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I included the article "Management Principles Overview". I founded to be interesting and important for my learning because it talks about all the different topics that I learned in class the past 7 weeks. Is all in one article and it can serve as a reference guide.

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Management Principles Overview - Learn Management Principles starting from the Introduction, Overview, Role of Managers, POLC Framework, Classical Schools of Thought, Modern Schools of Thought, Management Environment, Factors affecting Management, Management Organization, Leadership Styles, Mission, Vision and Values, Personalty and Attitude, Work Attitude and Behaviour, Decision Making Nature and Significance, Factors affecting Decision Making, Decision Making Styles, Decision Making Tools, Planning Introduction, Types of Plans, planning Environment, Importance of Organizing, principles of Organizing, Organizational Structure, Organizational Process, Organizational Change, Organizational Change Factors, Organizational Change Management, Multinational Organizations, Global Ecosystem and its impact.

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This picture shows the different levels of managers. I founded interesting because it gives a clear understanding of each level, their duties and responsibilities.

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This article talks about why CSR is important. I think is interesting because it helps me understand how successful companies can help and contribute to the community in different ways.

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We see corporate social responsibility (CSR) everywhere. We see food giants sponsoring marathons, tech companies that make their software open-source, banks that offer scholarships and manufacturing firms that donate to green causes.

There's no one-size-fits-all model of corporate social responsibility. Any action that a company takes to give back to society can fall under the CSR umbrella. Harvard Business Review identified four main motivations (subscription required) for companies to create a CSR program: moral obligation, sustainability, license to operate and reputation.

In today's climate, while moral obligation may still be a contributing factor, I believe companies need to engage in a corporate social responsibility strategy just to keep up. In 2018, analysis by the Governance & Accountability Institute found that 86% of companies in the S&P 500 Index published a sustainability or corporate responsibility report.

If you don't already have a CSR strategy, you should get started on building one.
CSR Benefits All
First of all, you don't need to be a Fortune 500 company to start giving back to society and benefiting from the marketing and branding boons a good CSR strategy can provide. McKinsey's research has shown that companies both big and small are well-served by a thoughtful CSR strategy.

Benefits for companies and organizations engaging in CSR fall into two camps: 1) direct, such as increased sales, and 2) indirect, such as name recognition, increased goodwill and risk avoidance. Both types of benefits are worth pursuing.

I've launched many startups in previous roles and have developed CSR programs for a wide range of organizations. In 2017, I did so for CanCon, an organization focused on representing Canadian content creators. We figured out what was important to the creators, our key demographic: events to showcase their art and talents. We provided media relations for the events, and in exchange, we got to connect with the performers involved. Everyone involved benefitted, and we continued our grassroots-level involvement in community events as the organization grew.
How To Build A CSR Strategy
The basic approach is simple: Figure out what you do best. Listen to your customers or clients. Engage your team. Measure and publish results. Let's get started:

* Identify your company's strengths. Any time you build a team or set a goal, you need to make sure you have the needed resources to support that team or achieve that goal, right? Your company may have a rock-solid logistics background, or a great communication team, or creative and clever engineering resources. Figure out what strengths you can lean on as you build out this new part of your organization.

* Know what your customers or clients value. And if you don't know, ask them. Since a major goal of CSR is to improve your company's reputation with your audience, investing in things that your audience doesn't care about is like shooting yourself in the foot. Figure out what issues matter to them -- such as education, the environment, or health and wellness -- and develop in that particular area.

* Engage your employees. A CSR strategy will only succeed if the people executing it on a day-to-day basis believe in it, too; a bunch of corporate jargon will only get you so far. Draft mid- and low-level employees to your internal CSR engagement team, and tap into their ideas, enthusiasm and feedback to build a sound strategy. They'll then go out and engage the rest of your team.

* Get started, and get measuring. Whatever you've decided to focus on, set up metrics that will let you know just how well you're doing, and incorporate the results into communications like annual reports, press conferences or your website's "about us" section. Make sure the framework you use for metrics captures the various parts of a CSR strategy, from employee buy-in and satisfaction levels to community impact to reputation contributions.
Go Forth And Seek CSR
As you build your CSR strategy, keep the above four guiding principles in mind. It doesn't matter the size of your team, the amount of money you have to work with or the industry you're in. Find the corporate social responsibility plan that works for you and your team; execute it, and enjoy the benefits.

