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Problem solving in the workplace can teach individuals tools on how to problem solve outside of the workplace as well. A good manager will lead their employees to work together in problem solving and that allows employees to grow individually

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There is always new ways to find motivation. I think any manager would have something to learn when looking up new ways to motivate employees

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How to Motivate Employees: 5 Data-Backed Tips for Managers

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Recent Gallup data shows that only 33 percent of all workers in the U.S. are engaged in the workplace. Unfortunately for businesses, the cost of this disengagement is high. It's estimated between $960 billion and $1.2 trillion are wasted each year due to lost productivity.

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Here is an article that shows the importance of knowing the audience. I think this information goes beyond the business world and can be taken into account in many aspects of life.

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Knowing your audience is the key to success in effectively writing for business. Learn how to use audience analysis to improve your writing.

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Here is a link of jobs in communications. At this point in my college career I am still figuring out what I want my major to be so I looked up different jobs in the communication realm.

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What Can You Do with a Communication Degree: 10 Career Paths

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A degree in communications serves as a gateway to careers in numerous industries.

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This article shares how organization in the workplace can create employee job satisfaction, efficiency, and profitability.

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Every organization has some kind of underlying structure. The purpose of choosing a specific organizational structure is to clarify relationships, lines of authority and ways of communicating in a way that best suits the particular organization or enterprise. There are guidelines that may be helpful, but there are no hard and fast rules that determine which particular structure will work best for any given company.

Every organization exists for a reason. What is its purpose? Organizations that have a strong sense of purpose tend to thrive; organizations without a clear sense of purpose struggle. One of the critical questions any organization must make concurrent with its creation is: Which organizational structure helps articulate and grow our sense of purpose?

Early on, Steve Jobs declared "Our whole company is founded on the principle that there is something very different that happens with one person, one computer ... What we're trying to do is remove the barrier of having to learn to use a computer." Jobs, by many reports, wasn't a particularly nice person, but he was a visionary and to realize his vision he imposed strictly hierarchical top-down organizational structure with Jobs' visibility leading from the top, but also dealing hands-on with the details of every product development. It could have been a disaster, but it worked for Apple because it allowed Jobs to infuse the entire company with his vision.

Berkshire Hathaway, Inc. (BH) is another organization with a strong leader, Warren Buffett, at the top, but Buffett has organized BH to provide the maximum of organizational stability. BH's top executives have all been selected because they share Buffett's vision; Buffett has gracefully allowed the transition to these new leaders to begin during his lifetime, so that the organization can move forward with a minimum of disruption and instability when he leaves.

One of the problems for huge companies with far-flung divisions acting with relative independence is that employees within each division may feel little allegiance to upper management. Chevron Corporation has nearly 90,000 employees and five quite different business groups, with little little in common. What holds the company together is Chevron's concentration on providing an abundance of job benefits that keep employees happy. Among these benefits include high pay, employee fitness and medical centers, various kinds of coaching assistance and even a low-cost company pharmacy.

Some companies have high levels of efficiency with a minimum of middle-management, thus keeping the lines of communication open between senior management and task groups, resulting in internal communication with high-transmission rates. Other companies strengthen the position of middle management, which becomes the glue holding the company together; the well-understood role of middle managers in this kind of organizational structure can have the same high-efficiency result: rapid transmission of command information from C-suite to the labor force.

Company founders need to make early decisions about organizational structure to achieve consistent profitability and rapid growth. There is no one structure that will do this. Many different structures will work. Several internet and gaming companies, like GitHub and Valve hire employees that have a strong sense of independence, combined with an ability to take the initiative without visible leadership.

Valve is particularly "flat," and is basically an independent collection of working groups that have continuously changing memberships, as developers leave one group to join another group that's currently engaged in a project that best fits their interests and skills. Other technologically oriented companies, like Apple, achieve high profitability and growth with traditional hierarchical management structures.

If there's a lesson to be learned from looking at these successful companies with organizational structures that range from highly hierarchical through functional and distributed structures to structures that are almost entirely flat, it's that every successful company has, in one way or another, found an organizational structure that works for that particular company, which may be entirely different from the organizational structure of another, apparently similar company. The purpose of any organizational structure is to allow the organization to do its best. Finding that structure requires a variety of management skills that go beyond expertise into the realms of intuition and good fortune.

