a manager will assist the company in achieving its goals and objectives.

Related posts:

1. The Importance of Integrity for Managers

2. Online Marketing Awareness for Managers

3. Exploring Different Management Styles

4. Delegating Tasks & Monitoring Progress

5. What accounting skills should I have as a manager

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MANAGERIAL DECISION MAKING | Managerial Skills

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Managerial skills are important in an organization and in leadership, especially managerial decision making. These help achieve the goals of the organization and harness the potential of everyone inside the organization. One important skill is managerial decision making. Leaders should be decision makers and they become successful based on the decisions they make.

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Tips from Tony Robbins on decision making.

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Sometimes, the methods we use to make decisions create additional challenges for us. However, if we decide to follow a specific path to better our decision making, we can overcome obstacles more quickly and achieve our end goal faster. By following these four simple rules for making decisions, you'll set yourself up to win by discovering the clarity, purpose and decisiveness you need to make your next important decision.

1. All important or difficult decisions must be made on paper. If you try to make toughs decisions in your head, you're going to start doing what's called "looping." Here's what that means. When you first arrive at a decision, you'll think, "That's a good idea, but what if this happens?"

You'll come up with an alternative scenario, then you'll think, "But what if this happens?" Soon, you'll find yourself back at the first option without any kind of resolution. All this does is add stress and pressure to your current situation, without making any progress. Get rid of this pressure by making decisions on paper. By writing things down, you'll have a physical list that tells you exactly what you need to do. This relieves pressure from the situation and allows your mind to focus on the task at hand, rather than spiraling into self-doubt.

2. When it comes to making tough decisions, be clear about what you really want-and why you want it. You've got to get absolutely crystal clear about your outcome and your purpose. If you forget the reasons behind your decision, you won't follow through. Why are you pursuing this path? Will this decision benefit you mentally, physically or professionally? You also need a way to measure your success-sometimes you're actually winning, but feel like you're losing, because you don't have an effective tracking your progress. Get as specific as possible about what you want, why you want it, and what you'll use to track your success when you've completed your goal.

3. One of the key things to note when learning how to make difficult decisions, is that we're often afraid to because we're afraid things won't work out as planned. You shouldn't let fear motivate your process though; don't wait for absolute certainty because you'll almost never get it. You have to take a chance on yourself. One of the ways to do this is to have a consistent process for making decisions. Having a go-to process will give you some of the certainty you need to take action in the midst of the doubt that almost always accompanies large decisions.

4. Recognize that decision making is value clarification. Many times it's hard to make a decision because you don't just have one outcome; often times there are many. You're going to have to ask yourself, "Of all these things I want, what's really number one for me? What's number two? What's number three?" You may not get all of the things you're working towards, but chances are, you'll be better off than you are now. may get the top three. If you're clear on your priorities, it will be that much easier for you to design the best outcome for your life.

The next time you're confronted with a decision, big or small, apply these four rules to your decision-making process. The clarity that these rules provide will help you take decisive action in the direction that serves your ultimate outcome best.

Team Tony

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4 Simple Rules on How to Make a Decision | Tony Robbins

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Sometimes, the methods we use to make decisions create additional challenges for us. However, if we decide to follow a specific path to better our decision making, we can overcome obstacles more quickly and achieve our end goal faster.

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Decision making is important in a business. We have to be courageous and make decisions as leaders in business.

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One of the biggest issues in business is ineffective communication

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Forbes believes motivated employees makes businesses money and I agree.

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Smart business owners know that there's a direct link between motivating employees to be successful in their assignments and the success of that business. Want a good example of why you should be one of these smart managers?

Let's imagine that your best employee has just resigned. How much will it cost - directly and indirectly - to find, hire, train and get that replacement up to the productivity level of your former employee? The answer is: maybe years. Scary, huh? Now ask yourself if you could be in jeopardy of losing good employees merely because you aren't motivating them.

There are many ways to successfully motivate employees and all of them require managers to focus on the human beings with whom they work, and who desire to find their own success. Consider these six motivational elements.

There's nothing more fundamental to having loyal, productive and engaged employees than good communication. If you're having problems keeping good employees, the low-hanging fruit for you may be to just start talking with - not to - your people.
2. Professionalism.
This is the aggregation of proper business, ethical and interpersonal behavior, and it's critical to successful employee motivation. Professionalism fosters pride and employee loyalty. Demonstrate your professionalism first and then help employees achieve and value their own professionalism. And don't forget to recognize their progress.
3. Management style.
Check yours. Are you a leader or a driver? Managers who are drivers disregard others, consume people as a means to their end, and are identified by high employee turnover. Leaders value their people and encourage them to be successful. They can be identified by the double-digit numbers representing how many years their employees have been with them, and the multiple black digits to the left of the decimal on their bottom line.
4. Training.
Employee training pays operational and motivational dividends. It fosters knowledge, which fosters self-confidence, which fosters leadership, which fosters employee loyalty, which fosters customer loyalty, which fosters your bank account. How's that for a training straight line to return-on-investment?
5. Recognition.
A robin noticed a turtle sitting on top of a fence post. When the robin stopped to ask how he got there, the turtle replied, "Obviously, not by myself."

When talking about what your company has done, be sure to manage your pronouns properly. Whenever "I" can be replaced with "we," do it. This tiny 2-letter pronoun is a powerful verbal high-five that resonates motivational energy throughout your organization.
6. Fun.
Fun is very motivational. Make sure your organization finds ways to have fun at work. The people I know who are the most successful and the happiest are those who take their work seriously, but they don't take themselves very seriously.
Write this on a rock....
Motivating employees to be successful in their assignments is not only good business, it's also the right thing to do.

The Age of the Customer: Prepare for the Moment of Relevance Jim Blasingame is author of the award-winning book, .

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Smart business owners know that there's a direct link between motivating employees to be successful in their assignments and the success of that business. Want a good example of why you should be one of these smart managers? Let's imagine that your best employee has just resigned. How much will it [...]

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Tony Robbins shares how motivate employees.

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Productivity & Performance

Increase productivity by empowering your employees to take charge Posted by: Team Tony

You may only think of leadership in the context of how you lead your business, but in fact, this is a critical error that you should avoid. Leadership should be part of the everyday culture of your business. Employees at all levels of the company can lead, and when they do practice great leadership in their work, they will enjoy greater empowerment.