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Why Corporate Social Responsibility Matters

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We see corporate social responsibility (CSR) everywhere. We see food giants sponsoring marathons, tech companies that make their software open-source, banks that offer scholarships and manufacturing firms that donate to green causes. There's no one-size-fits-all model of corporate social responsibility. Any action that a company takes to give back to society can fall under the CSR umbrella.

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This picture shows the different ways corporations can help and the outcome of such in the community. This picture helps me have a deeper understanding of which individual aspects corporate social responsibility can use to help the community.

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I find this article interesting because it explains some of the common challenges when managing a global organization. By reading this article I know now what to avoid when managing a global organization.

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As a big baseball fan (Go Red Sox!), one of the most fascinating aspects of the sport is how international it has become. Across Major League Baseball, more than a quarter of the players on big-league rosters were born outside the United States and this percentage is increasing. Baseball, the most American of institutions, went global to find new talent, expand its brand and introduce its business to new customers. Its international success should serve as a lesson to any enterprise, old or young. If your business is looking for growth, going global is the natural next step.

There will be roadblocks. I should know. At one time, I was vice president of international finance for an American supplier of telecommunications networking equipment, where I was responsible for the accounting, tax and finance functions for 30 foreign subsidiaries. In addition, I spent considerable time helping support their HR and legal needs. I have the battle scars to prove that managing a global organization presents challenges.

Although individual companies respond differently to international opportunities, my experience finds that they face a common set of challenges when managing a global footprint.

1. HR: People are an asset and a challenge. Many companies find recruiting and developing talent abroad hard to accomplish. There are language and cultural differences to overcome, and you often don't have HR personnel on the ground in satellite offices. Identifying an onboarding program for international employees that works for you is a critical success factor.

At-will employment, which allows businesses to terminate workers for any reason, is a U.S. construct. Outside the U.S., employment relations are handled by contracts, and host country labor laws may supersede certain elements of what we, in the U.S., think of as a typical employment agreement. Penalties for noncompliance can be significant. In France, for example, the maximum damages for unfair termination is set at 20 months of gross salary for employees with at least 30 years of service. Companies with global workforces often deal with multiple payroll and HR administration systems too. No wonder HR leaders struggle to find the time to be strategic.

2. Taxes: Complexity is increasing. The list of countries initiating a value-added tax, which is collected at each stage of production, in growing, most recently in the United Arab Emirates and other Gulf states. As more sales go online and are fulfilled by third parties, compliance has become tricky for these e-commerce businesses. You need to know the local tax rules and have a plan in place so that the risks of running into trouble are reduced.

It's also a new day in tax information reporting. Globalization, emerging markets, greater transparency and increased regulation are transforming the global tax framework. Seeking to combat tax evasion, governments are sharing information on residents' assets and income, which has increased the compliance burden on business.

3. Cash management: Businesses need to be prepared for the age of digital cash. In developing countries, digital cash has become physically safer than carrying or storing cash or buying gold or silver. It makes bank transfers faster and cheaper and allows smaller businesses to engage more efficiently in global e-commerce. Working with one or two global banking partners versus a myriad of banks from country to country will make things easier and more effective.

Treasurers still have to deal with volatile foreign currencies, as well as compliance with anti-money laundering know-your-client regulations, which have made it more difficult to do seemingly simple things, like open an overseas bank account.

4. Market entry: When entering a new market, there's always the need for local knowledge. How do you make those contacts? How do you avoid common mistakes? What are the best practices? Over time you would like to think market entry becomes less complicated, but it doesn't.

The common barriers to entry include government regulation, forecasting startup costs, product differentiation, access to suppliers and distributors, and competitive response. But the speed of innovation might require a new business model or new approach to pricing and marketing. Identify a primary, experienced in-country expert to serve as your guide to launching new operations successfully.

A good first step to gaining a baseline understanding of a potential international business expansion destination is accessing a number of reputable, free resources, like this country profile library, which is available for businesses to take the first step towards informed and successful expansion.

5. Transaction support: The volume of global mergers and acquisitions is increasing. Companies and investors have loads of cash and interest rates remain low. But cross-border transactions present a unique set of issues that are compounded by the scale and geographic scope of the deal. Parties to the transaction often come from divergent cultural backgrounds and have multiple language requirements, conflicting strategic objectives, and different business practices. Early recognition of these obstacles is vital. Your "deal team" should include the right internal leadership, lawyers, financial advisors and in-country experts who are able to work in harmony with one another.

