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a company always needs to work on improvement

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productivity = outputs/inputs

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you always want to produce a product that lives up to the customers standards

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operational controls

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they say good leaders are born not made

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you need a great leader within an organization

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motivation is needed to be successful

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There's a difference between managers and leaders

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interpersonal skills

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Develop your interpersonal communication skills. Learn about the communication processes and how to develop your verbal, nonverbal, listening and other skills.

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recruiting can be done internally or externally

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the definition of human resources

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Human resources (HR) is the set of people who make up the workforce of an organization, business sector, industry, or economy. A narrower concept is human capital, the knowledge and skills which the individuals command. Similar terms include manpower, labor, personnel, associates or simply: people.

The Human Resources department (HR department) of an organization performs human resource management,overseeing various aspects of employment, such as compliance with labor law and employment standards, interviewing and selection, performance management, administration of Employee benefits, organizing of employee files with the required documents for future reference, and some aspects of recruitment (also known as talent acquisition) and employee offboarding. They serve as the link between an organization's management and its employees.

The duties include planning, recruitment and selection process, posting job ads, evaluating the performance of employees, organizing resumes and job applications, scheduling interviews and assisting in the process and ensuring background checks. Another job is payroll and benefits administration which deals with ensuring vacation and sick time are accounted for, reviewing payroll, and participating in benefits tasks, like claim resolutions, reconciling benefits statements, and approving invoices for payment. HR also coordinates employee relations activities and programs including, but not limited to, employee counseling. The last job is regular maintenance, this job makes sure that the current HR files and databases are up to date, maintaining employee benefits and employment status and performing payroll/benefit-related reconciliations.

A human resources manager can have various functions in a company, including to:

Determine the needs of the staff/personnel.

Determine whether to use temporary staff or hire employees to fill these needs.

Determine do's and don'ts.

Train and develop management styles

Recruit and/or interview the best employees

Train employees and upgrade their learning knowledge

Supervise the work

Evaluate the work

Establish discipline work culture in the organization

Avoid politics in the office.

Apply HR software for the ease of work in the organization.

Manage employee relations. If there are unions, perform collective bargaining

Prepare employee records and personal policies.

Manage employee payroll, benefits, and compensation

Ensure equal opportunities

Deal with discrimination

Deal with performance issues

Ensure that human resources practices conform to various regulations

Motivate employees

Mediate disputes

Disseminate information in the organization so as to benefit its growth

Managers need to develop their interpersonal skills to be effective. Organizational behavior focuses on how to improve factors that make organizations more effective.

Human resource management used to be referred to as " personnel administration." In the 1920s, personnel administration focused mostly on the aspects of hiring, evaluating, and compensating employees. However, they did not focus on any employment relationships at an organizational performance level or on the systematic relationships in any parties. This led to a lacked unifying paradigm in the field during this period.

According to an HR Magazine article, the first personnel management department started at the National Cash Register Co. in 1900. The owner, John Henry Patterson, organized a personnel department to deal with grievances, discharges and safety, and information for supervisors on new laws and practices after several strikes and employee lockouts. This action was followed by other companies; for example, Ford had high turnover ratios of 380 percent in 1913, but just one year later, the line workers of the company had doubled their daily salaries from $2.50 to $5, even though $2.50 was a fair wage at that time. This example clearly shows the importance of effective management which leads to a greater outcome of employee satisfaction as well as encouraging employees to work together in order to achieve better business objectives.

During the 1970s, American businesses began experiencing challenges due to the substantial increase in competitive pressures. Companies experienced globalization, deregulation, and rapid technological change which caused the major companies to enhance their strategic planning - a process of predicting future changes in a particular environment and focus on ways to promote organizational effectiveness. This resulted in developing more jobs and opportunities for people to show their skills which were directed to effectively applying employees toward the fulfillment of individual, group, and organizational goals. Many years later the major/minor of human resource management was created at universities and colleges also known as business administration. It consists of all the activities that companies used to ensure the more effective use of employees.

