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Module 8: Controlling Performance & Operations

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Module 8: Controlling Performance & Operations

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This article helps to understand the roles and responsibilities of production and operational managers.

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Production and Operations Management - Meaning and Important Concepts

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Production and operations management talks about applying business organization and management concepts in creation of goods and services.

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Module 8: Controlling Performance & Operations.

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Module 8: Controlling Performance & Operations.

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This image is showing you how much data is stored on the internet that you may not even realize and how easy it is for someone to find information on you.

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Module 8: Controlling Performance & Operations.

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Module 8: Controlling Performance & Operations.

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This short video clip gives good information on where primary and secondary data comes from and what it is used for.

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Understanding Primary & Secondary Sources

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Module 8: Controlling Performance & Operations.

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Module 8: Controlling Performance & Operations.

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This article gives great examples on how people react when trying to be controlled when they dont feel their opinions are valued or respected and the differences between the concepts of power and control.

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Many leaders, especially those new to leadership roles, make the mistake of wanting control over the actions people take rather than power over the people.

The rationale for this preference is different for different people.

A supervisor I managed many years ago was promoted to a management role on the other side of the country. I called him a month or so after his promotion to see how he was settling in being a manager rather than a supervisor.

He said he was finding in difficult. Supervisors would not do what he wanted and no matter how many times he demonstrated how things should be done, they did not comply. No matter how much he showed his displeasure they might conform for a while and then they would revert to "the way they had always done it".

I enquired whether he had asked for their views on the changes he wanted to make. He said, "Yes". I asked him what he did with their advice. He said, "I explained to them why it was wrong and told them they needed to change. I then showed some of the guys on the floor what they should be doing too."

"What did they do with your requested changes", I further enquired.

"Nothing", came the reply.

I then enquired how he would have felt if I came into his area when I was his manager and started to tell him what he was doing wrong. "I would have not liked it", he commented.

"What about it would you not have liked?" I probed further.

"I would not have liked you telling me what to do and doing my job for me", he sighed the reply.

He was trying to control what they did and what their subordinates did rather than exert influence over them.

Power over a person means that we can influence what the other person does.

It is much better to have and to cultivate power than to try to exercise direct control. For one thing, if, as a manager, you are directly controlling what everyone does then you will be limited to running a very small organisation well or a larger organisation badly. Span of control and twenty-four hours in a day does not permit anything else to happen.

So if power over people is better, how do we as individuals build our power base and as managers help others to build their power?

Legitimate power can be increased by changing reporting lines, getting higher levels of authority and, sadly with some people, by changing titles and the trappings of office.

What is termed "Reward Power" can be increased simply by doing things for people. The sense of obligation that exists to do something to deserve the "reward" freely given is high in most people. In any new organisation where I am going to spend a lot of time, I know to make life easy for the personal assistants of the key people. Being flexible, polite and engaging builds a bank of rewards that one day, in most cases, will be redeemable.

Expert power can be changed by taking on extra learning and volunteering for cross functional projects to get greater breadth of expertise or by concentrating on a niche to get greater depth of expertise.

When I had my first ever serious discussion with a boss about my career development, he showed me a matrix with six boxes in it. Each box had a broad level of competence he wanted to "cross-off" to increase his likelihood of influencing Human Resources and senior management to progress his career. The jobs he had chased since joining the company were those jobs which ticked off a specific box. He was not seeking increased legitimate power in his career development; he was seeking increased expert power.

Confident, assertive (not aggressive) people have referent power. In my experience, leaders who lack expert and or referent power are more likely to want to control than influence.

My wife of more than thirty years is a good example. (I have to be careful here, she proof reads my articles).

Going back thirty years ago, my wife did not have much legitimate power and although she built rapport readily, by working hard at it, she did not have referent power. She needed, however, to have control to feel comfortable and relaxed about her daily life. She did not like change.

She also had a great sense of right and wrong and when leading groups wanted to control what they did to make sure they did what was "right". When things were done which were not "right" she fell back automatically to legitimate, and at times, coercive power.

Fast forward thirty years and I increasingly see a powerful woman who relies on expert power occasionally and referent power most of the time.

"What changed?" you might asked. The answer is always many things but one example of how people can develop referent power and should be encouraged to develop referent power involves her work with choirs.

She always played music and loved singing. On our return to Australia some eight years ago she agreed to take on the administrative/leadership role of a choir she had joined. She had some experience in Fiji and in London of leading groups and felt she could cope.