Follow these tips for turning employees into leaders and increase your company's productivity as your empowered employees take charge:

FOSTER INFLUENCE

In order to lead your employees, you must master the skill of influence. Harnessing the power of identity is essential to influence.

What is your identity? It is the set of rules and beliefs with which you define yourself and provide for others so that they may define you. You call your business' identity its brand.

Ask your employees the following questions: How would you like to shape your personal brand; how would you like to describe it? How would you describe our business brand? Once they give their answers, assign them the task of fleshing out and expanding their sense of the business identity so that they can clearly communicate it to others. They will be the force behind that business brand moving forward.

LEAD COURAGEOUSLY

All people, including your employees, demand courage in the people who lead them. They need to have total confidence in your willingness and ability to protect the business and make the right choices under difficult circumstances. When you lead by example and demonstrate courageous leadership to your employees, you will inspire employee loyalty and awaken their sense of courage.

Innovation, emerging intact from adverse situations and beating tough competitors all require courageous leadership - from employees at all levels. Without this kind of courage, the status quo always reigns supreme, and this is not how success happens in business. Show and tell your team that you expect nothing but courage from them, and that they can expect the same from you.

BE AN AUTHENTIC, TRANSPARENT LEADER

An authentic leader is honest and transparent in all things, including in the personal face they show to the world. His or her actions align with expressed core values. An authentic, transparent leader inspires confidence and loyalty, not concern about possible ulterior motives.

Leaders who are authentic and transparent don't keep employees guessing; they are forthcoming about challenges and setbacks, not just with good news. You don't have to get every detail right, but you do have to walk the walk in terms of owning your own mistakes and create measures to fix them so that your employees feel empowered to own and fix theirs, too.

This kind of authenticity is contagious. Let transparency and accountability be central to your organizational culture.

DON'T DELEGATE - LEVERAGE RESULTS FROM YOUR TEAM

You can't do everything yourself, but if you focus on simple delegation, you are missing precious opportunities. When you delegate work to employees, you order them to complete that task. You've handed them the rules and the expected outcome with little room for creativity and problem-solving.

Instead, try to leverage the task at hand. Inspire your employees by communicating what you need from the work and letting them figure out how to make it happen. Don't divorce yourself from the process, but don't micromanage it, either. Instead, support your employees as they work toward the common outcome. In this way, you are sharing your goals with them so you can work together to see them through.

By leading in this way, you are showing your employees how to lead their own task-driven workday. They become inspired by the common goals of the business and feel far more invested in outcomes.

COMMUNICATE EFFECTIVELY

Great leaders are great communicators. There is no exception to this rule. Without the ability to make others understand goals, outcomes and missions, you cannot inspire employees. Great communication is part of the bedrock beneath a successful team because it forges true connections between people.

Teach your employees effective communication by example. They will master these techniques over time, which adds the value and efficiency of great leadership to your business at all levels.

IGNITE PASSION

If you are genuinely passionate about your business, your enthusiasm will infect your employees. The reverse is also true. If you want your employees to lead, they need to share your passion for your business, and only you can help them do that. The best leaders exude passion in every aspect of their work, whether they run the entire business or are just getting in off the ground floor.

SELF-AWARENESS AND EMOTIONAL INTELLIGENCE

One thing that most great leaders share is emotional intelligence. Without it, it is difficult, and sometimes impossible, to be a self-aware leader. The self-aware leader understands his or her strengths and weaknesses, but doesn't stop there. He or she also works to maximize strengths and improve in weak areas.

This kind of leader inspires employees to engage in the same kind of introspective self-analysis. The result is a more productive team of self-aware and self-motivated people.

STAY APPROACHABLE

Leaders who inspire others to strive for more welcome opposing opinions, criticism and new challenges. They know that they have nothing to fear, and that this kind of feedback will only enhance their performance and ability to lead. This kind of leader invites employees into active roles in the business process. He or she inspires employees, helping them be unafraid to innovate and contribute.

Remember, you don't have to exhibit each and every one of these qualities right now. Take a measured approach and work on your leadership over time. Meanwhile, your employees will be growing their own leadership skills as you model great tactics they can use. As your own leadership style thrives and deepens, so will the leadership your employees exhibit as part of your team.

Header image © pressmaster/Big Stock Photo

Team Tony

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Productivity & Performance Increase productivity by empowering your employees to take charge Posted by: Team Tony You may only think of leadership in the context of how you lead your business, but in fact, this is a critical error that you should avoid. Leadership should be part of the everyday culture of your business.

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This form of motivation in this cartoon will most likely now work for any business.

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A good guide to understanding different generations in the workplace and how to reward them.

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Highlights the characteristics of persuasive people. Persuasion is a skill required to lead effectively.

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While many people don't like to sell, most find themselves having to persuade someone at some point. Persuasion is not just for salespeople and their prospects. You may try to persuade an employee to perform better, or perhaps you want to persuade your boss to take on your brilliant idea. Often the most effective persuaders are your kids. Somehow they come by it naturally while you, the adult, has to work hard to find the persuasive path to success.

Whatever your persuasive need, here are 7 things that the most persuasive people consistently do:

Truly persuasive people understand their power and use it sparingly and knowingly. They understand that most conversations do not require trying to get someone to do or accept something. Aggressive pushers are a turn-off and will put most people on the defensive. It's the person who rarely asks or argues that ultimately gets consideration when they strongly advocate an idea, especially when they do it with power and persistence. Simply put, they pick their battles. Want to persuade more? Argue and advocate less often.
2. They Listen ... and Listen ... Then Listen Some More
People who know how to persuade also know that just pushing your own argument will get you nowhere. They certainly are able to articulate their position in a convincing way, but that is only half the equation. They are actively listening when in persuasion mode. First, they are listening to assess how receptive you are to their point of view. Second, they are listening for your specific objections, which they know they'll have to resolve. Last, they are listening for moments of agreement so they can capitalize on consensus. Amazingly persuasive people are constantly listening to you and not themselves. They already know what they are saying. You can't persuade effectively if you don't know the other side of the argument.
3. They Create a Connection
It's easy to dismiss people who are trying to persuade you if you have no emotional stake in them or their argument. Really persuasive people know this, so they will be likeable and look for common ground to help establish emotional bonds and shared objectives. They show empathy for your position and make it known that they are on your side. They manage their impatience and wait for you to give them permission to advocate their approach. You'll persuade people much more easily if they are open and aligned with your desires.
4. They Acknowledge Credibility
Really persuasive people understand that there is no sense wasting time arguing facts. Most of the world does not function in black and white. They value strong opinions and will make sure that you are entitled to yours. In fact, they will make sure they give you full credit for every argument of yours that has some validity. This makes it harder for you to fully dismiss their point of view. When you are persuading people, reinforce their credibility on facts and opinions rather than dismissing them outright. Then they'll be more likely to pay you equal respect in the exchange and be more open to the merits of your opposing view.
5. They Offer Satisfaction
Smart persuaders know that they don't have to win every little battle to win the war. They are more than willing to sacrifice when it helps the overall cause. They are ready to find the easiest path to yes. Often that is simply to give you what you want whenever possible. In my old lending days, we would often deal with busy underwriters who asked for items we knew they already had. Instead of arguing the point, we would just resend the documents and save our energy for issues that were not so easily resolved. Give ground where you can and hold your ground only where it matters. Choose being successful over being right.
6. They Know When to Shut Up
Successful persuaders get that you don't win the battle by constantly berating people with an unending verbal barrage. Wearing people down is not an effective strategy. They carefully support their arguments and check in with questions that will help to close the conversation. Then they step back. The great sales trainer Tom Hopkins still today teaches these decades-old techniques of his mentor J. Douglas Edwards. His most important lesson is "Whenever you ask a closing question, shut up. The first person who speaks, loses."
7. They Know When to Back Away
Urgency and immediacy are often the enemies of real persuasion. It's possible to close a less significant sale through urgency, but deep ideas require time and thought to take root. Great persuaders bring you along in your own time. And they give you the space and time to carefully consider their position. They know that nothing is more powerful than your persuading yourself on their behalf. That almost never occurs in the presence of the persuader. The next time you want to persuade someone of something truly important, follow the tips above, make your case, and walk away. If they don't come around, you were probably wasting your effort in the first place.
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While many people don't like to sell, most find themselves having to persuade someone at some point. Persuasion is not just for salespeople and their prospects. You may try to persuade an employee to perform better, or perhaps you want to persuade your boss to take on your brilliant idea.

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Highlights why effective communication is important.

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Official Blog - Australian Institute of Business

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Communication plays a fundamental role in all facets of business. It is therefore very important that both internal communication within your organisation as well as the communication skills of your employees are effective. The following six reasons will explain why effective communication should be a focus in your business:

1. Builds and maintains relationships

Relationships are built and can be maintained by positive encounters with others. Communication will be key to this process - without effective skills, it will be difficult to properly construct and foster productive relationships.

2. Facilitates innovation

When employees feel comfortable in openly communicating new ideas, cooperation and innovation will be at an all-time high. In addition, if staff are unable to convey their ideas due to limited communication skills, it is likely that the idea will not be implemented to its full potential.
Read more: Why Brainstorming Is a Crucial Element in Business
3. Builds an effective team

If open communication within a workplace is encouraged, a more cohesive and effective team will emerge. Good communication within a team also tends to boost employee morale. When employees feel that they are well informed of the company's direction and vision, they will feel more secure within their role. Regular internal communication can also lead to an improved work ethic if staff are reminded of achievements and feel that they are working towards a common goal.
Also read: 4 Ways to Build Better Relationships at Work
4. Managing employees

When managers are effective communicators, they are more able to inform staff adequately of their responsibilities and what is expected from them. Good communication skills also helps managers to provide constructive feedback to their staff, build better relationships, and understand personal goals that staff may wish to work towards.

5. Contributes to growth of the company

A lack of communication can lead to the collapse of any organisation. Whilst that is a bold statement - without proper marketing collateral and communication internally and externally, most organisations will struggle to survive. Communication can also lead to productivity and helps to avoid unnecessary delays in the implementation of policies.

6. Ensures transparency

When regularly communicating both internally and externally, organisations remain more transparent. This is important in building trust in your brand, in your services and also internally when it comes to the trust that employees have in higher management. Tony Deblauwe from Examiner adds that 'when tough decisions need to be made, transparent leaders will have an easier time explaining why'.
Also read: The Importance of Face-To-Face Communication in the Digital Age
What do you think?

Do you have any suggestions that can be added to this list? I would love to hear how you or your organisation approaches communication. Is it overlooked as an area of professional development, or is there a focus on it? Feel free to share your experiences in the comments section below.

Get to know The Agile MBA from AIB, Australia's most popular MBA programme. .
This article was written by Laura Hutton on behalf of the Australian Institute of Business. All opinions are that of the writer and do not necessarily reflect the opinion of AIB. The following sources have been used to prepare this article: Examiner

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Why Communication Should Be a Focus in Business

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Communication plays a fundamental role in all facets of business. It is therefore very important that both internal communication within your organisation as well as the communication skills of your employees are effective. The following six reasons will explain why effective communication should be a focus in your business: Relationships are built and can be maintained by positive encounters with others.

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This article highlight business management fundamentals.

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Having a true passion for the business you are managing is very important for your success. But passion alone is not enough. You also need core business skills to properly launch your organization and survive over the long term. You need to understand business planning, strategy, finance, and marketing. If you plan to hire people to help run things, you need communication skills, leadership skills and an understanding of how to motivate and reward employees. You need a clear strategic vision for the company and an ability to make informed management decisions based on research and analysis of the market, the competition and any other internal or external forces that can impact your business.

In short, starting and managing a business takes a great deal of business knowledge and experience. In the new Business Management MicroMasters program from IIMBx and edX, entrepreneurs, students and professionals can gain in-depth knowledge of the key concepts of management across six functional areas. Get an overview of accounting, finance, operations, human resources management, marketing and strategy. Look at real-world businesses as you develop an understanding of each of these key disciplines. Courses are online and open for anyone to enroll. Read more about the MicroMasters program and enroll online today.