Now, human resources focus on the people side of management. There are two real definitions of HRM ( Human Resource Management); one is that it is the process of managing people in organizations in a structured and thorough manner. This means that it covers the hiring, firing, pay and perks, and performance management. This first definition is the modern and traditional version more like what a personnel manager would have done back in the 1920s. The second definition is that HRM circles the ideas of management of people in organizations from a macromanagement perspective like customers and competitors in a marketplace. This involves the focus on making the "employment relationship" fulfilling for both management and employees.

Some research showed that employees can perform at a much higher rate of productivity when their supervisors and managers paid more attention to them. The Father of Human relations, Elton Mayo, was the first person to reinforce the importance of employee communications, cooperation, and involvement. His studies concluded that sometimes the human factors are more important than physical factors, such as quality of lighting and physical workplace conditions. As a result, individuals often place value more on how they feel. For example, a rewarding system in Human resource management, applied effectively, can further encourage employees to achieve their best performance.

Pioneering economist John R. Commons mentioned "human resource" in his 1893 book The Distribution of Wealth but did not elaborate. The expression was used during the 1910s to 1930s to promote the idea that human beings are of worth (as in human dignity); by the early 1950s, it meant people as a means to an end (for employers). Among scholars the first use of the phrase in that sense was in a 1958 report by economist E. Wight Bakke.

In regard to how individuals respond to the changes in a labor market, the following must be understood:

Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled staff. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with remuneration, and the transportation and infrastructure of the area also influence who applies for a position.

Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure, namely, craft (loyalty to the profession), organization career path (promotion through the firm), and unstructured (lower/unskilled workers who work when needed).

Generational difference: different age categories of employees have certain characteristics, for example, their behavior and their expectations of the organization.

One major concern about considering people as assets or resources is that they will be commoditized, objectified, and abused. Human beings are not " commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001, in contrast, requires identifying the processes, their sequence, and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such approaches. Also, in 2001, the International Labour Organization decided to revisit and revise its 1975 Recommendation 150 on Human Resources Development, resulting in its " Labour is not a commodity" principle. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitate labor mobility and tend to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting.

Another important controversy regards labor mobility and the broader philosophical issue with the usage of the phrase "human resources". Governments of developing nations often regard developed nations that encourage immigration or "guest workers" as appropriating human capital that is more rightfully part of the developing nation and required to further its economic growth. Over time, the United Nations have come to more generally support[citation needed ] the developing nations' point of view, and have requested significant offsetting "foreign aid" contributions so that a developing nation losing human capital does not lose the capacity to continue to train new people in trades, professions, and the arts.

Some businesses and companies are choosing to rename this department using other terms, such as "people operations" or "culture department," in order to erase this stigma.

Human resource companies play an important part in developing and making a company or organization at the beginning or making a success at the end, due to the labor provided by employees. Human resources are intended to show how to have better employment relations in the workforce. Also, to bring out the best work ethic of the employees and therefore making a move to a better working environment.

Human resources also deals with essential motivators in the workplace such as payroll, benefits, team morale and workplace harassment.

Administration and operations used to be the two role areas of HR. The strategic planning component came into play as a result of companies recognizing the need to consider HR needs in goals and strategies. HR directors commonly sit on company executive teams because of the HR planning function. Numbers and types of employees and the evolution of compensation systems are among elements in the planning role. Various factors affecting Human Resource: planning organizational structure, growth, business location, demographic changes, environmental uncertainties, expansion etc. Additionally, this area encompasses the realm of talent management.[citation needed ]

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Human resources (HR) is the set of people who make up the workforce of an organization, business sector, industry, or economy. A narrower concept is human capital, the knowledge and skills which the individuals command. Similar terms include manpower, labor, personnel, associates or simply: people.

