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I chose this article about Samsung's exploding phones because it is an example of quality control gone wrong. Samsung, a company with a great reputation took a pretty big hit when a model of their phone would catch fire due to the battery overheating. After reading this article it was clear that this issue could have been prevented with effective quality control by Samsung. Before this issue they were relying on their suppliers to conduct the quality assessment and not actually doing it themselves. I think important lessons were learned due to this mishap.

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After months of study with more than 700 investigators on the case, Samsung came to the obvious conclusion: Battery defects caused its Galaxy Note 7 phones to overheat. So what was the real news announced Monday morning at the company's news conference in Seoul? Samsung Mobile laid out specifics, admitting that it had not been on top of quality control and saying it would be far more proactive in the future.

With the original batch of Galaxy Note 7 phones, the casing pouch surrounding the battery was found to be too tight, leaving too little space for the battery to expand and contract when going through charge and discharge cycles.

As a result, positive and negative electrodes touched, short-circuiting the battery. While the company did not share the name of the battery maker, the U.S. Consumer Product Safety Commission reported that the batteries were sourced from sister company Samsung SDI.

For the replacement phones that Samsung then served up to consumers, the company turned to another battery supplier, identified by the product safety commission as Hong Kong-based Amperex Technology. Hard-pressed to crank out 10 million replacements, the maker allowed welding errors to go unchecked, Samsung said Monday. Hanging bits of solder caused some batteries to short-circuit.

To shore up both its reputation and that of lithium ion batteries in general, Samsung will now handle quality control of batteries internally, rather than relying on its suppliers to do so, and will institute an eight-point inspection process including X-rays and accelerated use testing. A Samsung spokesman said the company was sharing its new battery review process with global standards groups and hoped others would adopt it to avoid more dangerous and brand-damaging incidents.

Lithium ion batteries have also been blamed for flare-ups of laptop computers and electric scooters, though some makers of the latter have said "poor battery management" sparked overcharging problems with the ride-ons.

Samsung's concessions followed another embarrassing hot-potato problem and "chill-out" for the company. Last week, a South Korean court blocked state prosecutors' attempts to arrest Samsung chief Jay Y. Lee on bribery charges. The court decided there was too little evidence that Lee had contributed a reputed $36 million to a charity associated with South Korean President Park Geun-hye to ease his merger of companies and his accession to leadership of the family-run conglomerate, South Korea's biggest.

Park has already been impeached for squeezing huge donations from a number of other South Korean concerns.

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The causes of Samsung's exploding phones finally revealed

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After months of study with more than 700 investigators on the case, Samsung came to the obvious conclusion: Battery defects caused its Galaxy Note 7 phones to overheat. So what was the real news announced Monday morning at the company's news conference in Seoul?

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I am a visual learner so looking up this image helped give me a better understanding of how Balanced Scorecard Management actually works. I think it is a great tool because it allows managers to take a step back and identify how different parts of their organization work together and which one could use more improvement.

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This article provides examples of how today's major companies motivate people in the workplace. I actually learned a lot from reading this article. I did not know how many benefits, discounts, and workplace perks some of these companies actually provide for their employees. Fun fact: Google and Facebook are apparently pet friendly workplaces, although I don't know how much work I would actually get done if I was allowed to bring my dog in.

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How Major Companies Motivate Their Employees

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How major companies motivate their employees varies enormously. From common traditional benefits to some really quirky and alternative perks, companies are now investing more into their employees to attract top talent. More managers and leaders are seeking ways to motivate their staff to ensure thei…

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Parks and Rec is a satirical show about a Parks and Rec Department in a small town. Even though it is supposed to be a comedy, it does a good job at pointing out issues that happen in just about any office and showcases many different leadership styles; some good, some bad. The manager of the department, Ron Swanson, hates his job and lets his employees do pretty much anything they want. It's kind of a horrible version of Lassez-Faire leadership.

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I think that this article is both interesting and funny. It involves a character from The Office who is the HR rep for his company. However he doesn't do a really great job and barely intervenes with the shenanigans of the company's manager and a few of the other workers. He is actually one of the least liked and strangest characters, which is the opposite of what an HR rep should strive to be. This article is someone's take on how he could improve.