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Purpose of Organizational Structure. Organizational structure is about definition and clarity. Think of structure as the skeleton supporting the organization and giving it shape. Just as each bone in a skeleton has a function, so does each branch and level of the organizational chart. The various departments and job ...

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This article gives examples of red flags you may hear when a case of sexual harassments is taking place. It is important to report the signs of harassments to HR because people may not be willing to do it themselves even if it is a serious account.

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Over the last several weeks, it feels like each time you turn on the television or radio, read a newspaper or visit a website, there is a new sexual harassment claim. While the stories coming out of Hollywood and Washington D.C. make headlines, these cases cross industries, professions and salary levels. Until this recent wave, many victims did not feel they could come forward and share their stories until now, with the support of others sharing similar stories.

It is often difficult for victims of harassment to confront their harassers. At times, this can be a very effective way to end the sexual harassment. If a victim can tell the harasser the joke is offensive, the behavior is uncomfortable, the discussion is inappropriate, the harasser may be embarrassed or simply become aware that the actions are not appreciated and stop.

Other times, however, the victim tolerates the behavior fearing repercussions for reporting it, expecting apathy from their supervisor or HR Department, or hoping it will go away on its own, only to see the behavior escalate and continue. Sometimes, the victim will share the information with a friend or family member, who will encourage the victim to speak up and insist the behavior stop. The victim should speak up, in writing or in person. For that to happen, employees must have confidence that their Human Resources Departments provide safe, welcoming, and unbiased environments.

Federal and state laws prohibit sexual harassment, including Title VII of the Civil Rights Act of 1964. The U.S. Equal Employment Opportunity Commission (EEOC) defines sexual harassment as "unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature," which can include "offensive remarks about a person's sex." A harasser can be any person encountered in the workplace of either sex. Additionally, the EEOC states that "the victim does not have to be the person harassed, but can be anyone affected by the offensive conduct."

Sexual harassment may be such that the victim's enduring offensive behavior becomes a condition of her continued employment. This form of harassment is often called "quid pro quo" harassment.

EEOC states "petty slights, annoyances, and isolated incidents (unless extremely serious) will not rise to the level of illegality." This is why it is critical that joking, teasing or sexual innuendo must be quickly and unequivocally addressed. There is no reason for that type of conversation in the workplace and its continued use may become sufficiently pervasive as to become harassment by having created a hostile work environment.

We have all heard the term "hostile work environment," but what does it mean? Incidents that rise to the level of illegality include frequent, pervasive or patterned harassment that a reasonable person would find intimidating or offensive. While harassment may include a termination, demotion or other adverse employment decision, it does not have to have such negative consequences to be harassment. Additionally, the more egregious the harassing behavior, the fewer incidents have to occur for it to constitute unlawful harassment.

As a supervisor, what can you do? First, employers should create and maintain a work environment in which employees and non-employees are treated with dignity, civility and respect, where harassment of any kind will not be tolerated. Supervisors should model and promote positive and respectful communication where everyone feels heard and able to honestly express themselves, even if they need to tell someone that the conversation is unprofessional.

There are some comments that may be considered a red flag that conversation is not ideal in your work environment:

"Can't you take a joke?"

"Everyone else thinks it is funny."

"Don't be so sensitive."

"We have always talked like that."

"Everyone knows we are just kidding."

"You are going to ruin it for everyone."

"We are just blowing off steam."

If a supervisor hears any of these comments, they need to follow up on the conversation, step in and model the correct communication.

Second, it is important that supervisors take sexual harassment complaints and concerns seriously, involve Human Resources right away, and take good notes about the conversations. Clear documentation is very important for investigations.

Victims may need employee assistance program or counseling services if offered through the organization or the medical benefits. Victims may also request to go home or work from home. Some employees may feel most comfortable going straight to Human Resources to discuss an issue or formally file a complaint. It is important for employees to have a range of options for presenting allegations and for supervisors not to insist upon a formal chain of command.

Third, involve Human Resources. Your county policy manual likely includes language that any supervisor whobecomes aware of a situation of harassment shall notify Human Resources as soon as possible.

Additionally, it likely includes a section on retaliation - preventing retaliation against any employee who brings forward a good faith allegation of harassment. Supervisors must be vigilant of interactions that may be perceived as retaliatory. Transferring the reporting employee away from the situation or demoting them could be considered retaliation. Additionally, your retaliation provisions must protect witnesses to a complaint of harassment. No hardship may be imposed on an employee appearing as a witness in the investigation of the complaint.