1. People

Human resources are your company's greatest asset and how you lead, motivate and inspire your employees can have a huge impact on the success of your company. In People Management, learn the key leadership and communication skills that you need to be a successful leader and build a strong organization.
People Management
2. Operations

Have you ever wondered what happens behind the scenes of a major new product launch such as a new iPhone or the latest version of a popular video game? Managing a supply chain and making sure production meets demand under tight deadlines can be incredibly complex and is critical to business success. In Operations Management, you will explore key aspects of business operations including capacity planning, productivity analysis and improvement, quality assurance and the concept of lean management. Learn about tools and techniques for managing quality, computing cycle times for operations and organizing and configuring the various components of a supply chain.
Operations Management
3. Accounting

Proper management of the day to day accounting and finances of a business is critical to operations. In Accounting for Decision-Making, learn about different business organizations and the role of accounting in each. You will also learn how to read, analyze and prepare financial statements, an essential skill if you plan to start or run a business.
Accounting for Decision-Making
4. Strategy

How does your business compete in the industry? How can you create a competitive advantage? Are you able to adapt to a changing business environment? The ability to take a high-level, strategic view of a business is necessary to identify opportunities and to stay ahead of external forces such as new competition and changing consumer demand. In Strategic Management, you will learn how to develop a business strategy including analyzing the competition and identifying ways that your business can gain a competitive edge.
Strategic Management
5. Finance

The growth and maintenance of your business may require making major purchases, investments, mergers and acquisitions and more. Smart financial planning and decision-making create value for your organization and ensure its growth into the future. In Corporate Finance, learn the tools and techniques managers use to manage capital and maximize the value of a business.
Corporate Finance
6. Marketing

Marketing is much more than simply advertising a product or service. You must identify and interact with your customer, stay on top of their changing needs and desires and deliver a strong value proposition. In Marketing Management, you will learn core concepts of marketing including segmentation, targeting, differentiation, product positioning and much more. Real-world business scenarios will be used to learn about different marketing strategies and tools for analyzing and discovering opportunities.
Marketing Management
Read more about the MicroMasters in Business Management and enroll at edX.org.

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Having a true passion for the business you are managing is very important for your success. But passion alone is not enough. You also need core business skills to properly launch your organization and survive over the long term. You need to understand business planning, strategy, finance, and marketing.

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This illustration highlights four functions of management.

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Defines different leadership styles.

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Great site to help individuals determine their leadership style. This site also provide tips for the style determined.

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Today, in celebration of a leader who left an inspiring legacy by harnessing his commitment to service and social change, we observe Martin Luther King, Jr. Day. In addition to volunteering in your community in honor of Martin Luther King, Jr., I urge you to take some time to reflect on your own identity as a leader.

While we may not all be leaders in the sense that we're managing a team or running an organization, we all possess certain habits and instincts when we're presented with an opportunity to lead, be it as a project manager, a volunteer, a parent or friend, or a proactive voice within an organization. So, when you find yourself in those situations, how do you handle the responsibilities and the pressures? What types of leadership styles make up your identity and attitude as a leader?

Take this quiz to understand more about your leadership leanings, and to learn how to call on a variety of styles in order to become a more impactful leader, no matter where you lead or who you're leading.

If you're still looking for service opportunities for today, visit Idealist.org. You can also take a look at this article on how to volunteer from home!

If you'd like to read more about leadership in the social-impact space, explore our resources to learn more about honing your leadership skills.

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Take Our Quiz | What's Your Leadership Style? - Idealist Careers

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Today, in celebration of a leader who left an inspiring legacy by harnessing his commitment to service and social change, we observe Martin Luther King, Jr. Day. In addition to volunteering in your community in honor of Martin Luther King, Jr., I urge you to take some time to reflect on your own identity as a leader.

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A little humor on leadership styles.

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Adecco is a succesful staffing agency and this article conveys their opinion on motivating employees

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Research shows that a motivated, engaged and responsive workforce is substantially more productive than an unmotivated, apathetic group of employees. When workers feel engaged, they are more likely to work harder for the good of the company, because they can see first-hand what their contributions mean to its success.

In addition to being more productive, these employees consistently generate higher-quality results and, thanks to lower turnover rates, they even save your company the time and money it would take to recruit and train their replacements.

So how can you start motivating employees? Here are four proven tips.

Don't wait to motivate.

Employees who are satisfied with their work have a major impact on the growth and success of your company. By the same token, disengaged employees can have a negative impact on your organization's ability to become or remain an industry leader. In fact, experts estimate that the costs of a disengaged workforce run into the trillions of dollars.

Developing talent within your company and grooming employees for advancement are ideal ways for you to prepare for the future. It is often faster and more effective to promote from within your own ranks than to search for new talent outside your organization.

Know where they stand.

Determining if employees are motivated and engaged is the first step to creating a winning work environment. Typically, employees who work with passion and feel a deep connection to the company are the ones who drive innovation, take more initiative, deliver higher quality work and move the organization forward.

On the other hand, disengaged employees are detrimental to your organization because they can infect the rest of your team with negative views. This not only slows productivity, it can cause key members of your team to leave in search of new opportunities. Identifying these employees and addressing the cause of their unhappiness is critical. If actively disengaged people are unable or unwilling to reenergize and refocus, it may be necessary to remove them from the organization for the good of the entire team.

The middle ground between engaged and actively disengaged employees is reserved for the not engaged - essentially, these people are "checked-out." By sleepwalking through their workday, they are only putting time - not energy or passion - into their work. As a result, they can negatively impact productivity and quality of work. This is why it's vital to keep your team - especially your best employees is vital. Fortunately, those falling into this middle ground usually have the best potential for being reengaged.

Recognize what drives employees.

Once you have a rough idea of which group your employees fall into, it's time to take action. Creating an environment where employees feel that their contributions are integral to the overall success of the organization can be a challenge, but it is certainly worth the effort. In fact, the top drivers of employee engagement are relatively simple:

Management's interest in employee well-being

A clear vision from senior management

Challenging work

Decision-making authority and input

Career advancement opportunities

A collaborative work environment

Resources to get the job done

Motivate from the inside out.

Enthusiasm is something that must come from within each employee. However, what inspires one individual may not work for someone else - your challenge is to create an overall "winning work environment" and encourage employees to believe in it.

Set the tone.

Projecting a positive attitude about your company, your position and life in general can have a significant impact on morale. Your attitude carries over to those you manage, so it's important to begin and end each day on a positive note. Simple compliments, enthusiastic greetings and small talk with members of your team can help keep employees energized.

Here are some other things to keep in mind when it comes to employee recognition:

Give them what they want.

If an employee wants more feedback on their work, or more responsibility, give it to them! Someone who is actively trying to become more involved in the success of the organization should be encouraged to do so. Allow a responsible employee to make more decisions or ask for their input on a business matter. When your best people feel that their talents and contributions are valued, they are more likely to remain motivated.

A little praise goes a long way.