Using the most severe yardstick, she didn't. She hated cold calling looking for gigs. She did not delegate much. She did not like being directed by the head office in Canberra. She was not in control of the choir and did not like it. She resigned. She desperately wanted to sing but was upset enough that she left the choir for a short while. Some time after rejoining she was asked to take on the role again.

She made a better fist of the job this time. She delegated more, she forced herself to cold call looking for gigs and began to realise that it was not so hard once she had a "script" of the things to say. The control issue though had not gone away completely.

The remarkable moment came when she was asked to conduct the choir, the choirmaster of the time having moved overseas. She found something she was passionate about. She found something that did indeed give her high doses of power, legitimate power. After all, a conductor conducts and a choir follows.

Within weeks, she was transformed. The legitimate power had morphed into referential power. She was consulting with the choir members, innovating to make life easier for them, making choir more fun and challenging them as individuals and as a choir but knowing when to take a step back when the change is too much.

She now conducts three choirs a week as her reputation has spread. She is confident and caring and leads the people in her choirs to do things they thought they could not.

The key was to find something she was passionate about. Leaders with referent power have one thing in common above all; Passion!

My wife no longer seeks to control the choir or Canberra directly. She allows the passion for what she does to flow through in all of her choir activities. She now has the kind of power and control she could only have dreamt of through exercising control alone.

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Many leaders, especially those new to leadership roles, make the mistake of wanting control over the actions people take rather than power over the people. The rationale for this preference is different for different people. A supervisor I managed many years ago was promoted to a management role on the other side of the country.

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Key points that show what makes a leader successful.

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This article outlines 8 different ways that leaders can motivate their employees, beyond the financial aspect.

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I provide pragmatic advice and services to entrepreneurs and startups. Opinions expressed by Forbes Contributors are their own.

Most successful entrepreneurs will tell you that their primary motivation is to "change the world" and to build something lasting, not to make a lot of money. But the conventional wisdom is that employees work for money, above all else. Yet my own experience, and a recent McKinsey survey, leads me to believe that non-cash motivators may be more effective in the long term than financial incentives.

I agree with Charles P. Garcia, who ties motivation most strongly to leadership, in his book " Leadership Lessons of the White House Fellows," based on this group of more than 600 prominent leaders from every sector of American society. They assert that employees value having strong leaders, who incent them to do their best, just as much if not more than money.

For action, he provides a list of principles for entrepreneurs and managers alike, derived from his first-hand discussions with some of the nation's greatest leaders. We all need to learn from these as we rebuild employee morale following tough economic times, with limited budgets:

1. Energize your team. Instead of being the type of leader who sucks the energy away from others, resolve to be the kind of leader who strives to bring passion and positive energy to the workplace every day. Your employees have just helped you pull your company through one of the nation's worst economic periods. It's time they had a source of positive energy.

2. There's more to life than work. Great leaders have deep reserves of physical, spiritual, and emotional energy, and that energy is usually fueled by a strong and supportive relationship with the people they love, regular exercise, a healthy lifestyle, and setting aside time for reflection.

3. Put your people first. No organization is better than the people who run it. The fact is that you are in the people business-the business of hiring, training, and managing people to deliver the product or service you provide. If the people are the engine of your success, to be a great leader you need to attend to your people with a laser-like focus.

4. Act with integrity. In a time when news reports are filled with the stories of private and public leaders who've acted inappropriately and have gone against the best interests of their employees or constituents, showing your employees that you value integrity can help motivate them and create a sense of pride for your organization.

5. Be a great communicator. Leadership is influencing others, and this cannot be achieved without effective communication. If you're struggling with communicating to your employees, first work on your ability to influence individuals by choosing words that are impactful to carry your message. Then you need to figure out how to communicate to a larger audience.

6. Be a great listener. The most effective leaders are the ones who take the time to listen not just to their team members' words but to the priceless hidden meaning beneath them. Remember that during good times and bad, sometimes your employees just need someone to talk to. Communicate to them that you are always waiting with open ears.

7. Be a problem solver. Post a sign above your office door that reads, "Don't Bring Me Problems. Bring Me Solutions." Then set about the task of guiding each person on your team toward the goal of becoming a top-notch problem solver during this crucial period.

8. Lead through experience and competence, not through title or position. Mentor your employees, encourage them, make partners out of them, and your organization is sure to benefit. If you want to survive the tough economy, that's exactly the kind of leadership motif you need for your organization.

The fundamentals of leadership don't change between good times and bad. But when money is in short supply, these principles can be the difference between success and failure. Now is the time to start motivating your employees by applying these principles, and your team will lead you through the hard times.