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human resources works for the organization

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the process of organization and management

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References

1. B.S. Chakravarthy and Y. Doz, "Strategy Process Research: Focusing on Corporate Self-Renewal," Strategic Management Journal, volume 13, special issue, Summer 1992, pp. 5-14, quote from p. 6.

2. L.B. Mohr, Explaining Organizational Behavior (San Francisco: Jossey-Bass, 1982); P.R. Monge, "Theoretical and Analytical Issues in Studying Organizational Processes," Organization Science, volume 1, number 4, 1990, pp. 406-430; A.H. Van de Ven, "Suggestions for Studying Strategy Process: A Research Note," Strategic Management Journal, volume 13, special issue, Summer 1992, pp. 169-188; and A.H. Van de Ven and G. Huber, "Longitudinal Field Research Methods for Studying Processes of Organizational Change," Organization Science, volume 1, number 3, 1990, pp. 213-219.

3. A.H. Van de Ven, "Central Problems in the Management of Innovation," Management Science, volume 32, number 5, 1986, pp. 590-606.

4. L.R. Sayles, Leadership: Managing in Real Organizations, second edition (New York: McGraw-Hill, 1989).

6. For discussions of processes in the quality literature, see: H.J. Harrington, Business Process Improvement (New York: McGraw-Hill, 1991); E.J. Kane, "IBM's Quality Focus on the Business Process," Quality Progress, volume 19, April 1986, pp. 24-33; E.H. Melan, "Process Management: A Unifying Framework," National Productivity Review, volume 8, 1989, number 4, pp. 395-406; R.D. Moen and T.W. Nolan, "Process Improvement," Quality Progress, volume 20, September 1987, pp. 62-68; and G.D. Robson, Continuous Process Improvemen (New York: Free Press, 1991). For discussions of processes in the reengineering literature, see: T.H. Davenport, Process Innovation (Boston: Harvar Business School Press, 1993); M. Hammer and J. Champy, Reengineering the Corporation (New York: Harper Business, 1993); and T.A. Stewart,"Reengineeering: The Hot New Managing Tool," Fortune, 23 August 1993, pp. 40-48.

7. M. Hammer, "Reengineering Work: Don't Automate, Obliterate," Harvard Business Review, volume 68, July-August 1990, pp. 104-112.

8. J.D. Blackburn, "Time-Based Competition: White-Collar Activities," Business Horizons, volume 35, July-August 1992, pp. 96-101.

9. E.H. Melan, "Process Management in Service and Administrative Operations," Quality Progress, volume 18, June 1985, pp. 52-59.

10. Davenport (1993), chapter 7; Hammer and Champy (1993), chapter 3; Harrington (1991), chapter 6; and Kane (1986).

11. Hammer and Champy (1993), pp. 108-109; Kane (1986); and Melan (1989), p. 398.

12. Moen and Nolan (1987); and Robson (1991).

13. Davenport (1993), pp. 10-15; and Hammer and Champy (1993), pp. 32-34.

14. T.H. Davenport and N. Nohria, "Case Management and the Integration of Labor," Sloan Management Review, volume 35, Winter 1994, pp. 11-23, quote from p. 11.

15. I. Price, "Aligning People and Processes during Business-Focused Change in BP Exploration," Prism, fourth quarter, 1993, pp. 19-31.

16. Kane (1986); and Melan (1985) and (1989).

17. H. Gitlow, S. Gitlow, A. Oppenheim, and R. Oppenheim, Tools and Methods for the Improvement of Quality (Homewood, Illinois: Irwin, 1989), chapter 8.

18. P.F. Schlesinger, V. Sathe, L.A. Schlesinger, and J.P. Kotter, Organization: Text, Cases, and Readings on the Management of Organization Design and Change (Homewood, Illinois: Irwin, 1992), pp. 106-110.