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How Toby Should Have Handled the Top 4 HR Issues from The Office - BambooHR Blog

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Toby's handling of HR doesn't even get an "A" for effort. Avoid his top four mistakes, and create a better workplace than the Scranton branch.

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Module 5: Different Types of Organizational Structure

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Module 5: Different Types of Organizational Structure

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This article goes along with the required reading for module 5 and goes a little more in depth into the different types of organizational structures a companies use.

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What does it take for companies and organizations to be successful?

There are many answers to that question. Some would say it's having an effective mission; others would say it's selling a product or service that's in high demand.

Ultimately, it's a company's organizational structure that helps determine success.

An organizational structure is defined as "a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization." A structure is then developed to establish how the organization operates to execute its goals.

There are many types of organizational structures. There's the more traditional functional structure, the divisional structure, the matrix structure and the flatarchy structure. Each organizational structure comes with different advantages and disadvantages and may only work for companies or organizations in certain situations or at certain points in their life cycles.

"Poor organizational design and structure results in a bewildering morass of contradictions: confusion within roles, a lack of coordination among functions, failure to share ideas, and slow decision making bring managers unnecessary complexity, stress and conflict," wrote Gill Corkindale in the Harvard Business Review. "Often those at the top of an organization are oblivious to these problems or, worse, pass them off as challenges to overcome or opportunities to develop."

Ultimately, it's important to get a group's organizational structure correct in order for its aims to be successful.

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Types of Organizational Structures

Functional

If you've had a job, you likely worked in a functional organizational structure.

The functional structure is based on an organization being divided up into smaller groups with specific tasks or roles. For example, a company could have a group working in information technology, another in marketing and another in finance.

Each department has a manager or director who answers to an executive a level up in the hierarchy who may oversee multiple departments. One such example is a director of marketing who supervises the marketing department and answers to a vice president who is in charge of the marketing, finance and IT divisions.

An advantage of this structure is employees are grouped by skill set and function, allowing them to focus their collective energies on executing their roles as a department.

One of the challenges this structure presents is a lack of inter-departmental communication, with most issues and discussions taking place at the managerial level among individual departments. For example, one department working with another on a project may have different expectations or details for its specific job, which could lead to issues down the road.

In addition, with groups paired by job function, there's the possibility employees can develop "tunnel vision" - seeing the company solely through the lens of the employee's job function.

Divisional

Larger companies that operate across several horizontal objectives sometimes use a divisional organizational structure.

This structure allows for much more autonomy among groups within the organization. One example of this is a company like General Electric. GE has many different divisions including aviation, transportation, currents, digital and renewable energy, among others.

Under this structure, each division essentially operates as its own company, controlling its own resources and how much money it spends on certain projects or aspects of the division.

Additionally, within this structure, divisions could also be created geographically, with a company having divisions in North America, Europe, East Asia, etc.

This type of structure offers greater flexibility to a large company with many divisions, allowing each one to operate as its own company with one or two people reporting to the parent company's chief executive officer or upper management staff. Instead of having all programs approved at the very top levels, those questions can be answered at the divisional level.

A downside to this type of organizational structure is that by focusing on divisions, employees working in the same function in different divisions may be unable to communicate well between divisions. This structure also raises issues with accounting practices and may have tax implications.

Matrix

A hybrid organizational structure, the matrix structure is a blend of the functional organizational structure and the projectized organizational structure.

In the matrix structure, employees may report to two or more bosses depending on the situation or project. For example, under normal functional circumstances, an engineer at a large engineering firm could work for one boss, but a new project may arise where that engineer's expertise is needed. For the duration of that project, the employee would also report to that project's manager, as well as his or her boss for all other daily tasks.

The matrix structure is challenging because it can be tough reporting to multiple bosses and knowing what to communicate to them. That's why it's very important for the employees to know their roles, responsibilities and work priorities.

Advantages of this structure is that employees can share their knowledge across the different functional divisions, allowing for better communication and understanding of each function's role. And by working across functions, employees can broaden their skills and knowledge, leading to professional growth within the company.