A key to making these deals work is getting the transition right at the front end and successfully integrating operations. Once the transition services agreement expires, you need to have the right people and systems in place to keep operating.

6. On-call expertise: When a problem arises halfway around the world, who are you going to call? Who do you trust? The best companies have access to a robust lineup of experts, from lawyers to accountants to consultants, they can call anytime.

For reprint and licensing requests for this article, click here.

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Six common challenges in managing a global organization

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As a big baseball fan (Go Red Sox!), one of the most fascinating aspects of the sport is how international it has become. Across Major League Baseball, more than a quarter of the players on big-league rosters were born outside the United States and this percentage is increasing.

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This picture shows McDonald's menu from different parts of the world. This picture is important because it reminds me to be adaptable when managing a global organization.

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This article gives 7 decision making tips. I find this article very interesting because I can use this information when I am working on a project or I am managing a team.

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There are simple steps you can take to incorporate evidence into your decision making.

Use performance data to support your decisions. Get the most current and complete data possible.

Challenge your gut feelings. Is there any objective evidence to support them?

When a course of action is suggested, find out what it's based on and whether it's supported by data.

Determine whether commonly used business strategies have worked in a situation like yours. Will they apply to your particular case?

Check that the business data you come across are current and objective.

3. Challenge the status quo

People tend to choose the status quo over change, to stay in their comfort zone. But being comfortable with an approach may not be enough to justify it. Question whether you would choose a course of action if you weren't already following it. Examine your options as realistically as possible. Don't overstate the cost or the effort involved in making a change.

For example, if you were starting over, would you use the same marketing tactics to attract customers? Would you attend the same trade shows? Would you emphasize web-based marketing, direct mail or a mix? Don't forget to find supporting data that will help you review your choices objectively.

4. Get an outside perspective...but trust yourself

Make it a habit to ask others for information and opinions. Be open-minded. Get a wide range of views, so you can see an issue from as many perspectives as possible.

Employee opinions count

Find ways to encourage information sharing in your company. Be open to plain talk and foster an atmosphere where people can be direct, even when the truth is unpleasant. Using performance evaluations is one way to encourage these values.

Deal with problems

If you want to consult others about a problem, be sure to consider it carefully from as many angles as possible before talking to them. That way, you will avoid being limited by their interpretations and ideas. Frame the problem in as many ways as you can, and then seek out others to see whether they can add to your understanding of the issue.

5. Develop an eye for risk

It's possible to train yourself to look for all types of risks. Whenever you make a decision, ask yourself: If I make the wrong decision, how will I know it?

For example, if you are considering changing your transportation carrier to cut costs, think about how you would determine that you'd made the wrong decision.

Your service department would report more customer complaints about delayed orders.

You wouldn't see cost savings at the end of the quarter.

Administration staff would complain of poor service from the new supplier.

The carrier could go out of business, leaving you to find a new supplier.

This type of exercise can help you see the potential pitfalls of a decision and take steps to avoid them.

Even a generally good plan will have costs and potential problems. Ask for information on how the plan could go wrong. Play the devil's advocate. Examine all the evidence, both bad and good. Don't underestimate the costs and effort required.

6. Let go of past mistakes

People have a tendency to make choices that justify past experiences, even when a previous decision has not worked out as well as they'd planned. We also tend to spend time and money fixing past problems, when it would be more useful to acknowledge the mistake and move on.

Making sound decisions means taking into account the evidence that is available at the time. Sometimes the context changes and that decision is no longer valid. Recognize that you made the best decision possible under the circumstances, and then review the situation to see whether a different decision is now called for.

In your company, take time to recognize employees who make good decisions based on sound evidence. Don't focus exclusively on outcomes, as that approach can encourage employees to perpetuate mistakes by continuing to try to fix them.

7. Be honest with yourself

Before gathering evidence to make a decision, take time to review your own motivations. Is your mind already made up? Are you really gathering evidence objectively, or are you simply looking to confirm an existing idea?

Being aware of your own motivations can help you remain objective and focus on finding the best possible solution for your business.

Be decisive

Briskly proceed through the 7 previous steps and then make a decision.