19. J. Browning, "The Power of Process Redesign," McKinsey Quarterly, volume 1, number 1, 1993, pp. 47-58; J.R. Galbraith, Organization Design (Reading, Massachusetts: Addison-Wesley, 1977), pp. 118-119; and B.P. Shapiro, K. Rangan and J.J. Sviokla, "Staple Yourself to an Order," Harvard Business Review, volume 70, July-August 1992, pp. 113-122.

20. For example, see: A. March and D.A. Garvin, "Arthur D. Little, Inc." (Boston: Harvard Business School, case no. 9-396-060, 1995).

21. K.E. Weick, The Social Psychology of Organizing, second edition (Reading, Massachusetts: Addison-Wesley, 1979), p. 34.

22. S.C. Wheelwright and K.B. Clark, Revolutionizing Product Development (New York: Free Press, 1992).

24. L.A. Hill, Becoming a Manager ( Boston: Harvard Business School Press, 1992), pp. 20-21.

26. H. Mintzberg, D. Raisinghani, and A. Théorêt, "The Structure of Unstructured Decision Processes," Administrative Science Quarterly, volume 21, June 1976, pp. 246-275; P.C. Nutt, "Types of Organizational Decision Processes," Administrative Science Quarterly, volume 29, September 1984, pp. 414-450; and E. Witte, "Field Research on Complex Decision-Making Processes - The Phase Theorem," International Studies of Management and Organization, volume 2, Summer 1972, pp. 156-182.

27. Witte (1972), p. 179.

28. Mintzberg et al. (1976); and Nutt (1984).

29. For studies on capital budgeting, see: R.W. Ackerman, "Influence of Integration and Diversity on the Investment Process," Administrative Science Quarterly, volume 15, September 1970, pp. 341-351; and J.L. Bower, Managing the Resource Allocation Process (Boston: Harvard Business School, Division of Research, 1970). For studies on foreign investments, see: Y. Aharoni, The Foreign Investment Decision Process (Boston: Harvard Business School, Division of Research, 1966). For studies on strategic planning, see: P. Haspeslagh, "Portfolio Planning: Uses and Limits," Harvard Business Review, volume 60, January-February 1982, pp. 58-74; and R. Simons, "Planning, Control, and Uncertainty: A Process View," in W.J. Bruns, Jr. and R.S. Kaplan, eds., Accounting and Management: Field Study Perspectives (Boston: Harvard Business School Press, 1987), pp. 339-367. For studies on internal corporate venturing, see: R.A. Burgelman, "A Process Model of Internal Corporate Venturing in the Diversified Major Firm," Administrative Science Quarterly, volume 28, June 1983, pp. 223-244; and R.A. Burgelman, "Strategy Making as a Social Learning Process: The Case of Internal Corporate Venturing," Interfaces, volume 18, number 3, 1988, pp. 74-85. For studies on business exit, see: R.A. Burgelman, "Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments," Administrative Science Quarterly, volume 39, March 1994, pp. 24-56.

30. Bower (1970).

31. G.T. Allison, Essence of Decision (Boston: Little, Brown, 1971); I.L. Janis, Victims of Groupthink (Boston: Houghton Mifflin, 1972); L.J. Bourgeois, III and K.M. Eisenhardt, "Strategic Decision Processes in High-Velocity Environments: Four Cases in the Microcomputer Industry," Management Science, volume 34, number 7, 1988, pp. 816-835; K.M. Eisenhardt, "Speed and Strategic Choice: How Managers Accelerate Decision Making," California Management Review, volume 32, Spring 1990, pp. 39-54; J.W. Fredrickson and T.R. Mitchell, "Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment," Academy of Management Journal, volume 27, number 2, 1984, pp. 399-423; J.W. Fredrickson, "The Comprehensiveness of Strategic Decision Processes: Extension, Observations, Future Directions," Academy of Management Journal, volume 27, number 4, 1984, pp. 445-466; and I. Nonaka and J.K. Johansson, "Organizational Learning in Japanese Companies," in R. Lamb and P. Shrivastava, eds., Advances in Strategic Management, volume 3 (Greenwich, Connecticut: JAI Press, 1985), pp. 277-296.

