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Henry Fayol's 14 Principles of Management

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Why I Chose This Artifact: I selected this infographic because it visually represents Henry Fayol's foundational principles of management, which I found essential for understanding the historical roots of modern management practices. The infographic breaks down complex concepts into digestible information, making it easier to see how principles like "esprit de corps" and "division of work" apply in today's organizations. This artifact helped me understand how Fayol's focus on fairness and efficiency remains relevant and inspires my interest in creating supportive workplaces.

Importance to My Learning: The visual representation clarified the theoretical framework introduced in this module, helping me connect the dots between management theory and practice. It reinforced the importance of balancing organizational structure with human interaction, something I see as vital in my own career growth.

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Why I Chose This Artifact: I included this case study because it exemplifies how top-level management decisions can pivot an organization toward success or failure. Nokia's ability to adapt and transition industries over decades showcases the critical role of strategic management and decision-making. This story resonated with me as a practical application of the vertical management structure discussed in this module.

Importance to My Learning: This case study highlighted the dynamic nature of management and the necessity for managers to remain focused on external business environments. It reinforced the idea that strategic planning and adaptability are core to successful leadership—a takeaway I can apply to my educational and professional journey, especially in pursuing leadership roles.

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MindOnMap | Online Free Mind Map Maker to Organize Your Life Easily

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Vertical Organizational Structure: Key Insights and Examples

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Examine the advantages and disadvantages of vertical organizational charts and learn how they affect managerial efficacy and corporate operations in this post.

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Why This Artifact Was Included:
This resource discusses how diversity improves a company’s reputation and ability to attract top talent. Fostering a diverse workforce can create a competitive edge in an era where candidates consider inclusivity when evaluating potential employers. I found this artifact compelling because it ties into my own perspective: workplaces that embrace diversity are more attractive for their progressive values and ability to effectively serve a wide customer base.

Importance of Module 3: Personal Reflection

Diversity and inclusion are essential for both personal and professional growth. This module reinforced my belief in the power of diverse teams to drive innovation and create meaningful change. As someone who values fairness and collaboration, learning about the tangible benefits of diversity, such as financial gains and improved reputation, deepens my commitment to supporting inclusive practices. I’ve seen firsthand how diverse teams perform better and create more cohesive environments. This module reminds me that fostering diversity isn’t just ethical—it’s essential for success.

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Diversity, in a business context, is hiring and promoting employees from a variety of different backgrounds and identities. Those characteristics may include various legally protected groups, such as people of different religions or races, or backgrounds that are not legally protected, such as people from different social classes or educational levels. A business or group with people from a variety of backgrounds is called diverse; a business or group with people who are very similar to each other is not diverse.

Proponents argue that businesses benefit by having diversity in the work force. The business case for diversity stems from the progression of the models of diversity within the workplace since the 1960s. In the United States, the original model for diversity was situated around affirmative action drawing from equal opportunity employment objectives implemented in the Civil Rights Act of 1964. Equal employment opportunity was centered around the idea that any individual academically or physically qualified for a specific job could strive for (and possibly succeed) at obtaining the said job without being discriminated against based on identity. These initiatives were met with accusations that tokenism was the reason an individual was hired into a company when they differed from the dominant group. Dissatisfaction from minority groups eventually altered and/or raised the desire to achieve perfect employment opportunities in every job.

The social justice model evolved next and extended the idea that diverse workers should be given disproportionate opportunities within the workplace, not only because it was instituted as a law, but considering it to be a moral good. Kevin Sullivan an ex-vice president of Apple Inc. said that "diversity initiatives must be sold as business, not social work."

In the deficit model, it is believed that organizations that do not have a strong diversity inclusion culture will invite lower productivity, higher absenteeism, and higher turnover which will result in higher costs to the company. Establishments with more diversity are less likely to have successful unionization attempts.

In a journal article entitled "The Multicultural Organization", Taylor Cox Jr. talks about three organization types that focus on the development of cultural diversity. The three types are:

the monolithic organization,

the plural organization, and

the multicultural organization.

In the monolithic organization, the amount of structural integration (the presence of persons from different cultural groups in a single organization) is minimal. This type of organization may have minority members within the workforce, but not in positions of leadership and power. Even though Diversity, Equity, and Inclusion are three interconnected concepts represented by the abbreviation DE&I, they are not interchangeable. Diversity without equity and inclusion is often perceived as "tokenism".