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8 Ways Leaders Can Motivate Employees Beyond Money

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Credit: Rice University Baker Institute Most successful entrepreneurs will tell you that their primary motivation is to "change the world" and to build something lasting, not to make a lot of money. But the conventional wisdom is that employees work for money, above all else. Yet my own experience, and a [...]

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Different ways and information for improving leadership skills.

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A list of ten different methods for motivating employees.

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Module 6: Managing Human Resources And Communications

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Module 6: Managing Human Resources And Communications

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All different categories of things that the human resources department handles.

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Module 6: Managing Human Resources And Communications

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Module 6: Managing Human Resources And Communications

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Very information short video on human resources management.

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eLearning for Human Resources Management

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Module 6: Managing Human Resources And Communications

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Module 6: Managing Human Resources And Communications

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Great examples of different communication methods used by human resources.

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Human resources communication is necessary in the workplace.

Memo image by firelover123 from Fotolia.com

Various forms of communication from your human resources department are essential for workplace structure. Human resources communications include guidelines, policies, notices and procedures that help you manage your workforce. Communication between human resources and the employee base is important to sustain employee satisfaction and morale. When little or no communication between human resources and the workforce exists, you may see a decline in productivity and performance because employees feel they are unappreciated and undervalued.

Orientation

The employer-employee relationship begins with new employee orientation. It's the first and most important form of human resources communication because orientation is how new employees learn the basic of how your company operates. Whether you coordinate formal, classroom-style orientation sessions or simply review the employee handbook and take new employees on a tour of the facility, this first example of human resources communication necessary for welcoming new employees.

Employee Handbook

Written policies and guidelines contained in your employee handbook are another form of human resources communication. The handbook should provide workplace guidelines, information about safety measures, disciplinary and corrective action policies, performance evaluation processes, dress code and the company's philosophy and values. In addition, employee handbooks always must have a written statement about the organization's commitment to fair employment practices.

Benefits and Wages

Information about benefits and wages is critical. For new employees and employees who need to make changes to group health coverage, human resources should provide advance notice about open enrollment dates and procedures for selecting employee benefits. Many employers assemble packets of enrollment forms and documents for employees to take home, study and review to ensure they're making wise decisions about insurance, retirement savings, tax withholding and other employee contributions and payroll deductions.

Business Information

Whenever your company anticipates changes that will impact the workforce -- and most, if not all, will in some way -- it's imperative that you explain those changes to employees. News about business conditions, industry trends, employee promotions and transfers and grand openings of new locations are types of information human resources should pass along to your workforce.

Employee Notices

Human resources communications also include notices that companies would rather not have to provide. When a business is facing closure, ownership change or insolvency, the law requires layoff notice. Preparing employees for layoffs is a task every human resources leader would like to avoid. When a business anticipates a mass layoff, the affected employees generally must receive at least 60 days' notice, according to the U.S. Department of Labor. Human resources communications about layoffs should be timely and informative, since employees must know what options they have regarding training and unemployment benefits. In cases of job elimination or when individual employees are laid off, the employer should provide notices as soon as possible. However, these are not subject to the same Worker Adjustment and Retraining Notification Act (WARN) regulations. Human resources communications about job elimination, involuntary termination and reductions-in-force may include severance agreements, discipline records or termination documentation that give employees pertinent information about terms and conditions of the termination, continuation of benefits and final pay.

About the Author

Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter expert since 1995. Her work appears in "The Multi-Generational Workforce in the Health Care Industry," and she has been cited in numerous publications, including journals and textbooks that focus on human resources management practices. She holds a Master of Arts in sociology from the University of Missouri-Kansas City. Ruth resides in the nation's capital, Washington, D.C.

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Examples of Human Resource Communications

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Various forms of communication from your human resources department are essential for workplace structure. Human resources communications include guidelines, policies, notices and procedures that help you manage your workforce. Communication between human resources and the employee base is important to sustain ...

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Module 6: Managing Human Resources And Communications

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Module 6: Managing Human Resources And Communications

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This cartoon shows how people send their employees that cause problems to HR instead of handling them within their department, which shows they trust they can fix the problem.

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Module 5: Organizational Structure and Processes

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Module 5: Organizational Structure and Processes

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This article thoroughly explains the difference between organizations as a structure and a process.