32. Janis (1972).

33. A.C. Amason, "Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams," Academy of Management Journal, volume 39, number 1, 1996, pp. 123-148; D.M. Schweiger, W.R. Sandberg, and J.W. Ragan, "Group Approaches for Improving Strategic Decision Making," Academy of Management Journal, volume 29, number 1, 1986, pp. 51-71; and D.M. Schweiger, W.R. Sandberg, and P.L. Rechner, "Experimental Effects of Dialectical Inquiry, Devil's Advocacy, and Consensus Approaches to Strategic Decision Making," Academy of Management Journal, volume 32, number 4, 1989, pp. 745-772.

34. Janis (1972), pp. 146-149.

35. Bourgeois and Eisenhardt (1988).

36. E.H. Schein, Process Consultation: Its Role in Organization Development, second edition (Reading, Massachusetts: Addison-Wesley, 1988), pp. 17-19.

38. Schein (1988), p. 21.

39. Ibid., pp. 22-39.

41. Ancona and Nadler (1989), p. 24; Schein (1988), p. 50.

42. D. McGregor, The Professional Manager (New York: McGraw-Hill. 1967), pp. 173-174; and Schein (1988), pp. 57-58, 81-82.

43. R.L. Daft and G.P. Huber, "How Organizations Learn: A Communication Framework," in S.B. Bacharach and N. DiTomaso, eds., Research in the Sociology of Organizations, volume 5 (Greenwich, Connecticut: JAI Press, 1987), pp. 1-36; C.M. Fiol and M.A. Lyles, "Organizational Learning," Academy of Management Review, volume 10, number 4, 1985, pp. 803-813; G.P. Huber, "Organizational Learning: The Contributing Processes and the Literatures," Organization Science, volume 2, number 1,1991, pp. 88-115; B. Levitt and J.G. March, "Organizational Learning," Annual Review of Sociology, volume 14, 1988, pp. 319-340; and P. Shrivastava, "A Typology of Organizational Learning Systems," Journal of Management Studies, volume 20, number 1, 1983, pp. 7-28.

45. Nevis et al. (1995), p. 76.

46. T. Kiely, "The Idea Makers," Technology Review, 96, January 1993, pp. 32-40; M.A. Cusumano and R.W. Selby, Microsoft Secrets (New York: Free Press, 1995); Garvin (1993); J. Simpson, L. Field, and D.A. Garvin, "The Boeing 767: From Concept to Production (A)" (Boston: Harvard Business School, case 9-688-040, 1988); R.C. Camp, Benchmarking (Milwaukee, Wisconsin: ASQC Quality Press, 1989); and R.E. Mittelstaedt, Jr., "Benchmarking: How to Learn from Best-in-Class Practices," National Productivity Review, volume 11, Summer 1992, pp. 301-315; A. De Geus, "Planning as Learning," Harvard Business Review, volume 66, March-April 1988, pp. 70-74; Huber (1991), pp. 105-107; Levitt and March (1988), pp. 326-329; and J.P. Walsh and G.R. Ungson, "Organizational Memory," Academy of Management Review, volume 16, number 1, 1991, pp. 57-91.

47. Shrivastava (1983), p. 16.

48. Bourgeois and Eisenhardt (1988); and Eisenhardt (1990).

49. B. Blumenthal and P. Haspeslagh, "Toward a Definition of Corporate Transformation," Sloan Management Review, volume 35, Spring 1994, pp. 101-106.

50. A.M. Pettigrew, "Longitudinal Field Research: Theory and Practice," Organization Science, volume 1, number 3, 1990, pp. 267-292, quote from p. 270.

51. Van de Ven (1992), p. 80.

52. Van de Ven and Huber (1990).

53. C.J.G. Gersick, "Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm," Academy of Management Review, volume 16, number 1, 1991, pp. 10-36.