The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group. This type of organization seeks to empower those from a marginalized standpoint to encourage opportunities for promotion and positions of leadership.

The workplace diversity can be categorized into single-gender and mixed genders. It focuses on mostly "identity-based differences among and between two or more people". The multicultural organization not only contains many different cultural groups or different genders, but it values this diversity. It encourages healthy conflict as a source of avoiding groupthink.

Diversity is believed by some to bring substantial benefits such as better decision making and improved problem solving, greater creativity and innovation, which leads to enhanced product development, and more successful marketing to different types of customers. Diversity is also claimed to enhance organizations' abilities to compete in global markets. Simply recognizing diversity in a corporation helps link the variety of talents within the organization. Despite this, until recently, there has been no conclusive evidence for competitive advantage derived as a result of diversity. In 2024, however, new research showed that there is a plausibly causal link (not only a correlation) between workforce gender diversity and financial performance in major firms, according to a study that measured financial performance using stock returns (which are a very common measure of firm performance in finance, economics, accounting, and management research). Mathematical modeling research of team work by Scott Page reflects this view. Page's models demonstrated that heterogeneous teams consistently out-performed homogeneous teams on a variety of tasks.

Page points out, however, that diversity in teamwork is not always simple and that there are many challenges to fostering an inclusive environment in the workplace for diversity of thought and ideas. For example: "If we look at the evidence on whether identity diverse collections of people perform better than more homogeneous collections, we see mixed results at every level. At the country level, we find that in advanced economies, ethnic diversity proves beneficial. In poorer countries, it causes problems. In cities, we see similar effects. Diversity has the same pluses and minuses. Cognitive diversity increases innovation. Preference diversity leads to squabbles" (p. 14). Also, "We have no logical reason to think that identity diverse groups would perform better than more homogenous groups - unless we believe that mysterious collective cognitive capability emerges from the interactions of people with diverse identities" (p. 326).

In order to benefit from diversity, keep organizations competitive, and drive business success, comprehensive strategies are required that encompass all dimensions of diversity (race, gender, cognitive styles, beliefs, experience etc.).

One of the greatest challenges an organization has when trying to adopt a more inclusive environment is assimilation for any member outside the dominant group. The interplay between power, ideology, and discursive acts which reinforce the hegemonic structure of organizations is the subject of much study. Everything from organizational symbols, rituals, and stories serve to maintain the position of power held by the dominant group.

When organizations hire or promote individuals that are not part of this dominant group into management positions, a tension develops between the socially constructed organizational norm and acceptance of cultural diversity.[citation needed ] Some have claimed that cultural diversity in the workplace will increase interpersonal conflicts.[citation needed ] Often these individuals are mentored and coached to adopt the necessary traits for inclusion into the privileged group as opposed to being embraced for their differences. According to the journal article "Cultural Diversity in the Workplace: The State of the Field", Marlene G. Fine explains that "those who assimilate are denied the ability to express their genuine selves in the workplace; they are forced to repress significant parts of their lives within a social context that frames a large part of their daily encounters with other people". Fine goes on to mention that "People who spend significant amounts of energy coping with an alien environment have less energy left to do their jobs. Assimilation does not just create a situation in which people who are different are likely to fail, it also decreases the productivity of organizations". That is, with a diverse workforce, management may have to work harder to reach the same level of productivity as with a less diverse workforce.

Another challenge faced by organizations striving to foster a more diverse workforce is the management of a diverse population. Managing diversity is more than simply acknowledging differences in people. A number of organizational theorists have suggested that work-teams which are highly diverse can be difficult to motivate and manage for a variety of reasons. A major challenge is miscommunication within an organization. Fine reported a study of "work groups that were culturally diverse and found that cross-cultural differences led to miscommunication". That is, a diverse workforce led to challenges for management. The meaning of a message can never be completely shared because no two individuals experience events in exactly the same way. Even when native and non-native speakers are exposed to the same messages, they may interpret the information differently. There are competencies, however, which help to develop effective communication in diverse organizational environments. These skills include self-monitoring, empathy, and strategic decision-making. Impromptu speaking is also considered a key allyship skill to communicate with authenticity in everyday words and reactions.

Maintaining a culture which supports the idea of employee voice (especially for marginalized group members) is another challenge for diverse organisation. When the organizational environment is not supportive of dissenting viewpoints, employees may choose to remain silent for fear of repercussions, or they may seek alternative safe avenues to express their concerns and frustrations such as on-line forums and affinity group meetings. By finding opportunities such as these to express dissent, individuals can begin to gather collective support and generate collective sense-making which creates a voice for the marginalized members so they can have a collective voice to trigger change.

Three approaches towards corporate diversity management can be distinguished: Liberal Change, Radical Change, and Transformational Change.

Liberal change

The liberal concept recognizes equality of opportunity in practice when all individuals are enabled freely and equally to compete for social rewards. The aim of the liberal change model is to have a fair labor market from which the best person is chosen for a job based solely on performance. To support this concept, a framework of formal rules has been created and policymakers are responsible for ensuring that these rules are enforced on all so none shall be discriminated against. The liberal-change approach centers on law, compliance, and legal penalties for non-compliance.

One weakness of the liberal view is that the formal rules cannot cover every aspect of work life, as there is almost always an informal aspect to work such as affinity groups, hidden transcripts, and alternative informal communication channels.

Radical changes

In contrast to the liberal approach, radical change seeks to intervene directly in the workplace practices in order to achieve workforces with less White people. The radical approach is thus more outcome focused than focused on the forming the rules to ensure less White people. One major tool of radical change is quotas which are set by companies or national institutions with the aim to decrease the number of White people employed.

Arguments for and against quota systems in companies or public institutions include contrasting ideas such as quotas

compensating for actual barriers that prevent marginalized members from attaining their fair share of managerial positions

being against equal opportunity for all and imply that a marginalized member only got the position to fill the quota. Sweden's quota system for parliamentary positions is a positive case for radical change through quota setting.

A quota system was introduced at the Swedish parliament with the aim of ensuring that women constitute at least a 'critical minority' of 30 or 40 percent of all parliament seats. Since the introduction of the system, women representation in parliament has risen dramatically even above the defined quota. Today, 47% of parliamentary representatives are women, a number which stands out compared to the global average of 19%.[citation needed ]

Transformational change

Transformational change covers an equal opportunity agenda for both the immediate need as well as long-term solutions. For the short term it implements new measures to minimize bias in procedures such as recruitment, promotion, and communication. The long term, however, is seen as a project of transformation for organizations. This approach acknowledges the existence of power systems and seeks to challenge the existing hegemony through implementation of equality values.

One illustrative case for transformational change is ageing management; Younger employees are seen as more innovative and flexible, while older employees are associated with higher costs of salary, benefits, and healthcare needs. Therefore, companies may prefer young workers to older staff. Through application of the transformational concept an immediate intervention provides needed relief while a longer-term culture shift occurs.

For the short-term, an organization can set up legislation preventing discrimination based on age (e.g., Age Discrimination in Employment Act). However, for the long-term solution, negative stereotypes of older employees needs to be replaced with the positive realization that older employees can add value to the workplace through their experience and knowledge base. To balance this idea with the benefit of innovation and flexibility that comes with youth, a mixture of ages in the workforce is ideal. Through transformational change, the short-term solution affords the organization the time necessary to enact deep rooted culture changes leading to a more inclusive environment.

In 2017, PwC's U.S. chairman, Tim Ryan, amassed more than 175 c-suite executives (some belonging to the Fortune 500) to sign their CEO Action for Diversity & Inclusion™ pledge. The pledge is a business commitment to advance diversity in the workplace and is made by executives from notable companies such as Walmart, Staples, Dow Chemical, Cisco and Morgan Stanley. As of 2021, more than 2,000 CEOs have signed the pledge including James Murdoch, Tom Buttgenbach, Jeanne Crain, M. Patrick Carroll, James C. Foster and Wayne A.I. Frederic.

Following the murder of George Floyd in 2020, many companies made substantial commitments to racial equity by establishing dedicated diversity, equity, and inclusion teams. In early 2024 the Washington Post reported that there is a trend in corporate America to reduce in-house DEI positions (e.g., an employee in the human resources department who works to promote DEI principles across the organization) and delegate the work to external consultants. The number of DEI jobs reached its highest point in early 2023, but subsequently decreased by 5 percent that year and has further shrunk by 8 percent in 2024. The attrition rate for DEI roles has been approximately twice as high as that of non-DEI positions. The scaling back of DEI initiatives has aligned with a rise in legal challenges and political opposition to systematic endeavors aimed at enhancing racial equity.

Intentional "diversity programs" can assist organizations facing rapid demographic changes in their local consumer market and labor pool by helping people work and understand one another better.

Diversity inclusion initiatives must start with the commitment from the top. With a commitment from top leaders in an organization to change the existing culture to one of diversity inclusion, the diversity change management process can succeed. This process includes analyzing where the organization is currently at through a diversity audit, creating an action plan aligned with a diversity inclusion strategy, gaining support by seeking stakeholder input, and holding individuals accountable through measurable results.

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Why included: This short, engaging video introduces the concept of Corporate Social Responsibility and explores how companies can integrate sustainability and ethical practices into their operations. It highlights the environmental efforts discussed in the reading, such as reducing carbon footprints and sourcing locally.

Importance: Personally, I found this video to be incredibly inspiring because it demonstrates how businesses can prioritize the planet while still achieving profitability. I believe that companies have a moral obligation to give back to the environment and communities they impact, and CSR provides a clear path to do so. This video reinforces that small steps, like reducing carbon footprints or supporting local suppliers, can make a huge difference. It also motivates me to support businesses that are genuinely trying to make the world a better place. Seeing examples of companies that succeed while being socially responsible gives me hope for the future of business.

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What Is Corporate Social Responsibility (CSR)? | Business: Explained

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Source: An infographic that outlines the six steps of ethical decision-making, including identifying the problem, evaluating alternatives, and making decisions based on core ethical principles.

Why included: This artifact visually represents the principles and steps necessary for making ethical decisions, which are critical in corporate environments to ensure fair and responsible behavior.

Importance: I chose this because it simplifies the complex process of making ethical decisions into manageable steps, which I find extremely helpful. As someone who values integrity, I believe ethical decision-making is at the core of effective leadership. This infographic reminds me that every choice we make has consequences, and as future professionals, we must consider how our actions impact others. I appreciate how it provides a structured way to think through ethical dilemmas, something I can personally apply not just in my career but in everyday life. The clarity it offers makes me feel more confident in handling ethical challenges.

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Globalization Explained with LEGO

Source: YouTube - Globalization Explained in Simple Terms
Why This Artifact Was Included:
This video uses LEGO blocks to explain the interconnectedness of globalization. It vividly illustrates how countries and businesses rely on one another for resources, trade, and innovation. I included this because it provides a relatable, visual representation of the complexities of global trade. Watching this helped me better grasp how decisions made in one part of the world can significantly impact businesses and economies elsewhere. It also reinforced the importance of managers understanding global supply chains.

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Globalization I - The Upside: Crash Course World History #41

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Cultural Intelligence in Global Leadership

Source: Harvard Business Review - "How to Develop Cultural Intelligence (CQ)"
Why This Artifact Was Included:
This article discusses the significance of cultural intelligence (CQ) for managers operating in a global environment. It explains how understanding cultural nuances and adapting leadership styles can drive success in international markets. I included this because I strongly believe that CQ is a vital skill for modern leaders. As someone eager to develop in a global economy, this article inspired me to pay closer attention to cultural differences and their impact on decision-making.

Importance of Module 3: Personal Reflection

This module deepened my understanding of globalization and its critical role in modern business. I learned how global supply chains and cultural differences influence management strategies. The artifacts helped me realize that being globally competent requires not only technical knowledge but also emotional and cultural intelligence. As someone who values innovation and diversity, these lessons inspire me to embrace opportunities for international collaboration and prepare for the complexities of leading in a globalized world.

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In an increasingly diverse business environment, managers must be able to navigate through the thicket of habits, gestures, and assumptions that define their coworkers' differences. Foreign cultures are everywhere-in other countries, certainly, but also in corporations, vocations, and regions. Interacting with individuals within them demands perceptiveness and adaptability. And the people who have those traits in abundance aren't necessarily the ones who enjoy the greatest social success in familiar settings.

Cultural intelligence, or CQ, is the ability to make sense of unfamiliar contexts and then blend in. It has three components-the cognitive, the physical, and the emotional/motivational. While it shares many of the properties of emotional intelligence, CQ goes one step further by equipping a person to distinguish behaviors produced by the culture in question from behaviors that are peculiar to particular individuals and those found in all human beings. In their surveys of 2,000 managers in 60 countries, the authors found that most managers are not equally strong in all three of these areas of cultural intelligence.