On the other hand, reporting to multiple managers may add confusion and conflict between managers over what should be reported. And if priorities are not clearly defined, employees, too, may get confused about their roles.

Flatarchy

While the previous three types of organizational structures may work for some organizations, another hybrid organizational structure may be better for startups or small companies.

Blending a functional structure and a flat structure results in a flatarchy organizational structure, which allows for more decision making among the levels of an organization and, overall, flattens out the vertical appearance of a hierarchy.

The best example of this structure within a company is if the organization has an internal incubator or innovation program. Within this system, the company can operate in an existing structure, but employees at any level are encouraged to suggest ideas and run with them, potentially creating new flat teams. Lockheed Martin, according to Forbes, was famous for its skunkworks project, which helped develop the design of a spy plane.

Google, Adobe, LinkedIn and many other companies have internal incubators where employees are encouraged to be creative and innovative in order to promote the company's overall growth.

A benefit of this system is it allows for more innovation company-wide, as well as eliminating red tape that could stall innovation in a functional structure. As for the negatives, the structure could be confusing and inconvenient if everyone involved doesn't agree on how the structure should be organized.

For visual representation, please see the diagram in this Forbes article.

See What Works Best for Your Organization

Every organization is different and no organizational structure is perfect, but one of the above types of organizational structure may be best for your company. Learn more about how the right structure can lead to future success with Point Park University's online B.A. in Organizational Leadership. In small classes designed for working students, you'll learn about the fundamentals of modern management, as well as critical management skills, effective communication, project management and much more.

Point Park's fully online degree program allows you to get an education while maintaining your busy life. And you'll learn from knowledgeable faculty who have your success in mind.

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What does it take for companies and organizations to be successful? There are many answers to that question. Some would say it's having an effective mission; others would say it's selling a product or service that's in high demand. Ultimately, it's a company's organizational structure that helps determine success.

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This is the same template I used as a guide to make my recommendations to the CEO of Sun City boards. It is a base example for how most companies are structured and it has proven to be successful.

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Module 6: Communication in the Workplace

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Module 6: Communication in the Workplace

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I think this is a pretty relatable meme about sending work emails. I definitely do this all the time to make sure I came across the way I wanted to. On a more serious note, communication in the workplace is incredibly important, and emails are the main way people use to communicate in the places I've worked. I've learned over time that sending clear and concise emails is important, especially if you are in a leadership position trying to relay tasks to your employees

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I found this image after we discussed globalization and piracy in our module 3 class. I thought it was interesting that most people had unknowingly taken part in internet piracy as children and now here we are as adults in a management class.

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This article provides a list of companies that exemplify global marketing. I came across this article when I was doing my case study about Sun City boards and it really helped me see the different ways that companies deal with the issue of going global with their business

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What is Global Marketing? See 13 Businesses with Brilliant Strategies

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A global presence is possible for any business with a creative strategy and an understanding of world markets. Here’s how.

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Module 4: Corporate Decision Making Tree

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Module 4: Corporate Decision Making Tree

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This is a corporate version of the decision making tree from the module 4 required reading. I thought it was a pretty simple but good example of how companies plan things out. In this particular example they are trying to decide whether to make a big investment and build a large plant. They break the tree up into every possible option and outcome and base the decision off of how much they will spend/make in the future

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This strategic planning template is one of many templates that can help a business get started. I came across this when I was working on the case study for strategizing for sun city boards and if I were actually a real consultant helping out the company I probably would have sent them something like this to get the ball rolling. It seems really basic, but that's where you have to start if you want to be successful.

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This picture is a rough representation of how the management system works in most companies. I first saw this picture when I was working on my discussion for module 1 and I included this image because I thought it did a pretty good job of summing up how the structure works using visual charts that are easy to follow

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Module 1: Principles of Management Article

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Module 1: Principles of Management Article

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This article goes in depth on Fayol's 14 Principles of management from the required reading and provides plenty of good examples of how these principles are relevant today and how they are used in different types of workplaces. I found it interesting because for each principle it provided actual companies that exemplify that principle.