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There are simple steps you can take to incorporate evidence into your decision making. Use performance data to support your decisions. Get the most current and complete data possible. Challenge your gut feelings. Is there any objective evidence to support them?

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I think this picture is helpful because it summarizes in 4 easy step a better way to make a decision. Is call "Four-Phase Decision Making Process".

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This article talks about the different organizational structures which are, functional structure, divisional structure,process structure and matrix structure. This article is helpful because it serves as a review of what i learned in class.

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This hierarchical chart shows one of many possible organizational structures.

Ryan McVay/Photodisc/Getty Images

A sole proprietor with one or two employees doesn't need an organizational structure. The more complex the business, the more important the structure becomes -- it determines who wields authority and who has responsibility for particular projects or goals. There's no single ideal organizational structure; use whatever structural concepts work best for your company.

Functional Structures

Basing your structure on employee functions is an simple concept for organizing the company. Different functions such as marketing, finance, human resources and Internet Technology each have their own department and each department focuses exclusively on that function. The drawback, Chip Grizzard of Grizzard Communications states, is that a department may fixate on its own function, its own budget and its own goals with no thought for the company as a whole. Even when problems require solutions from multiple departments, they may not cooperate.

Divisional Structure

Divisions are mini-companies built around particular products or regions. A car company could have one division for SUVs, one for luxury cars, and another for economy vehicles, for example. Each division contains all the functions necessary to handle business for that region or product line. Because everyone in the division shares a common goal, such as boosting sales for their products, there's more cross-function cooperation. The downside is that every division duplicates the same functions -- sales, marketing and manufacturing -- which is often wasteful.

Process Structure

The process structure divides up the organization around processes, such as research, manufacturing and sales. Unlike a purely functional structure, a process-based organization considers how the different processes relate to each other and the customer. The sales process doesn't begin until the manufacturing process produces something to sell; manufacturing, in turn, waits on research and development to create the product. Process-based structures are geared to satisfying the customer -- the end result of all the processes -- but they only work if managers understand how the different processes interact.

Matrix Structure

The matrix structure is often overlaid on top of a company's functional structure to tackle projects that involve multiple departments. Project managers recruit staff for their teams from different departments so that all the necessary functions work on it together. This offers companies flexibility and a better use of resources than a purely functional model. The downside is that authority and the chain of command become more confused, as team members answer to both the project manager and their department supervisor.

About the Author

A graduate of Oberlin College, Fraser Sherman began writing in 1981. Since then he's researched and written newspaper and magazine stories on city government, court cases, business, real estate and finance, the uses of new technologies and film history. Sherman has worked for more than a decade as a newspaper reporter, and his magazine articles have been published in "Newsweek," "Air & Space," "Backpacker" and "Boys' Life." Sherman is also the author of three film reference books, with a fourth currently under way.

Photo Credits

Ryan McVay/Photodisc/Getty Images

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A sole proprietor with one or two employees doesn't need an organizational structure. The more complex the business, the more important the structure becomes -- it determines who wields authority and who has responsibility for particular projects or goals. There's no single ideal organizational structure; use whatever ...

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This organizational chart is helpful because I can clearly understand which individual have which role.

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I find this article interesting because it lets me in on all the insights about HR management and communication code of ethics. It talks about the benefits, considerations and effects of having positive communication practices.

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The power to communicate with corporations' employees and customers carries considerable responsibilities. Organizations including the International Association of Business Communicators and the Public Relations Society of America develop ethical standards essential for the professional communicator. The content varies by organization, but the principles are the same.

Honesty

Professional communicators are honest, accurate and candid in all communications. This practice encourages the free flow of important information in the interest of the public.

Confidentiality

Protecting the confidences and privacy rights of employees and customers is the duty of professional communicators. Additionally, they must abide by legal requirements for disclosing information that affects the welfare of others.

Credit

When content is borrowed from another source, professional communicators give credit and identify that source. In many cases, communicators must request permission from the original source before sharing the borrowed information.

Free Speech

Professional communicators support the principles of free speech and free ideas. These practices encourage open competition.

Courtesy

Sensitivity to cultural values and beliefs are crucial for the professional communicator. It's important to understand your audience and encourage mutual understanding.