Offer sincere, targeted praise. Most people can sense when a manager is being insincere, or offering general feedback rather than commenting on a specific accomplishment. So determine the amount of praise each employee requires and dole it out when appropriate. Some, like new or inexperienced workers, typically require more praise than their more seasoned coworkers. Remember, waiting too long to praise an employee does little to encourage them to repeat their actions. Above all, remember the cardinal rule: praise in public, reprimand in private.

Invest in employee recognition programs.

Company-wide or regional contests offer an additional incentive for employees to strive for success. These are fantastic opportunities for employees to shine and they give you a chance to reward your top people and publicly acknowledge their contributions. When deciding on parameters for a contest, don't forget about employees who work in an area in which their results are not easily quantified - i.e., a non-sales position. Often these people may have a significant impact on your business, yet go a long time without any special rewards for their work.

Programs that highlight employees' successes are a smart investment for your company. So, be sure to budget for these awards and really make them a reward worth earning - cash bonuses, trips and gift cards are all excellent options. Make it clear to your employees that this is a major program and have the prizes to reflect that. Their efforts to qualify will surely correspond.

Keep the lines of communication open.

Schedule regular meetings and forums where employees can provide input and ideas. Setting up a company email address for feedback and suggestions is also a great way to encourage employees to take a more active role in the company. By offering opportunities for employees to voice their concerns and comment on company and industry issues, you are keeping the lines of communication open and providing them with a view of the big picture. In addition, you are showing them that their input matters - both to you and to the future of your organization.

Pay them what they're worth.

Paying your employees a fair salary shows them that you value their contributions to your team. And, while money usually isn't the main source of motivation for employees to consistently perform well, underpaying members of your team is a sure way to lose them. When someone believes that you don't value their efforts, they will look elsewhere. This increases staff turnover and decreases team morale.

Don't skimp on training.

If you want to retain and get the most out of your top people, you have to invest in them. That's why an effective training and development plan is essential for leading companies in today's business environment.

Organizations that have well-established programs to help employees develop their skills and that work to maintain and nurture a diverse and highly-talented workforce have a proven track record of business success and profitability over an extended period of time. Without such a program in place, employees may fall behind in job performance compared with those in their industry who receive training. In addition, they are more likely to become bored, restless and disengaged. This leads to higher turnover and an inability for your company to promote from within - both of which cost more in the long-term than investing in training for the talented staff you already have.

Encourage industry involvement.

Encourage your people to join professional organizations. You can even sponsor their membership, as some organizations offer a discount for group membership. Most professional organizations offer workshops or seminars on various topics, providing fantastic opportunities for your employees to enhance their skills and keep abreast of industry trends. Encouraging your people
to participate in professional organizations and activities will help them stay in tune with workforce developments and, ultimately, benefit your business.

Sometimes, simple is best.

There are plenty of simple, cost-effective ways to connect with your employees. For example, taking time out of the workday for a quick game or playing some upbeat music allows employees a break from the daily grind and actually may result in higher productivity. Likewise, occasional outings for mini-golf or bowling can be great team-building exercises that further demonstrate your commitment to the overall well-being of your people.

Put a positive spin on performance reviews.

Many managers rely on annual performance reviews, raises and bonus programs to motivate their people. However, a performance review that simply details what an employee did wrong or the areas they need to improve upon - and whether or not they will receive a raise or bonus - typically is not helpful in keeping them inspired and energized. In fact, many experts refer to this as "threat-based management."

When an employee's raise or bonus is directly based on the results of a performance review conducted by their manager, they often feel forced to withhold their true feelings rather than risk missing out on their raise or bonus. As a result, performance reviews can be inaccurate and actually contribute to a loss of productivity and interest among workers. So make sure you use this opportunity to measure each employee's growth and discuss the positive contributions they have made throughout the year.

There are ways to ensure that annual performance reviews are a positive process that contribute to your winning work environment and help
keep your employees engaged:

Ask open-ended questions.

A good way to put a positive emphasis on the performance review process is by asking employees to write a self-assessment detailing their impression of the work they have done over the past year. Be sure to ask plenty
of open-ended questions, as they provide employees with an opportunity to discuss the parts of their job that are the most - and least - rewarding. This can help you determine
the areas where they may require assistance or where they are interested in learning more.

Focus on the future.

Asking your people to share their professional goals helps you determine if you are on the same page as your employees. This is a great time to discuss additional responsibilities they might take on, or how you envision their place within the company in the future. Employee goal-setting should be a collaborative effort, and annual performance reviews are a perfect opportunity to open this discussion.

Offer constructive criticism.

Letting employees know exactly what areas of their job you believe they need to improve upon can be crucial to their professional development. After all, if you don't tell them when their performance is lacking in a particular area, how will they know? Offering constructive criticism lets employees know exactly where they stand and provides them with an opportunity to improve their performance. The key to keeping things positive is to balance the criticism by making it clear that you believe they can improve their performance and that you support their efforts to do so. Be sure to check in with the employee on a regular basis to determine how they are progressing and to praise their efforts accordingly. When offered in a positive manner, constructive criticism can be a valuable tool that benefits the employee and their manager.

Encourage open dialogue.

After reading the employees' self-assessment and discussing your review of their work, allowing them an opportunity to reply to any
of your comments helps to keep the lines of communication open. If your employee mentions something negative about you as a manager, accepting their constructive criticism - and working to improve the issue - is a great way to enhance your managerial skills.

Regardless of how you decide to handle performance reviews, be sure to provide your employees with feedback throughout the year. No one should be surprised about performance issues during their annual review. Checking in with your employees on a regular basis provides plenty of opportunities to deal with issues as they arise rather than allowing them to escalate until review time.

When you're successfully motivating employees, success is inevitable.

The contributions made by engaged employees are integral to the success of your business. Likewise, disengaged employees can have a completely opposite, but equally significant, impact on your company's performance. That's why it's worth the effort to create a work environment that motivates and inspires your employees to do their best. Ultimately, when your employees are engaged, your company's achievements become their achievements - and success is all but guaranteed.

For help implementing these best practices, or to learn more about motivating employees in the workplace, contact us today.

Related Articles

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Research shows that a motivated, engaged and responsive workforce is substantially more productive than an unmotivated, apathetic group of employees. When workers feel engaged, they are more likely to work harder for the good of the company, because they can see first-hand what their contributions mean to its success.