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The Differences
Structure in an Organization or company defines clearly the various roles and functions. Base on the needs and goals of the individual organization set out to achieve, members with specific skills and responsibilities, or human resources is distributed and structured to deliver their function to fulfill the needs of the organization, whereby their behaviors will be governed by set policies and procedures. Organization or company is required to develop, integrated business and administrative processes, putting in place strategic measures and controls to meet its corporate and business goals. These 'organizational softwares' when carefully developed and executed, will turn great performance by teams of executors through reward system put in place, thus achieve positive corporate performances ultimately. Hardware & Software of Organization

Organization structure can be seemed as the organization 'hardwares' and processes in the organization is the 'softwares' of the organization. Success of any organization is measured by the output of its business processes rather than the effectiveness of its structure of the organization. Structural functions guide the organization business and administrative activities and processes. A successful process-driven organization through its carefully organized structure(s) and efficient management of labor, cost and exercises flexibility and monitoring of changes in the market place and environment, are well balanced to meet any challenges ahead. In the case of Healthway Corporation (Cengage Learning, 2009), elaborated how the company recognized the needs to restructuring, to diversify and grow its business in changing environment, underlining 5 core business processes that understood, acquired and served its customers better and created value for its corporation, a tale of good marriage between functionality of structural and processual organization. Interesting Marriage of Structure & Process

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Difference Between Organization as Structure and Process Essay - 394 Words

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The Differences Structure in an Organization or company defines clearly the various roles and functions. Base on the needs and goals of the individual organization set out to achieve, members with specific skills and responsibilities, or human resources is distributed and structured to deliver their function to fulfill the needs of the organization, whereby their behaviors will be governed by set policies and procedures.

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Module 5: Organizational Structure and Processes

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Module 5: Organizational Structure and Processes

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This is a very informational article on different concepts of organizational structures.

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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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Module 5: Organizational Structure and Processes

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Module 5: Organizational Structure and Processes

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This is a breakdown of designing organizational structures.

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Module 5: Organizational Structure and Processes

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Module 5: Organizational Structure and Processes

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Organizational structure of authority and levels of management.

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A video about decision making steps in management.

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A video about integrating ethics into the decision making process.

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Integrating Ethics: From Thought to Action

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An article explaining planning and decision making on a managerial level.

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Planning and decision-making, organizing, leading and controlling are all interrelated.

Planning and decision making is the most important step of all managerial functions.

There are many relationships between decision-making and planning.

Definition of Planning

Planning managerial functions where managers are required to establish goals and state the ways and means by which these goals are to be attained.

Therefore planning is taken as the foundation for future activities.

Or in simple terms; planning is deciding in advance what is to be done. Planning is the thinking of doing.

Management every time has to look for planning long-range and short-range future direction by estimating and evaluating the future behavior of the relevant environment and by determining the enterprise's own desired role.

Plans have two basic components: goals and action statements. Goals represent an end state the targets and results that managers hope to achieve.

Action statements represent the means by which an organization goes ahead to attain its goals. Planning is a deliberate and conscious work by means of which managers determine a future course of action for attaining a specific goal.

To a manager means planning is thinking about what is to be done, who is going to do it, and how and when he will do it.

Planning also required thinking about past events and about future opportunities and impending threats. Planning process finds the organizational strengths and weaknesses.
Read: Managerial Skills: 5 Skills Managers Need (Explained)
Definition of Decision-making

Decision-making is the process of identifying a set of feasible alternatives and choosing a course of action from them. Decision-making is a part of planning.

Decision-making is an intermediate-sized set of activities which begins with an identifying problem and ends with choice making or decision giving.

Management is the constantly influencing organization's action and decision-making process is central to doing it.
Read: 4 Purpose Organizational Goals Should Serve for Enterprise
In the decision-making process, a manager identifies a specific situation and finds the threats and opportunities that it offers.

Then the manager must find the available alternatives to tackle the situation.

This is where planning comes in.

By planning; manager finds these alternatives by testing and measuring their effectiveness. They identify the pros and cons of each alternative.

After that, the managers must use their decision-making skills for selecting one path of action. Decision making is the core of planning. Unless a decision has been made, a plan cannot be implemented in the field.

So we can say that planning and decision-making, both are interrelated. Decisions can be made without planning but planning cannot be done without making decisions. Planning can be defined as the process of selecting a future course of action.

Decision-making defined as the process of selecting a course of action from the alternatives.

They need to be accurate for the welfare of the organization.

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Relation between Planning and Decision Making

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Planning and Decision Making are most important managerial functions, and there are many relations between them. Planning is the thinking of doing. Decision-making is a part of planning. Planning is the process of selecting a future course of action, where Decision-making means selecting a course of action.

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This is a example of a calendar that is shareable within organizations for people to set up meetings and events

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Module 3: Management Within a Global Organization

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Module 3: Management Within a Global Organization

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Focus areas for global organizations.