About the Author

Jane McMaster Conroy is a communications and marketing professional with extensive writing experience in real estate, mortgage financing, the economy and business. She also freelances for several major companies, including AAA MidAtlantic. Conroy is a former blogger for the Philadelphia Phillies and has also has published several works of fiction.

Photo Credits

communication arrows image by Attila Toro from Fotolia.com

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The power to communicate with corporations' employees and customers carries considerable responsibilities. Organizations including the International Association of Business Communicators and the Public Relations Society of America develop ethical standards essential for the professional communicator. The content varies by organization, but the principles are the same.

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This pictures shows a broad framework of HR management. It helps me understand their duties and responsibilities.

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I find this article very informative because it goes in depth about leadership and motivation.It mentions that "to become an efficient leader, you must be self motivated". This clearly states that leadership and motivation go hand in hand. This article also talks about how to be encourage, develop and motivated others as a leader.

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An effective leader must understand the basic needs of employees, peers and his superiors. Learn in detail how Leadership is used as a means of motivating others.

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This book is call "Leadership and Motivation" by John Adair.The author talks about his own theory of motivation and about the fifty-fifty rule. He also identifies the eight key principles of motivating others. I think this will be a really good book to read. I could learn a lot of leadership and motivational tips that I can use as I develop in my career.

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This article talks about the supervision of performance and how process owners are responsible for the use of resources and the provision of services in the process. I find it interesting because it have several subject on the topic. It also mentions that in order to achieve a goal of sustainable improvements in performance,it combines all strategic functions. Such as planning and forecasting, and management reporting and controlling.

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Process owners are responsible for the use of resources and the provision of services in the processes. In order to assume this responsibility and to continuously monitor and increase the performance of the processes, it is necessary to have active performance measurement as part of professional performance management. Performance management is a holistic approach that combines all strategic financial processes, such as planning & forecasting and management reporting & controlling, in order to achieve the goal of sustainable improvements in performance. FAS AG will support you in the implementation of tools and processes for the collection of the latest key performance indicators and their evaluation so that you always have an eye on the performance of your company.

The Sustainable Interweaving of Measures is Decisive for Expedient Performance Management

In order for your company to position itself and adapt optimally in an increasingly complex market and corporate environment, it is necessary to satisfy numerous conditions. Our many years of experience have shown that a holistic and integrative approach covering the following dimensions is necessary:

Make your Corporate Strategy Operational

In order to make the corporate strategy operational, the focus must be on deriving comprehensible controlling models from the overarching corporate goals. For this purpose, clearly defined KPIs must be derived from the corporate goals and functional reporting must be established. This includes, among other things, the implementation of deviation analyses, benchmarking procedures and the development of targeted forecasting.

Anchor your Corporate Goals in the Organization

Employees and their corporate culture must be supported by a strong organizational structure in order to anchor corporate goals. This includes clearly defined roles and responsibilities, but also the development of soft skills and technical capabilities including new profiles, for example the use of data analysts in the finance department. The finance department is expected to have a clear understanding of its role as a business partner. Target-oriented remuneration systems can anchor the corporate strategy in the organization over the long term and permanently promote employee motivation.

Rely on Integrated Processes and the Use of Disruptive Technologies to Boost Efficiency

The use of disruptive technologies such as SAP S/4 HANA, Big Data and Business Intelligence systems enables new approaches in controlling, reporting, planning and forecasting. If processes and application systems are designed efficiently and flexibly, sustainable leaps in efficiency are possible. Meaningful compromises between standard and client-specific developments have to be weighed and found.

With FAS AG to Holistic Corporate Performance Management and Sustainable Success for your Company

We understand corporate performance management to be an integrated process for defining, measuring and tracking your individual performance targets and the sustainable operationalization of your corporate strategy. We are happy to support you with our many years of experience in setting up integrated performance management and the introduction of holistic controlling and financial IT concepts. The transparency, efficiency and functionality achieved will let you carry out your business activities in a future-oriented and effective manner.

If you are interested or have any questions, please contact us.

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Process owners are responsible for the use of resources and the provision of services in the processes. In order to assume this responsibility and to continuously monitor and increase the performance of the processes, it is necessary to have active performance measurement as part of professional performance management.

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This picture shows a 5 step process regarding controlling performance and operations. I find it interesting because I can use it as a reference guide. The article it self also mentions how controlling involves ensuring that performance does not deviate from standards.