The authors have devised tools that show how to identify one's strengths, and they have developed training techniques to help people overcome weaknesses. They conclude that anyone reasonably alert, motivated, and poised can attain an acceptable CQ.

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Reprint: R0410J In an increasingly diverse business environment, managers must be able to navigate through the thicket of habits, gestures, and assumptions that define their coworkers' differences. Foreign cultures are everywhere-in other countries, certainly, but also in corporations, vocations, and regions. Interacting with individuals within them demands perceptiveness and adaptability.

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This infographic provides a clear framework for understanding competitive dynamics, which is critical when planning strategies for a business facing external pressures, as highlighted in the Walmart vs. Amazon case study.

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This video reinforces the importance of aligning an organization’s mission and vision with actionable goals while remaining adaptable to changing environments. It also underscores the importance of evaluation and control in ensuring that plans remain relevant and effective. By reflecting on the strategic tools and processes introduced in this module and connecting them to personal and professional growth, I am more equipped to apply these concepts to achieve both immediate and long-term objectives.

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The steps of the strategic planning process in under 15 minutes

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This infographic visually represents the various types of organizational structures and their applications. It complements the module's content by breaking down the benefits and challenges of each structure, from functional to matrix designs.

Importance:
This visual tool is invaluable in understanding how organizational design affects efficiency and communication. It ties into the IBM case study by illustrating how poor structural choices can hinder performance and how redesigning can lead to substantial improvements.

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DALL·E 2024-11-26 09.11.38 - A visually appealing infographic showcasing the different types of organizational structures. The infographic features five primary structures_ Functi

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This video provides a practical and motivational guide on building high-performance teams in the workplace. It highlights actionable steps leaders can take to foster trust, improve communication, and enhance team dynamics, which align perfectly with the content of Module 5. I found this resource particularly valuable because it reinforces the importance of shared leadership and participative decision-making, two concepts critical to creating high-performing teams. Watching this video has inspired me to think about how I can apply these strategies in my professional environment, especially in collaborative projects. By integrating these principles, I feel better equipped to contribute to and lead effective teams.

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What Makes the Highest Performing Teams in the World | Simon Sinek

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I appreciate the clear structure of the video and its focus on actionable insights, which make it easy to incorporate these principles into everyday communication. Watching it has reinforced my understanding of how to craft messages that are both impactful and well-received.

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Barriers to Communication and How to Overcome Them"

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This visual aid aligns with the content discussed in Module 8 and serves as a quick reference to improve workplace communication. I find it particularly helpful in identifying barriers that can arise in team dynamics and brainstorming solutions to enhance clarity and understanding. As someone who values efficient and effective communication, this resource reminds me to stay mindful of these challenges and work proactively to address them. By applying these concepts, I aim to improve collaboration, minimize misunderstandings, and foster a more cohesive work environment.

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This detailed report by Harvard Business Publishing examines the emerging trends in leadership development. It emphasizes the need for new skills in today’s dynamic business environment and offers strategic recommendations for cultivating effective leadership. Topics include innovative learning strategies and the role of technology in leadership training. I believe

organizations and individuals can leverage this report to redesign leadership programs, ensuring alignment with the latest trends and competencies required in a rapidly evolving workplace. The insights help shape forward-thinking strategies for leadership growth.

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This resource provides a concise explanation of the difference between a vision statement and a mission statement. Understanding this distinction is crucial for setting clear organizational goals and communicating them effectively to stakeholders. Vision statements focus on the aspirational future of an organization, while mission statements describe its present purpose and the actions it takes to reach its vision. This clarity helps organizations align their strategies and operations to their overarching goals.
In both education and career development, being clear about one's vision and mission helps in setting and achieving goals. For example, as a student, my mission is to gain knowledge and skills, while my vision might be to contribute to a specific field in the future. Similarly, in leadership roles, distinguishing between these concepts can guide teams more effectively toward success.

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Mission Statement vs. Vision Statement: What’s the Difference? - Thomas Griffin

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What is a mission statement vs. a vision statement? There is a difference, and if you want to push your organization forward, you should know what it is.