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Module 3: Management Within a Global Organization

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Module 3: Management Within a Global Organization

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A video that shows some obstacles people face when working within a global organization.

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Module 3: Management Within a Global Organization

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Module 3: Management Within a Global Organization

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Key points for managing in The Global Marketplace.

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Module 3: Management Within a Global Organization

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Module 3: Management Within a Global Organization

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This comic shows that people want change but that its hard to lead change and it takes a lot within management to make changes, especially when you take this into consideration on a global scale.

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Module 2: Organizational Ethics and Corporate Governance

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Module 2: Organizational Ethics and Corporate Governance

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Businesses would deal with less legal issues if people made better and more ethical decisions.

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Module 2: Organizational Ethics and Corporate Governance

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Module 2: Organizational Ethics and Corporate Governance

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A chart on corporate governance.

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Module 2: Organizational Ethics and Corporate Governance

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Module 2: Organizational Ethics and Corporate Governance

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Information that explains what governance ensures in regards to an organization.

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Module 2: Organizational Ethics and Corporate Governance

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Module 2: Organizational Ethics and Corporate Governance

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A slide show that explains different aspects of business ethics and corporate governance.

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Business ethics and Corporate Governance

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Attached is an article that explains why communication is so important in management positions.

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Managers must communicate with all types of employees to succeed.

George Doyle/Stockbyte/Getty Images

To lead others, you must demonstrate effective communication skills. Otherwise, a manager will lack the credibility to implement his employer's objectives, and struggle to rally worker teams behind them. Managers who communicate well are also more likely to become good problem solvers, which is an essential skill to function well in an international workplace where diversity is increasingly the norm. Employees who show an aptitude for verbal and written communication are more likely to advance up the corporate ladder, as well. Effective communication between managers and employees is requisite for a well-functioning workplace.

Better Employee Relations

The best managers understand the need for building alliances and communicating throughout all levels of the organization. Effective communications skills are a must for breaking down barriers, which promotes the collaborative atmosphere that an organization needs to thrive. A typical employee's engagement and interest in work varies from day to day. Astute managers accept this reality but can tailor their own communication style to motivate an employee to achieve the desired result.

Gains in Productivity

Whether they realize it or not, managers are the linchpin of a company's productivity efforts. Managers must clearly articulate strategies and plans so that an employee team knows what to do, and how the company envisions them being carried out. At the same time, each team member should understand his role, and why his particular task is so important. If the manager can't make that case, employees grow complacent and less interested in their work.

Impact of Globalization

Cross-cultural and linguistic work teams are increasingly common features in today's globalized workplace. Managers must devise new communications strategies to interact with an increasingly multicultural, multinational workforce. Employees also may identify with several different national groups, which managers must consider when trying to communicate a company's goals and objectives.

Multigenerational Relations

Conflicts are likely when employees from different generations find themselves working together. Good communications skills are a must for managers wanting to succeed in this environment. For example, the competitive drive of Baby Boomer employees born between 1946 and 1964 may not sit well with Generation X and Y peers, born in 1965 or later, who desire a less intense work life. Managers must avoid blanket stereotypes when trying to encourage the various groups to interact with each productively.

Problem Solving Skills

Effective communication and problem-solving skills go hand in hand. Employees who struggle on the job naturally look to managers for guidance to solve their problems. A manager who lacks discretion, however, is unlikely to gain the trust he needs to address co-worker conflicts, declining performance or substance abuse issues. Failure to address these situations, in turn, jeopardizes the organization's productivity and ability to carry out its mission.

About the Author

Ralph Heibutzki's articles have appeared in the "All Music Guide," "Goldmine," "Guitar Player" and "Vintage Guitar." He is also the author of "Unfinished Business: The Life & Times Of Danny Gatton," and holds a journalism degree from Michigan State University.

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Why Is Effective Communication Important in Management?

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To lead others, you must demonstrate effective communication skills. Otherwise, a manager will lack the credibility to implement his employer's objectives, and struggle to rally worker teams behind them. Managers who communicate well are also more likely to become good problem solvers, which is an essential skill to function well in an international workplace where diversity is increasingly the norm.

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I thought this was a humorous way to show a organizational plan. Managers have to have a plan and make sure they are organized in order to get results.

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https://www.managementstudyguide.com/management_levels.htm

This article breaks down and helps to give a better understanding of different levels of management and what they typically are responsible for.

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This is a short video that defines what management means to give people a basic understanding of what management is.