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Control system in management

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A control system does not "control" organizational performance, but-when used correctly-it is an important tool in the manager's kit to increase the amount of effective control that he exercises. Control is a central dimension of the manager's job, and he has a range of strategies from which to choose. The critically important determination is for him to choose the strategy that is appropriate for his particular situation and managerial style. Obviously, the better the fit of strategy and style, the better the organization. In this article, the authors report on the results of their recent research in this area and provide a helpful reminder of what managers so often do wrong and how to correct it.

Not long ago the Boy Scouts of America revealed that membership figures coming in from the field had been falsified. In response to the pressures of a national membership drive, people within the organization had vastly overstated the number of new Boy Scouts. To their chagrin, the leaders found something that other managers have also discovered: organizational control systems often produce unintended consequences. The drive to increase membership had motivated people to increase the number of new members reported, but it had not motivated them to increase the number of Boy Scouts actually enrolled.

The case of the Boy Scouts is a clear example of a widespread problem. Organizations spend large amounts of money, time, and effort in designing and maintaining control systems. These systems are intended to enhance an organization's ability to coordinate the actions of its members and to identify problems as they arise. Often, however, instead of increasing organizational control these systems reduce the amount of effective control that the organization exercises.

Why does this happen? Our research and the research of others indicate that the problem often lies with the ways that managers use control systems. ¹ Most control systems, including budgetary, management information, and financial accounting systems, are essentially measurements. They regularly collect information about specific aspects of organizational performance.

The systems themselves are not capable of directly controlling organizational performance. Rather, they provide information to the managers who are in a position to exercise control. If managers use the information well, the control system works. If they use it poorly, the system may produce unintended effects.

Significantly, organizations seldom invest much effort in training managers to use control systems. Instead, most spend a lot of time designing, constructing, refining, and improving the technical aspects of their systems. The result is that while organizational control systems continually become more precise, accurate, and technologically sophisticated, two questions are often overlooked:

1. How effective is the system (and the way it is used) in doing what it is supposed to do?

2. How could the system be better used?

Recent research in a number of organizations has provided some answers to these questions. ² First, control systems influence the way organization members direct their energies on the job; the members are more likely to put time and effort into those areas covered by the systems. Second, how members respond to control systems depends largely on the way managers use the systems. Third, different managers develop different strategies for using control systems. Finally, each strategy has certain drawbacks and benefits.

Only when managers understand (a) how these systems influence the behavior of their subordinates and (b) what trade-offs occur in each control strategy can they learn to use organizational control systems effectively.

In the balance of this article we shall discuss what managers should consider when they choose a control style. We shall examine the various ways in which control systems influence managerial behavior. Then, we shall discuss two major strategies for using control systems, the various issues that ought to be considered when choosing a particular control style, and the implications of the final decision.

Influence on Subordinates

When an area is covered by a control system, organization members concentrate on improving their performance in the measured area. There are three reasons for this direction of energy:

1. Measurement of an area of activity indicates that top management feels the area is important and bears watching.

2. Managers generally use control system measures when they evaluate subordinate performance. Since the subordinate usually feels that the manager's evaluation influences his or her rewards, the subordinate tends to put energy into the measured areas.

3. It is easy for an organization member to see changes in performance measures that are part of the control system. If his performance is improving, this can be a source of personal satisfaction.

Exhibit I provides an example of how performance measurement directs subordinate energy. In two different organizations-one a northeastern public utility, the other a midwestern bank-employees were asked to indicate to what degree different areas of activity were measured. At another point, they were asked how much time and effort they put into each area. As shown in the exhibit, the general pattern is that the more people perceive that an area is measured, the more time and effort they put into it.

Exhibit I Area Measurement and Effort in Two Organizations

Effects of control systems

It appears that control systems direct how much energy subordinates put into an area, but how is this energy used? On one hand, subordinates may be motivated to increase their levels of performance, producing larger quantities or higher quality work.

On the other hand, measurement may produce the results we saw in the Boy Scouts' example. Subordinates direct their efforts into "game playing" to "beat the system." Rather than performing well, employees often set low goals that can be easily met, manipulate measures to come out with the desired results, and actually sabotage the system's information base.

For example, a large government organization required each person to fill out a form accounting for the way he spent his time in 20-minute blocks. The intent was to motivate the employees to manage their time and to generate valid information about how much time they were allocating to different tasks. The result, however, was vastly different. The employees saw the system as an attempt to regiment their lives and activities.

Thus, instead of being a useful tool, the time sheets became a recreational activity. On Friday afternoons at the work break, employees got together to fill out their time sheets, each competing to see who could come up with the most preposterous record of activities. Needless to say these records had no relation to actual work done. The system did not motivate people to increase performance; it motivated them to play games with the system.

Exhibit II summarizes the effects of control systems. The existence of measures in an area has an effect on subordinate behavior but measurement is not the only factor. The measures have to be perceived by the employees as being reasonably accurate, and they have to be used skillfully by the managers.

Exhibit II How Control Systems and Their Use Affect Behavior

Strategies of Control

A manager must give serious thought to his use of control system measures in any one area. He must consider the consequences of his actions in terms of the kinds of behavior that he motivates in his subordinates. Although there is a range of strategies for control, two major approaches-external control and internal motivation-seem to prove most useful for many managers. Exhibit III shows that each of these strategies requires different behavior on the part of the manager, each can have either desirable or undesirable effects on subordinate behavior.

Exhibit III Two Different Strategies of control

External control

This strategy is based on the assumption that subordinates in the particular situation are motivated primarily by external rewards and need to be con trolled by their supervisors. To use the control system effectively in this way requires three steps.

First, the goals and standards associated with the system need to be made relatively difficult in order to "stretch" subordinates and leave little room for slack.

Second, the area measures need to be constructed so that they are "people proof," to prevent individuals from being able to manipulate the measures.

Third, rewards need to be directly and openly tied to performance, as indicated by the measures in the control system, to ensure that the subordinates have an incentive to work hard.

An example of the external control approach would be to evaluate a manager solely on the performance of his profit center, with relatively high levels of profit being budgeted and with his compensation tied primarily and directly to the number of dollars of profit.

This external control strategy can have different effects. On one hand, subordinates may channel a great deal of energy into measured areas and may try hard to make their measures move, since they can gain rewards by doing so. Where the system is very tightly structured, the result will be a high degree of control of subordinate behavior. On the other hand, several undesirable results may occur.

First, such a strategy may motivate organization members to improve their performance measures but not create any commitment to their doing a better job. The subordinates will begin to develop an attitude toward performance in which "doing well" means doing well on the performance measures, not necessarily performing their jobs more effectively. As a result, if they can increase their "performance" by manipulating the measures, providing false information, intentionally setting low goals and standards, or sabotaging the system, the organization members can be expected to do so.

Second, such a strategy may result in misdirected effort. Subordinates may put all of their energies into the particular behavior that is measured, while forgetting other behavior that, although not measured, is also vital. For example, if all efforts are directed toward increasing sales volume, the amount of effort devoted to ongoing customer service may be decreased. In this case, the result is short-term maximization in the measured area with possible negative long-term effects on unmeasured areas.

Third, such a strategy may tend to reduce the flow of valid information, particularly negative information. If people are directly rewarded for positive movement of measures, they may become motivated to withhold information that would negate the meaning of those measures and to withhold negative information from higher-level managers who need it for decision making.

Finally, such a strategy may bring about excessive caution, directing energy toward justification of all actions. Subordinates may be motivated to ensure that the measures either continue to look good (by not taking any risks), or to assemble "just in case" files filled with information justifying a decrease in measured performance. In either case, energy is directed toward coping with the system, rather than toward the larger goal of making the organization more effective.

Internal motivation

In this strategy, management assumes that subordinates can be motivated by building their commitments to organizational goals and by their being involved in the necessary tasks. They assume that employees will be motivated by the feelings of accomplishment, achievement, recognition, and self-esteem that come from having performed a job well. The strategy of internal motivation is implemented by using the control system in a very different manner than in the external control strategy.

First, although goals are set, the most important feature of this approach is not the difficulty in achieving the goals but the fact that they are set participatively. Those people who are responsible for achieving goals are given some influence over the nature of those goals.

Second, the measures are used for joint problem identification and solution rather than for punishment or blame. When a performance begins to move in an undesired direction, it is not the time for heads to roll. It is the time for managers and subordinates to meet together (a) to determine the reasons for the change, and (b) to develop solutions to the problems that have come up. Thus the system takes on an "early warning" function of surfacing problems, beginning the resolution process before those problems reach the crisis state.

Finally, although rewards are tied to performance, they are not tied to one or two specific measures. Rather, the reward structure emphasizes accountability for the entire job performance, only part of which may be represented by the measures. In general, the control system becomes problem-based and future-oriented. The system helps the manager exercise control of subordinate behavior by directing future efforts, rather than by punishing each person's past actions.

This internal motivation strategy may have different effects. It may generate high commitment to goals because the organization member participates in setting them and feels responsible for seeing that they are achieved. This may lead to greater energy directed toward task performance. As performance increases and as the individual monitors his progress through the measures of the control system, the strategy may also enhance the employee's satisfaction in performing his job well.

Thus the open nature of the control system and its general, rather than specific, accountability mean that there is little incentive for subordinates to play games or to behave dysfunctionally. More important, it encourages and rewards the flow of valid information, particularly negative information.

At the same time such a strategy may have some undesirable effects. The comparatively loose nature of this approach means that the manager will have less control over the behavior of his subordinates. Because the manager gives up total control over the specific goals, subordinates may establish less ambitious goals.

In addition, since the information provided by the control system is for problem solving and not for evaluation, it becomes difficult to use it as a basis for giving rewards. Thus the manager has to sacrifice some of the value that is inherent in the external control approach in order to build internal motivation on the part of subordinates.

Finally, some individuals may not respond to the participative process because of differences in working style or personality. These people, therefore, will not be motivated to perform well within this strategy framework.

Choice Strategies

Neither of the two strategies just discussed is necessarily the "right" strategy to use in all cases. Since each has certain drawbacks and benefits, a manager must consciously and carefully choose the approach that suits his particular situation. In making that choice, he needs to consider the following four issues:
1. Consistency between strategy choice and managerial style.
In choosing a control strategy, a manager may have to modify either his style or the strategy so that his total approach to managing is consistent. For instance, if a manager generally makes all important decisions without involving subordinates, it would be a mistake for him to use an internal motivation approach. The subordinates would be accustomed to following the manager's lead. They may not be capable of setting realistic goals on their own; or worse, they may use their influence to set easy objectives that they know they can achieve. It is only in the context of a generally participative manager-subordinate relationship that an internal motivation approach to organizational control is likely to be effective.
2. Organizational climate, structure, and reward system.
A control strategy, to be most effective, should be consistent with other factors in the organization that determine employee behavior. For example, a tight control system in an organization that normally provides a great deal of discretion and freedom for employees would soon run into problems.
3. Reliability of job performance measures.
In some cases, control system measures accurately reflect job performance. In others, the measures do not adequately indicate how well the job is being done. When the control system is an unreliable indicator of performance, it is hard to implement a tight external control strategy since the use of inaccurate or unreliable measures as a basis for evaluation and reward could have disastrous consequences. Under such conditions, a looser and more internally oriented organizational control strategy is required.

4. Individual differences among subordinates.

Because people are motivated by different needs, they may respond differently to the same organizational structure. The choice of control strategy assumes that the manager knows something about the nature of the people who work for him. Individuals who are committed to the work itself (e.g. in many professional occupations) are likely to be less responsive to an external control strategy than those individuals whose primary motivation is financial reward or promotion.

A manager must also consider how much employees desire to participate in decision making. Some people may respond well to the opportunity for participation, while others may not want to become more involved or assume the responsibility. Thus the types of people who work for the manager should be a factor influencing his choice of a control strategy.

An informed choice

At first glance, it may appear that a manager has too many factors to juggle to enable him to make an effective choice. One way around this problem is for the manager to lay out the key decisions and choice points sequentially.

First, the manager needs to ask himself a number of questions (see Exhibit IV). What kind of managerial style does he generally use? What kind of organization is he in? How accurate and reliable are his important performance measures? Finally, how much do his subordinates desire to participate in decision making?

Exhibit IV Questions a Manager Should Ask Himself When Choosing a Control Strategy

Second, the manager must systematically evaluate his answers to determine which strategy is most appropriate. One way of doing this is by using a decision-tree approach (see Exhibit V). As indicated by the exhibit, different combinations of answers to the key questions lead the manager to different recommended strategies with different issues concerning their implementation.

Exhibit V A Decision Tree For Choosing a Control Strategy

In addition to the decision steps outlined in Exhibit V, the manager also needs to consider the tradeoffs between the different strategies that may apply to his particular situation. Obviously, he must weigh the desirable or undesirable effects (as listed in Exhibit III) that a control system may have on his particular group of subordinates.

For example, if the opportunities for game playing are few and the costs to the company of game playing are low, the external control strategy may be more feasible. In most organizations, however, the potential costs of game playing are high. Therefore, managers should give serious consideration to the internal motivation strategy, especially if the basic decision-making process indicates that subordinate participation is feasible.

A control system and the way that it is used constitutes a potentially powerful tool for influencing the behavior of individuals in organizations. Just as the manager needs to make a careful and informed choice among control strategies, the organization needs to be conscious of the alternative approaches to designing and using control systems. Becoming aware of the potential effects of control systems and of the great importance of the process of control-as opposed to the technology of control-is central to making an organization and its people more productive and effective.

1. Studies such as Chris Argyris's The Impact of Budgets on People (Ithaca, New York: Cornell University, 1952) and Frank J. Jasinsky's "Use and Misuse of Efficiency Controls," HBR July-August 1956, p. 105, provide concrete examples of the problems that can arise from poor use of feedback systems.

2. Anthony G. Hopwood's An Accounting System and Managerial Behavior (London: Haymarket Publishing, Ltd., 1974) and Geert H. Hofstede's The Game of Budget Control (Assen, Netherlands: Van Gorcum, 1967) look systematically at the ways in which accounting information is used and the impact these uses can have.

A version of this article appeared in the January 1976 issue of Harvard Business Review.

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Fit Control Systems to Your Managerial Style

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A control system does not "control" organizational performance, but-when used correctly-it is an important tool in the manager's kit to increase the amount of effective control that he exercises. Control is a central dimension of the manager's job, and he has a range of strategies from which to choose.

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Quality Assurance

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By the ASQ Audit Division and J. P. Russell, editor

Quality Glossary Definition: Quality assurance/quality control (QA/QC)

Two terms that have many interpretations because of the multiple definitions for the words assurance and control.... One definition of quality assurance is: all the planned and systematic activities implemented within the quality system that can be demonstrated to provide confidence that a product or service will fulfill requirements for quality. One definition for quality control is: the operational techniques and activities used to fulfill requirements for quality. Often, however, "quality assurance" and "quality control" are used interchangeably, referring to the actions performed to ensure the quality of a product, service or process.

What is quality management?

Quality has been defined as fitness for use, conformance to requirements, and the pursuit of excellence. Even though the concept of quality has existed from early times, the study and definition of quality have been given prominence only in the last century.

1920s: quality control. Following the Industrial Revolution and the rise of mass production, it became important to better define and control the quality of products. Originally, the goal of quality was to ensure that engineering requirements were met in final products. Later, as manufacturing processes became more complex, quality developed into a discipline for controlling process variation as a means of producing quality products.

1950s: quality assurance and auditing. The quality profession expanded to include the quality assurance and quality audit functions. The drivers of independent verification of quality were primarily industries in which public health and safety were paramount.

1980s: total quality management (TQM). Businesses realized that quality wasn't just the domain of products and manufacturing processes, and total quality management (TQM) principles were developed to include all processes in a company, including management functions and service sectors.

Quality management today. There have been many interpretations of what quality is, beyond the dictionary definition of "general goodness." Other terms describing quality include reduction of variation, value-added, and conformance to specifications.

ISO 9000:2015: Quality management systems-Fundamentals and vocabulary defines quality as the "degree to which a set of inherent characteristics of an object fulfils requirements." Simply stated, quality is meeting customer requirements.

A system of quality management includes all activities of the overall management function that determine the quality policy, objectives, and responsibilities and their implementation. As ISO 9000 explains, a management system provides the means of establishing a policy and objectives and the means to achieve those objectives.

Difference between quality assurance and quality control

Quality assurance and quality control are two aspects of quality management. While some quality assurance and quality control activities are interrelated, the two are defined differently.

According to ISO 9000:2015: Quality management systems-Fundamentals and vocabulary:

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See training courses for these crucial quality management functions:

Quality control training

Quality assurance training

Quality assurance consists of that "part of quality management focused on providing confidence that quality requirements will be fulfilled." The confidence provided by quality assurance is twofold-internally to management and externally to customers, government agencies, regulators, certifiers, and third parties.

Quality control is that "part of quality management focused on fulfilling quality requirements."

While quality assurance relates to how a process is performed or how a product is made, quality control is more the inspection aspect of quality management.

Inspection is the process of measuring, examining, and testing to gauge one or more characteristics of a product or service and the comparison of these with specified requirements to determine conformity. Products, processes, and various other results can be inspected to make sure that the object coming off a production line, or the service being provided, is correct and meets specifications.

Industry perspectives on assurance and control

For some service organizations, the concept of quality control may be foreign because there is no tangible product to inspect and control. The quality assurance function in a service organization may not include quality control of the service but may include quality control of any products involved in providing the service.

A service may include products that are documents (such as a report, contract, or design) or tangible products such as a rental car or units of blood. It may be necessary to control product quality in a service organization to ensure that the service meets customer requirements.

Quality assurance and audit functions

Auditing is part of the quality assurance function. It is important to ensure quality because it is used to compare actual conditions with requirements and to report those results to management.

In The Quality Audit: A Management Evaluation Tool (McGraw-Hill, 1988), Charles Mill wrote that auditing and inspection are not interchangeable: "The auditor may use inspection techniques as an evaluation tool, but the audit should not be involved in carrying out any verification activities leading to the actual acceptance or rejection of a product or service. An audit should be involved with the evaluation of the process and controls covering the production and verification activities."

Formal management systems have evolved to direct and control organizations. There are quality management systems (QMSs) as well as environmental or other management systems, and each of these systems may be audited.

Excerpted from "Appendix E: History of Quality Assurance and Auditing," from The ASQ Auditing Handbook, by the ASQ Audit Division and J.P. Russell, editor, ASQ Quality Press, 2012, pages 299-301.

Why did you look up quality assurance vs. quality control?

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WHAT ARE QUALITY ASSURANCE AND QUALITY CONTROL?

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By the ASQ Audit Division and J. P. Russell, editor Quality Glossary Definition: Quality assurance/quality control (QA/QC) Two terms that have many interpretations because of the multiple definitions for the words assurance and control.... One definition of quality assurance is: all the planned and systematic activities implemented within the quality system that [...]

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Quality should be a major concern for a business the absence of it will result in the loss of valuable customers.

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Great explanation of operatins management and impact on business.