54. For studies on creation, see: D.N.T. Perkins, V.F. Nieva, and E.E. Lawler III, Managing Creation: The Challenge of Building a New Organization (New York: Wiley, 1983); S.B. Sarason, The Creation of Settings and the Future Societies (San Francisco: Jossey-Bass, 1972); and A.H. Van de Ven, "Early Planning, Implementation, and Performance of New Organizations," in J.R. Kimberly, R.H. Miles, and associates, The Organizational Life Cycle (San Francisco: Jossey-Bass, 1980), pp. 83-134. For studies on growth, see: W.H. Starbuck, ed., Organizational Growth and Development: Selected Readings (Middlesex, England: Penguin, 1971). For studies on transformation, see: J.R. Kimberly and R.E. Quinn, eds., New Futures: The Challenge of Managing Corporate Transitions (Homewood, Illinois: Dow Jones-Irwin, 1984); A.M. Mohrman, Jr., S.A. Mohrman, G.E. Ledford, Jr., T.G. Cummings, E.E. Lawler III, and associates, Large-Scale Organizational Change (San-Francisco: Jossey-Bass, 1989). For studies on decline, see: D.C. Hambrick and R.A. D'Aveni, "Large Corporate Failures as Downward Spirals," Administrative Science Quarterly, volume 33, March 1988, pp. 1-23; R.I. Sutton, "Organizational Decline Processes: A Social Psychological Perspective," in B.M. Staw and L.L. Cummings, eds., Research in Organizational Behavior, volume 12 (Greenwich, Connecticut: JAI Press, 1990), pp. 205-253; and S. Venkataraman, A.H. Van de Ven, J. Buckeye, and R. Hudson, "Starting Up in a Turbulent Environment," Journal of Business Venturing, volume 5, number 5, 1990, pp. 277-295.

55. Gersick (1991), p. 10.

58. P. Selznick, Leadership in Administration (Berkeley: University of California Press, 1957), pp. 103-104.

59. Tushman, W.H. Newman, and E. Romanelli, "Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution," California Management Review, volume 29, Fall 1986, pp. 29-44.

60. R.M. Kanter, B.A. Stein, and T.D. Jick, The Challenge of Organizational Change (New York: Free Press, 1992), pp. 375-377.

61. R. Beckhard and R.T. Harris, Organizational Transitions, second edition (Reading, Massachusetts: Addison-Wesley, 1987); K. Lewin, Field Theory in Social Science (New York: Harper, 1951); E.H. Schein, Professional Education (New York: McGraw-Hill, 1972), pp. 76-84; and N. Tichy and M. Devanna, The Transformational Leader (New York: Wiley, 1986).

63. C. Perrow, "A Framework for the Comparative Analysis of Organizations," American Sociological Review, volume 32, number 2, 1967, pp. 194-208, quote from p. 195.

64. D.A. Garvin, "Leveraging Processes for Strategic Advantage, Harvard Business Review, volume 73, September-October 1995, pp. 76-90.

65. See, for example: Galbraith (1977); and Schlesinger, Sathe, Schlesinger, and Kotter (1992).

66. W.G. Astley and A.H. Van de Ven, "Central Perspectives and Debates in Organization Theory," Administrative Science Quarterly, volume 28, June 1983, pp. 245-273, quote from p. 263.

67. C.A. Bartlett and S. Ghoshal, "Beyond the M-Form: Toward a Managerial Theory of the Firm," Strategic Management Journal, volume 14, special issue, Winter 1993, pp. 23-46.

68. Hales (1986); Mintzberg (1973); Sayles (1989); and L.R. Sayles, Managerial Behavior (New York: McGraw-Hill, 1964).

69. J. Pfeffer, "Understanding Power in Organizations," California Management Review, volume 34, Winter 1992, pp. 29-50, quote from p. 29.

72. E.M. Leifer and H.C. White, "Wheeling and Annealing: Federal and Multidivisional Control," in J.F. Short, Jr., ed., The Social Fabric (Beverly Hills, California: Sage, 1986), pp. 223-242.

73. Hill (1992); and Kotter (1982).

74. W. Skinner and W.E. Sasser, "Managers with Impact: Versatile and Inconsistent," Harvard Business Review, volume 55, November-December 1977, pp. 140-148.

75. Examples include The Soul of a New Machine, featuring Tom West, the leader of a project to build a new minicomputer at Data General Corporation, and My Years with General Motors, written by Alfred Sloan, who resurrected General Motors in the more than twenty years that he served as the company's chief executive and chairman. See: J.T. Kidder, The Soul of a New Machine (Boston: Little, Brown, 1981); and A.P. Sloan, Jr., My Years with General Motors (New York: Doubleday, 1963).

76. Mintzberg (1973), p. 92; Sayles (1964), chapter 9; and Hales (1986).

77. Kotter (1982).

79. Sayles (1964).

80. Hill (1992); Kotter (1982); F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, Massachusetts: Ballinger, 1988); and Mintzberg (1973).

81. D.J. Isenberg, "How Senior Managers Think," Harvard Business Review, volume 62, November-December 1984, pp. 80-90, quote from p. 84.

82. Sayles (1964).

84. D.C. Hambrick and A.A. Cannella, "Strategy Implementation as Substance and Selling," Academy of Management Executive, volume 3, number 4, 1989, pp. 278-285.

85. Mintzberg (1973), pp. 67-71; and Sayles (1964).

86. Isenberg (1984); and M.A. Lyles and I.I. Mitroff, "Organizational Problem Formulation: An Empirical Study," Administrative Science Quarterly, volume 25, March 1980, pp. 102-119.

87. Sayles (1964), pp. 170.

88. Mintzberg (1973), pp. 67-71.

89. D.A. Schön, The Reflective Practitioner (New York: Basic Books, 1983), chapters 1, 2, and 8.

90. MacMillan and Guth (1985); and Bower and Doz (1979), pp.152-153.

91. Mohr (1982), p. 43.

92. E.D. Chapple and L.R. Sayles, The Measure of Management (New York: Macmillan, 1961), pp. 49-50.

93. Garvin (1995).

94. E.H. Schein, Process Consultation: Lessons for Managers and Consultants (Reading, Massachusetts: Addison-Wesley, 1987); and Schein (1988).

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The Processes of Organization and Management

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References 1. B.S. Chakravarthy and Y. Doz, "Strategy Process Research: Focusing on Corporate Self-Renewal," Strategic Management Journal, volume 13, special issue, Summer 1992, pp. 5-14, quote from p. 6. 2. L.B. Mohr, Explaining Organizational Behavior (San Francisco: Jossey-Bass, 1982); P.R. Monge, "Theoretical and Analytical Issues in Studying Organizational Processes," Organization Science, volume 1, number 4, 1990, pp.

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organizational culture can change when new management is brought in to an organization

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And there you have organizational culture

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Ttheres a difference

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How To Balance Responsibility and Delegation

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There are different steps in problem solving

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communication is very important when leading employees

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strategic planning is very important

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WTO

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The World Trade Organization (WTO) Explained in One Minute

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great risks and rewards come with being a global organization

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management within an organization

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Types of People in Every Organization (Amazing Management Video)

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in 1890 the Sherman act was the start of regulating business ethics

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woman can be just as strong in the workplace

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The advantage to gender diversity

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Gender diversity: a competitive advantage for companies

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Its very important to find ways to be more efficient when in a management roll

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The basic elements of organizing is super important for success 

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The basic elements of organizing is super important for success 

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https://gm600minneapolis.wordpress.com/organizing/basic-elements-of-organizing/

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you need to be good a certain things to be a good boss

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What it takes to be a good manager- week one

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What it takes to be a good manager- week one

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There's always that one manager that thinks they know everything!!!!