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Henri fayol's 14 principles of management are remembered even today for their simplicity and genius. The thing is, whenever you are managing something or running a business, you cannot pinpoint what is going wrong.

The principles of management suggested 14 such steps which you can compare to your business, and find out where you are missing out in proper implementation of the principles. This was especially useful in the times when computers and modern software were not available. Today, there are so many time tracking devices as well as management techniques available, that you might think you don't need the 14 principles of management.. But these principles are applicable in today's work environment as well.

Here are the 14 principles of management by Henri fayol and how you can implement these 14 principles of management in your organization.

Applicable for firms which have many employees as well as few employees, the principle of division of work says, that the work should be divided between all people who are capable of doing it and should not be overloaded to a concentrated few. It should not be diluted by giving the same work to many people. This ensures proper utilization of labour and keeps them focused and productive.

In the long term, this same targeted division of work helps the labour in specializing in the work they are doing, thereby ensuring there are far fewer mistakes. In a factory, the problem solver is always someone who has worked on the machinery for years on end. Here is how you can apply this principle of management in your case

Are you dividing the work equally between employees of your organization?

Are people specializing in the work they are doing?

Do you need to restructure the division of labour in your organization?

Above are some questions which can guide you in improving your organization's management and labour division.

The power and responsibility to give orders should reside with only a few people and should not be diluted. One of the common errors of large companies is that the management comprises of too many people, thereby creating conflicts. When a few hand selected people have the power to vote, then this authority is carried down the chain and the process gets implemented.

With such authority comes responsibility. Imagine if you were the marketing head of a company, and you took a call with regards to marketing a particular product, in the end if the product fails, you have to take ownership of the failure. You cannot pass the buck. Thus, when the person takes responsibility, he also takes wise decisions. Hence, authority and responsibility go hand in hand and form an important part of Henri fayol's 14 principles of management.

Are you giving the authority of decision making to too many people?

Are the people in authority not ready to take responsibility?

It goes without saying, that management is responsible for the way discipline is maintained in an organization. And this discipline percolates down the line, to the end of the employee chain as well.

A best example will be ad agencies, who encourage informal meetings and conversations so as to build better relationships with the customers. However, even these ad agencies are known to maintain discipline in the way the ad executive interacts with the customers or the way they carry out their work. Discipline is a part of the mission and values of the organization itself.

Are your employees disciplined? If not, what can you do to bring discipline in them?

Are you and your managers disciplined with regards to usage of time and space?

When we discussed authority in the above point, we said that authority should lie with only certain people. Similarly, the authority flows down the chain only when there are a limited number of people associated with the authoritative person. If all the people in a political party were directly reporting to the prime minister, he will soon be admitted in the hospital due to stress.

So to maintain command, there is a hierarchy. One person should report only to one leader and not to 3-4 people. Hence the standard hierarchy of national manager, regional manager, group manager, team leader is kept in most organizations. This ensures that at all times, the managers and the executives know who they are reporting to, and they know their responsibilities as well as the performance expected from them.

Is there unity of command in your company?

Are there too much conflicts at the managerial level with regards to who is reporting to whom?

Once unity of command is achieved and you have a complete hierarchy, where everyone knows who they are reporting to, and they are ready to do the leaders bidding, then it is time to implement unity of direction.

It is like the famous saying "United we stand, divided we fall".

The company, from the CEO level to the executive level should be moving towards one direction. If growth is the direction you are moving to, then a single executive to the CEO of the company should be performing in a manner which brings growth for the company. And this executive should be trained and managed accordingly by his managers.

This is one of the 14 principles of management applicable to all firms, irrespective of their size.

Unity of direction is important to give one vision to all the employees of your company

United we stand, divided we fall

To control people, you have to understand their interests first. And in the end, you have to ensure that the interest of the company lies above the interest of the individual. Many a time, a person is removed from the company when he is moon lighting or doing his own sideline jobs. This is because the company wants to ensure, that the person who is working in the company is giving his 100% to the company.

The focus of the organization is on individuals who are giving their all to the company. The interests of the company should be placed above the interests of the individual.

Do you have employees or managers who are placing personal interest above company's interests?

How would you change or tackle these sub ordinate interests?

Now, naturally when you are expecting your employees to be disciplined, you want unity of direction and command, then you have to remunerate the employees so that they are less likely to shift to the competition and more likely to concentrate on the jobs they have in hand.

As per Henri fayol's 14 principles of management, employees should be remunerated fairly to keep their motivation levels high. This remuneration may be monetary or non monetary. The monetary compensation includes incentives, bonus or other financial compensation. The non monetary compensation may include rewards or recognition.

Are your employees happy with the monetary remuneration and is it as per industry standards?

Are offering non monetary remuneration from time to time to keep employees motivated?

Centralization is the amount of control that is lying with people in an organization. If there are select group of people who have control (for example - in large corporates), then this is known as centralization. On the other hand, if there are a higher percentage of people in the organization having control (for example - in small businesses), then this is known as decentralization.

Organizations have to balance centralization and decentralization both. Most top companies have strategic business units which are also a form of decentralization. These SBU 's are given their own decision making power. Similarly, most small businesses will share authority in a decentralized manner to get the work done faster. However, it completely depends on the business and the sector in question on whether to use centralization or not.

Is your organization centralized or decentralized?

Which of the centralization tactics will help you?

Scalar chain is confusing for many people, but let me break it down simply for you. When mentioning the unity of command, i said that one person should report to a single manager higher up the chain only. So an executive should report to a team manager, who should report to the regional manager who will report to the national manager, so on and so forth.

Scalar chain says that there should be a clear line of authority in the company so that when you have to "Escalate things" then you know the line of authority. When you are facing emergencies or calamities, you should know who to go to, if your immediate boss doesn't resolve your queries.

Popular companies like Samsung and others have the scalar chain set to a dot. In such companies, for customer service, if your complaint is not resolved in 3 days, it goes to the local manager, if not resolve in 5 days, it goes to regional head, and if not resolved in 7 days it goes to national heads. So this is how a scalar chain looks like. It looks like the wireframe of a company, with complete architecture and hierarchy of the company shown in the wireframe.

Does your company implement Scalar chain and does each employee know the chain of command?

This order does not mean that someone sitting on top is ordering the people. It is the order of "Order vs chaos". Simply said, if an organization does not work in an orderly manner, there will be chaos. So to work in an orderly manner, employees need the right equipment and the right procedure to ensure order is maintained at all times.

Hence, most large companies have specific ways that they calculate the attendance of their labour. Specific time is given when the labour can go to lunch as per their work stations. Maintenance officers are placed for any problems in the equipment. Overall, everything works in a well oiled, smooth and orderly manner. The maintenance of order is an important principle in Henri fayol's 14 principles of management.

What measures have you taken to ensure that your employees are working in an orderly manner?

Bringing order to chaos ensures clear thinking of mind and more productivity.

Everyone should be treated equally and no preference should be given in an organization. Many a times, the most common complaint of employees is that a different employee was preferred over them for promotion or better remuneration.

However, a fair organization is the one which maintains equity amongst everyone. For this, having the right culture in the organization is absolutely important. If the company is ethical, equity will automatically be maintained.

One of the critical things in Henri fayol's 14 principles of management was stability of tenure, or attrition of employees. In essence, Henri fayol said that an organization has a better chance to grow faster if its employees are stable. Naturally, if there is high attrition in the organization, then there will be a lot of time wasted in training and development, costs will go up and stability of tenure will not be observed.

If you look at most large companies, they take attrition and employee turnover very seriously. There are various procedures set to ensure that employees do not leave the company, and even if they do, then the management should know why they are leaving. Similarly, there are other tactics which can be employed such as job rotation to combat boredom, incentives to motivate aggression, and various such tactics can be used to ensure stability of tenure.

Simply said, the more the stability of tenure, the more the profit

High attrition means a lot of cost towards training and development

If tenure is stable, means your employees are happy and the company will develop faster as you have trained employees handling the work.

It sounds too good when we think that a company has innovated and brought a new product to the market. But many a times, we question, why companies are not regularly innovating. If you look at it, the most innovative companies are the ones which encourage young and old talent to bring out their own ideas. They also show interest and involvement to encourage such professionals.

Google, Apple and Facebook are some of the companies who have implemented this principle amongst the 14 principles of management soundly. At google, developers and engineers are given their own sweet time to work out innovative ways that can be developed as products for google itself. Same goes for Facebook and apple as well. As the employees are encouraged to take initiative, the innovation level of these companies is high.

Are you listening to feedback from your employees with regards to product / company's improvement?

Are you taking initiative to change things as they are and to make them even better?

Esprit de corp is defined as a feeling of pride and mutual loyalty shared by the members of a group. And that's exactly what you have to target for if you want to achieve success while applying the 14 principles of management.

Esprit de corps is the ultimate union of the management and employees within an organization, which leads to an organization which is proud of what it does, and which has garnered a lot of loyalty from its employees and customers. There are very few companies who have been able to manage that ( Intel, apple, Amazon and few others). Esprit de corps in an organization gives true competitive advantage to the organization because it means that the employees are enthusiastic, motivated and will do anything for the company or the management.

Overall, these 14 principles of management are evergreen in nature, and no matter the way technology is catching up with us, these 14 principles of management will matter to even the smallest of organizations and will help them when they are growing large.

There are even simpler ways to track several of the things written in 14 principles of management. But the ultimate goal is to have an organization which is efficiently managed, productive, and gives optimum results as per the goals of the organization.

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Henri fayols 14 principles of management - With examples and application

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Henri fayol's 14 principles of management are remembered even today for their simplicity and genius and are applicable for large and small organizations. Whenever you are managing something or running a business, you cannot pinpoint what is going wrong. This is where the management principles help.

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This article explains the importance of ethics in the workplace. It is a very simple and straightforward article and I believe most people should adhere to the code of ethics that it presents.

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The Value of Strong Workplace Ethics • SpriggHR

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Workplace ethics refers to the way employees in an organization govern themselves and their overall work attitude, but it can also refer to morality.

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Module 2: Corporate Social Responsibility Toyota

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Module 2: Corporate Social Responsibility Toyota

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This page talks about Toyota's plan for corporate social responsibility, which involves cutting down on emissions and helping the environment. I included this because I used it as an example in my case study. I think that it is a prime example of how CSR should work. Toyota, being an automobile company becoming more aware of their impact on the environment and trying to do better. I believe most companies should follow that standard.

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In 2015, we announced the Toyota Environmental Challenge 2050 - a set of six visionary challenges intended to create a net positive impact on the planet and society. These challenges are guiding our efforts to build a better, smarter, more sustainable future. In North America, Toyota's environmental activities are designed around four important focus areas that drive environmental plans and actions - carbon, water, materials and biodiversity.

Sustainability planning, strategies and actions are driven by a North American Environmental Action Plan. We are breaking the Challenge 2050 vision down into incremental, five-year action plans. This is how the company drives change - step by step to achieve carbon neutrality and a net positive environmental impact at a global level.

SEVENTH ENVIRONMENTAL ACTION PLAN

Toyota has announced the Seventh Environmental Action Plan, a new five-year action plan to achieve the Toyota Environmental Challenge 2050. Over the next five years, Toyota's plan includes:

THE SUSTAINABLE DEVELOPMENT GOALS

The Sustainable Development Goals are a collection of interlinked global objectives designed to be a "blueprint to achieve a better and more sustainable future for all." These goals, established in 2015 by the United Nations General Assembly, are intended to be achieved by the year 2030.

The Toyota Environmental Challenge 2050 aligns with the Sustainable Development goals and reflect Toyota's commitment to work with stakeholders across society in support of a cleaner, healthier and more sustainable future.

EVERYONE GET INVOLVED

We know we can't get there alone. Our goals require new ideas, new technology and new ways of thinking. It will also take working with committed partners to help us find solutions along the way.

Want to learn more? Check out Toyota.com/environment to see all the latest stories.

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2020 Toyota North American Environmental Report

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In 2015, we announced the Toyota Environmental Challenge 2050 - a set of six visionary challenges intended to create a net positive impact on the planet and society. These challenges are guiding our efforts to build a better, smarter, more sustainable future.