Fourth, ensure employees participate in sexual harassment training, let employees know how to report claims, be familiar with county policies and be familiar with state and federal law.

Whether the harassment is quid pro quo or hostile work environment, whether the harassment is a supervisor or a co-worker, whether the harassment is a suggestive joke, inappropriate touching, an offensive calendar hanging in an office or sharing of a phone number, supervisors must be committed to stopping such behavior.

Supervisors can create a positive working environment and culture where open communication and strong internal customer service prevent harassment in the workplace.

All employees are entitled to work in an environment free from intimidation and humiliation, where they can do their best work and contribute to the success of a team that serves citizens. Harassment must be recognized in all its forms and must not be tolerated.

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Speak Up, Listen up: Sexual Harassment in the Workplace

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Over the last several weeks, it feels like each time you turn on the television or radio, read a newspaper or visit a website, there is a new sexual harassment claim. While the stories coming out of Hollywood and Washington D.C. make headlines, these cases cross industries, professions and salary levels.

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Just a few more leadership styles

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Not everything will go to plan, but this article shows 7 steps to prevent problems in business planning

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7 steps to create an action plan for your business strategy

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Your strategic plan needs an action plan to lay out the next steps.

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This quote from Steve Jobs shows the importance of decision making.

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The link goes into further detail of the GLOBE project. I was curious how the "humane" orientation differed from "human" orientation.

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In the area of culture and leadership GLOBE project have generated important research findings. House et al (2004) published Culture, Leadership, and Organizations; The GLOBE Study of 62 Societies.

Across 62 countries, the GLOBE project investigates how cultural values are related to organizational practices, conceptions of leadership, the economic competitiveness of societies, and the human condition of its members.

One hundred and seventy co-country investigators and over 17,000 managers participated worldwide. Data were collected in each country from three indigenous companies representing the financial services, food processing, and telecommunications. They used qualitative methods to assist their development of quantitative instruments.

Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies is the second major publication of GLOBE in 2007.

GLOBE researchers identified the nine units of measurement or nine cultural dimensions. The Figure 1 list them by name.

Figure 1. The Nine Units of Measurement or "Cultural Dimensions"

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In the area of culture and leadership GLOBE project have generated important research findings. House et al (2004) published Culture, Leadership, and Organizations; The GLOBE Study of 62 Societies. Across 62 countries, the GLOBE project investigates how cultural values are related to organizational practices, conceptions of leadership, the economic competitiveness of societies, and the human condition of its members.

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Here is a link to the Spread the Word organization. This org is advocating for people on the spectrum and educating people on "people first" language. This is the perfect example for the purpose of inclusion.

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HOW WE ARE SPREADING INCLUSION

Spreading the Word Around the World

Spread the word for inclusion in your community, school, or workplace all year round. All the resources you need are here - start planning your event today!

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We think the world would be better if everyone were included. Around the world, exclusion and discrimination continue to divide people with and without intellectual and developmental disabilities. We are changing that with grassroots action for inclusion. That's Spread the Word.

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This post from Cornell describes a sense of belonging. I think these matters continue to be important in the workplace because businesses should be inclusive and allow for all walks of people to have a chance.

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At Cornell University, the sense of belonging for faculty and staff has a major impact on performance and retention. People who say they have a sense of belonging feel connected to their work and to Cornell University. When a person can bring their authentic self to work, they are more engaged and able to contribute.

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This module introduces the topics of management and it made me think about my current manager and I feel like this meme would make him laugh. This represents management as people.

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This article describes how managers can utilizes their personal strengths and bring out good outcomes from their staff.

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Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees. She figures out how to capitalize on her staffers' strengths and tweaks her environment to meet her larger goals.

Such a specialized approach may seem like a lot of work. But in fact, capitalizing on each person's uniqueness can save time. Rather than encourage employees to conform to strict job descriptions that may include tasks they don't enjoy and aren't good at, a manager who develops positions for his staff members based on their unique abilities will be rewarded with behaviors that are far more efficient and effective than they would be otherwise.

This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them.

Capitalizing on a person's uniqueness also builds a stronger sense of team. By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. This personal investment not only motivates individuals but also galvanizes the entire team.

Finally, this approach shakes up existing hierarchies, which leads to more creative thinking.

To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel.

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Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers.