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This picture depicts very well what the meaning of globalization. It also provides the audience, a good mental picture to associate the material in the course with.

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This slide share presentation was ver useful in this module especially for reviewing the chapters included as a whole. This presentation lays out all of the necessary information without adding too much unnecessary information. It provides quick and precise information while also including examples to assist in retaining the information.

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Modern Management as a whole can be difficult to understand at times so I chose this video, because it provided a quick and easy real world example of modern management and how it can relate.

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I chose this article because it provides examples of four "unicorns" or myths, that people are under the impression of being true. I felt it was interesting because looking at the topics, one would believe them to be true, when in fact they are not.

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I'm sussing out the true laws of physics of leadership. Opinions expressed by Forbes Contributors are their own.

There are a few myths the contemporary management consulting crowd has championed in recent years. Forget the Four Horsemen of the Apocalypse. We're talking more like the Four Unicorns of Utopia, galloping along on rainbows.

The belief in these happy beasts has grown within our organizations because well-intentioned experts have been trying to bring about massive social change by preaching a kinder, gentler form of management. But if we want to have a true understanding of what effective, successful leadership looks like in the clutch, we need to look anew at these animals in as sober a fashion as possible.
Unicorn #1: Leaders who are highly collaborative get better results than leaders who are less collaborative.
Reality: The biggest business icons of our time aren't well-known for soliciting colleagues' input. They're more known for telling workers, "Look, I need you to reach the goal that I've established for you-and I need you to reach it faster than you say you can."

Now I'm all for collaboration, and I do believe that collaborative and democratic processes can create healthier organizations in some cases. But let's also be honest: collaboration is simply not a non-negotiable for effective leadership.

Leaders who try too hard to be highly collaborative often get stalemated by bureaucracy, rivalries and disagreements. But their more hard-charging counterparts have an intuitive sense of "true north" that allows them to navigate past those stalemates and squabbles.
Unicorn #2: Any dilemma or crisis can be resolved through "win-win" thinking.
Reality: Sometimes you have to make painful decisions for the larger good. Sometimes you just gotta lay off 20% of the workforce so that 100% of the workforce doesn't end up on the street.

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I'm sussing out the true laws of physics of leadership. Opinions expressed by Forbes Contributors are their own. There are a few myths the contemporary management consulting crowd has championed in recent years. Forget the Four Horsemen of the Apocalypse. We're talking more like the Four Unicorns of Utopia, galloping along on rainbows.

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I like this picture and decided to share it because this cartoon makes a joke about the evolution of communication and how modern communication is much more efficient and effective. The picture is also pretty funny.

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To build and sustain an ethical supply chain, organizations must be aware of and take the necessary actions toward their corporate social responsibility. The author dives deeper into in the infrastructure of doing so, that I found to be very interesting.

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In the business world, fiscal imperatives often prevail over values-even the values of social responsibility and ethical behavior-as corporations strive to mitigate costs and reduce uncertainty. Nowhere is that drive for certainty and cost containment more compelling than in the corporate supply chain.

The global marketplace demands that supply chains be nimble and diffuse. Their broad distribution has elevated their significance beyond the functionality of manufacturing and transport, and they are transformative in the way they remake a corporation and the effect they have on local economies. An efficient supply chain is responsive to changing priorities by keeping costs in line, schedules on time and, more importantly, giving companies the room to scale for growth.

In the 1980s and 1990s, U.S. companies set aside much of their supply chains for outsourcing. Globalization, technology and the desire for profit made it possible to manufacture parts in one nation, put them together in another and sell them in a third. While controversial in some quarters, outsourcing proved to be expedient and profitable.

This revolution in the supply chain did not diminish the need for corporate citizenship, however. In fact, it demands citizenship that is even more robust, capable of encompassing both the parent company and its many contractors, even if they are on distant shores. The supply chain cannot be divorced from corporate social responsibility ( CSR) concerns about the environment, health and safety.

Envisioning a seamless world of corporate citizenship that extends beyond U.S. borders is far easier than achieving it. Outsourcing brought with it a host of new challenges, not the least of which was entirely different sets of standards with regard to health and safety and environmental regulation. U.S. corporations that might have been described as CSR supermen in the United States have found it more difficult to capture the accolades in their overseas manufacturing operations.

CSR advocates have always argued that U.S. companies have an ethical responsibility that isn't constrained by geographic and political borders, or even cultural traditions. It has been a sobering enterprise to put that notion into effect in countries that do not share the United States' affinity for regulation and compliance, although it must be argued that many U.S. companies shifted operations overseas to avoid the heavy hand of U.S. regulation and the costs that came with it.

The experience of Nike in the 1990s illustrates this quandary acutely. Like many U.S. corporations that outsource manufacturing, Nike was driven by a desire to assemble products at a fraction of the cost of producing them in the United States-indeed Nike was one of the great innovators in overseas manufacturing. What made Nike particularly remarkable is that it was one of the first U.S. companies to sever the connection between the independent contractor manufacturing a product and the company that contracts the work. Nike insisted that labor conditions in its contractors' factories were not its responsibility. "Nike's company line on the issue was clear and stubborn: without an in-house manufacturing facility, the company simply could not be held responsible for the actions of independent contractors," wrote Debora L. Spar in "Hitting the Wall: Nike and International Labor Practices" in the Harvard Business Review in 2002.

Confident in its position, Nike was still sensitive to the potential public relations nightmare an unrestrained local manufacturer could wreck on its good name, and it drafted a code of conduct for its contractors. This code outlined best practices in the areas of safety standards, environmental regulation and worker insurance, and suppliers were required to certify that they were following the code and local regulations.

There was no effort, of course, to determine if contractors complied with the code, and, eventually, Nike's factories came under attack for their workplace practices, including the use of child laborers. Watching its reputation sullied by stories of abuse, facing a backlash on college campuses from irate students, Nike began to see its profits dip. In fiscal year 1998, beset by the Asian currency crisis, oversupply and weak demand, Nike saw its earnings fall 69 percent and was forced to lay off workers.

"Nike's fiscal woes did what hundreds of harsh articles had failed to do: they took some of the bravado out of Phil Knight," wrote Spar, of Nike's chief executive officer and founder. "In a May 1998 speech to the National Press Club, a humbled Knight admitted that, 'the Nike product has become synonymous with slave wages, forced overtime, and arbitrary abuse.'"

Faced with significant earnings losses, Knight moved to turn around Nike's policies on contractors and encouraged monitoring of local factories. In recent years, Knight has gone beyond monitoring to embrace a more collaborative approach to reforms, sharing workplace and human resource best practices.

As Richard M. Locke, Fei Qin and Alberto Brause noted in "Does Monitoring Improve Labor Standards? Lessons from Nike" in 2007 in the Industrial & Labor Relations Review, monitoring alone is not able to accomplish the tasks necessary to ensure a safe and healthy workplace. They wrote that, "global brands and labor rights NGOs would do well to complement their current emphasis on monitoring by providing suppliers technical and organizational assistance to tackle some of the root causes of their poor working conditions. Perhaps not all suppliers would be willing to collaborate with global brands and NGOs on these efforts, but refusals to collaborate could provide global brands with a justification to shift orders and consolidate production in more efficient, cooperative, and perhaps even 'ethical' suppliers."

The lessons learned from the Nike experience have a particular appeal in 2012. After all, the world has shrunk considerably in the last decade, and the workplace abuses on the far side of the globe can come back home with a swift and uncompromising speed. Additionally CSR and corporate citizenship has taken hold, not only in the imaginations of academics but also in the real world inhabited by consumers.

Today another corporate behemoth-the charmed Apple -finds itself facing a tsunami of criticism for the practices of yet another overseas supplier with a less than savory reputation for workplace safety and fair wages. Apple has been buffeted by attacks in the United States for much of the last year for the workplace conditions and wage rates of its Chinese manufacturer, Foxconn, which makes the incredibly popular iPhone.

In February Apple became a participating company in the Fair Labor Association (FLA) and, in doing so, it agreed to abide by the FLA's Workplace Code of Conduct throughout its supply chain. The FLA quickly launched a series of independent investigations of Foxconn's factories in Shenzhen and Chengdu, China. A report detailing the FLA's findings at Foxconn facilities and recommendations for a broader strategy to address workplace rights issues is due in March.

Launched in 1999 by a coalition of industry, labor and nonprofit advocacy groups, including Nike, the FLA assesses working conditions and monitors attempts to remedy violations in factories, farms and facilities used by its affiliated companies. Independent assessors schedule random visits, although critics complain that they do give warnings of their imminent arrival, to facilities supplying participating companies.

"We believe every worker has the right to a fair and safe work environment free of discrimination, where they earn competitive wages and can voice their concerns freely," Apple CEO Tim Cook said in February. "Apple's suppliers must live up to this to do business with Apple."

Apple has taken its newfound responsibility to heart. Cook says the company will refuse to let any of its suppliers cut corners in the future and will soon reveal new workplace standards for its entire supply chain. He said the company would continue its efforts to make any number of benefits available to individuals working within its supply chain, including English language lessons.

Apple is an exceptionally able company to walk the minefield of workplace standards at this moment in time. Arguably one of the most agile and intellectually authoritative corporations operating today, Apple has the creativity, reputation and scope to find solutions to workplace standards and compliance for contractors that have eluded many other companies.

By exhibiting a genuine commitment to social responsibility and ethical business practices, corporations like Apple have the power to not only transform their organizations but also their supply chains. A robust corporate citizenship isn't limited by the vision of its shareholders and customers, and its reach certainly doesn't end with its company headquarters.

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Building Sustainable and Ethical Supply Chains

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In the business world, fiscal imperatives often prevail over values-even the values of social responsibility and ethical behavior-as corporations strive to mitigate costs and reduce uncertainty. Nowhere is that drive for certainty and cost containment more compelling than in the corporate supply chain. The global marketplace demands that supply chains be [...]

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I chose this picture not that it was comical, but that it shows the real world gender diversity issue that is currently at hand. The very few words provided carry a lot of meaning

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The author Justin Kuepper wrote a good article that does not overflow the reader with information while also providing benefits and the risks to globalization. While the article is quite fact driven and not the most appealing to read, it does however, provide facts and useful information for this module.

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Globalization refers to the increasingly integrated nature of economies around the world. This integration has both positive and negative effects.

The hope is that increased global trade will lead to more competition, which will spread wealth more equally. Those who are in favor also claim that trade across borders will help limit military conflicts. However, there are downsides to boosting trade between countries. Some critics point to globalization as a factor in rising nationalism and income inequality, among other issues.

Learn more about the pros and cons of globalization to understand how it affects economies and individuals.

Key Takeaways

Positive Effects of Globalization

The Milken Institute's "Globalization of the World Economy" report of 2003 noted many of the pros and cons of globalization. Although nearly two decades have passed since the report came out, the ideas behind it remain relevant.

Some of the pros of increased global trade include:

Foreign Direct Investment

Foreign direct investment (FDI) tends to grow at a much greater rate than world trade does. This can help to boost technology transfer, industrial restructuring, and the growth of global companies.

Technological Innovation

Increased competition helps inspire new technology development. The growth in FDI helps improve economic output by making processes more efficient.

Economies of Scale

Increased global trade enables large companies to realize economies of scale. This reduces costs and prices, which in turn supports further growth. However, this can hurt many small businesses trying to compete at home.

Negative Effects of Globalization

Some of the risks of increased global trade include:

Interdependence

Interdependence between nations can cause local or global instability. This occurs if local economic fluctuations end up impacting a large number of countries relying on them. For example, in 2020, Ukraine was the fifth larger exporter of wheat. When Russia invaded the country, it threatened food supply chains for countries like Pakistan, Lebanon, and Vietnam that import Ukrainian wheat.

National Sovereignty

Some see the rise of nation-states, global firms, and other international organizations as a threat to sovereignty. Ultimately, this could cause some leaders to become nationalistic.

Two prominent examples of the rise of nationalism as a pushback to globalism include the 2016 election of Donald Trump in the U.S. and the British vote to leave the European Union (known as " Brexit"). These events contributed to the anti-globalization movement and stoked anti-immigration sentiments.

Equity Distribution

The pros of globalization can be unfairly skewed toward rich nations or individuals, creating greater economic inequalities. For example, in the wake of NAFTA, the average net weekly pay for maquila workers was $55.77 in 1998-less than $2 more than the average cost for basic needs in the maquiladora trade zone.

Dani Rodrik, author of Straight Talk on Trade: Ideas for a Sane World Economy, argues for a rebalancing of globalization.

In a 2017 piece for the Milken Institute Review, Rodrik notes that current policies "produce[s] losers as well as winners." For instance, workers are left with a less stable labor market. In Europe, these workers were given a strong social safety net. The U.S., Rodrik says, "let the chips (and workers) fall where they may."

To fix globalization's problems while keeping benefits, Rodrik suggests several changes. Chief among them: giving labor a stronger voice, shifting from global governance to national governance, and focusing attention on where the biggest economic gains can be made.

Protectionism Through Tariffs

The 2008 economic crisis led many politicians to question the merits of globalization. In 2007, worldwide capital inflows accounted for more than 20% of the world's GDP. By 2019, this figure fell to less than 5%.

The U.S. and Europe introduced new banking regulations that limited capital flows. Many countries put in place tariffs to protect vital industries at home. In the 1990s, the U.S. placed a 127% tariff on Chinese paper clips. And Japan has levied tariffs on imported rice as high as 778%.

Future Outlook

Some economists suggest that businesses are not investing across borders to build capital infrastructure. They argue that companies seek countries with low taxes. Some form of globalization may be inevitable in the long run, but the historic bumps spurred by economic crises suggest that change is the only constant.

Revenues from U.S. tariffs on Chinese imports increased from $32.9 billion in 2017 to $85 billion in 2021. American farmers hurt by China moving crop purchases to other countries were promised $28 billion in federal compensation.

Frequently Asked Questions (FAQs)

When did globalization begin?

Which countries are the least affected by globalization?

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What Are the Effects of Globalization on Economies?

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Globalization refers to the increasingly integrated nature of economies around the world. This integration has both positive and negative effects. The hope is that increased global trade will lead to more competition, which will spread wealth more equally. Those who are in favor also claim that trade across borders will help limit military conflicts.

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The Marriott article was a very interesting and inspiring article. The most inspiring piece of information in this article was how the family root beer stand is not the world's largest global hotel chain. With that being said, the author takes the audience through the many stages and changes that the Marriott went through over the years and how they accomplished this success.

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I recently had the pleasure of speaking to J. W. Marriott Jr., who is the Chairman of Marriott International, Inc., one of the world's largest lodging companies. His leadership spans more than 50 years, and he has taken Marriott from a family restaurant business to a global lodging company with more than 3,700 properties in over 73 countries and territories. Known throughout the industry for his hands-on management style, Mr. Marriott has built a highly regarded culture that emphasizes the importance of Marriott's people and recognizes the value they bring to the organization. Today, approximately 300,000 people wearing Marriott International name badges are serving guests in Marriott managed and franchised properties throughout the world.

His new book is called Without Reservations: How a Family Root Beer Stand Grew Into a Global Hotel Company. In this interview, he talks about how he grew his family business, the obstacles he encountered, the five rules that led to his success, his best career advice and more.
Why did you decide to write this book right now? What do you think makes your story relevant in today's world?
After working for Marriott for over 50 years, I decided to step down from the CEO position and hand the reigns over to Arne Sorenson. With such a significant change in our leadership taking place, now seemed like the appropriate time to write. I am so very proud of the company that my parents started as a root beer stand in 1927, which grew over the past 85 years into a global success comprised of over 3,700 hotels in 74 countries.

Companies are under an ever-sharp magnifying glass. The values that have served as Marriott's guiding principles over the past eight decades transcend the hotel business. I think they are valuable for other companies to consider.
As you grew your business, what obstacles did you encounter, how did you overcome them and what were the major milestones?
One of the largest obstacles was when we had to deal with the aftermath of September 11, 2001 and the unknown effects it would have on the travel industry. Not to mention the changes it would impose on our global expansion and the recovery of all the Marriott associates and guests impacted that day.

More recently, the global economic downturn that began in 2008 and the previous similar experience of the early 1990s were also significant obstacles to overcome. We drew upon the previous 1990s layoffs to handle the human side of the equation again in 2008. Some were inevitable, but we were able to temper the pain by keeping many people on board at reduced hours but with full health benefits.

Some of the largest milestones were when we expanded globally. Our first hotel built outside the United States was in Mexico in 1969. The first Marriott located in Europe was built in Amsterdam. The first in the Middle East was the Riyadh Marriott Hotel in Saudi Arabia in 1980. In Africa, our first hotel was the Cairo Marriott in 1981. In Asia, it was Hong Kong in 1989.
In your book, you mention five rules that led to Marriott's success. What are they and how did you originally come up with them?
First and foremost, we put people first. Then we pursue excellence, act with integrity, embrace change, and serve our world.

The first item of the five has been our company credo since my parents' era. "Take care of your employees, and they'll take care of your customers" was the daily mantra that my brother, Dick, and I heard from our father while we were growing up.

The other four values stretch back in time to the earliest days of the company, 30 years before we ever thought about building our first hotel, to our popular Hot Shoppes restaurants. Customers could count on spotless dishes and shiny floors ("Pursue excellence"), an ever-growing menu ("Embrace change"), honest value for their money ("Act with integrity") and a true sense of community second to none ("Serve our world").

Marriott has come a long, long way from the days of being known as a regional family restaurant chain, but our values haven't budged an inch. In fact, they've deepened over time into a commitment to do what great companies should do: make a lasting, positive difference in the world.
What do you think led to the success of Marriott when other chains have failed?
Well my father used to say take good care of the employees, and they will in turn take good care of the customers who will return again and again. That's putting people first! And of course it leads to profit and market share gains and ultimately a successful business.

I believe you succeed in business by being true to purpose beyond profits. From the very beginning of Marriott we believed in opening the doors to a world of opportunities for our associates.
What are your top three pieces of career advice?
1. I believe that you have to challenge yourself personally - constantly strive to improve and we believe at Marriott that success is never final.

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J. W. Marriott Jr: From Root Beer Stand to Global Hotel Company

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J. W. Marriott Jr. I recently had the pleasure of speaking to J. W. Marriott Jr., who is the Chairman of Marriott International, Inc., one of the world's largest lodging companies. His leadership spans more than 50 years, and he has taken Marriott from a family restaurant business to a global lodging company [...]

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I found this article to be interesting because the author provides valid examples of ways women will ultimately aid the scientific advances in the world. Gender diversity is a key factor in the success and growth of businesses, and this article tells us why.

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Dave Cutler for The Chronicle

As more women choose careers in the sciences, the stakes are higher than ever before. Having women in key decision-making positions in the scientific and technological work force is critical to the future of our society. Successful senior female scientists serve as a prime source of leadership for top academic administrative positions.

A more diverse work force in the science, engineering, technology, and mathematics (STEM) fields not only allows women and other members of underrepresented groups to reap the benefits of the relatively high salaries of scientists and engineers. It may also lead to innovations in science and engineering, since people from different backgrounds bring diverse approaches to problem-solving-in the classroom, laboratories, and on the job-that can improve our daily lives.

For example, women, perhaps because of their experience caring for babies and children, have invented technologies useful for child care, such as disposable diapers, folding cribs, and the baby-changing stations found in public bathrooms. Through its gendered-innovations project, the Clayman Institute for Gender Research, at Stanford University, seeks to bring attention to the need for changes in both technology and policy to fit the needs of women, such as a different seat-belt design for pregnant women and a requirement that the new design be tested on pregnant women.

Frequently, designing products or technology for the needs of a particular group viewed as the "other" (or the minority) results in a design that is also better for the "norm." For example, the curb cuts designed for wheelchairs also make it easier for people with strollers or suitcases on wheels to cross the street.

During the past three decades, the overall percentage of women receiving degrees in STEM fields has sharply increased in the United States, but the data mask wide variance among fields. Women now earn more bachelor's and master's degrees, over all, than men do. Since 2000, women have also earned more bachelor's degrees in science (including the social sciences and psychology) and engineering than men. In 2010 they earned 50.3 percent of bachelor's degrees in those fields but only 45.5 percent of master's degrees, according to data from the National Science Foundation. Among U.S. citizens and permanent residents, women earned a majority of the doctorates in nonscience and engineering fields in 2010, but only 41.9 percent of those in science and engineering.

Major gender differences occur across the science disciplines. In short, in many of the social sciences and the life sciences, women have reached parity in the percentages of degrees received. In other areas, such as the geosciences, mathematics, and physical sciences, their percentages continue to increase but have not approached parity. By contrast, in engineering and computer sciences, the percentage of women has reached a plateau or dropped during the past decade. Unfortunately, these STEM areas, particularly computer science and engineering, where women earn fewer than 20 percent of bachelor's degrees, represent some of the fastest-growing sectors of the work force in our increasingly technological society.

Academe continues to improve for women, who represent more than 30 percent of STEM faculty at four-year institutions. Although the percentage drops precipitously at elite research institutions, particularly at the rank of full professor (about 10 percent are women), a 2009 report from the National Academy of Sciences found improving opportunities nationally for women in tenure-track positions at those institutions. Because of Title VII and Title IX, virtually all institutions have articulated policies banning gender discrimination and sexual harassment. Many now have policies that facilitate balancing career and family, during especially crucial life transitions. Although old issues remain with new facets and faces, progress has been made in cultivating female scientists and changing institutional structures.

The importance of women's leadership in science has been especially apparent in such areas as health care: Not until a substantial number of women had entered the professions of biology and medicine were biases from androcentrism exposed. Once the possibility for such bias was discovered, scholars recognized the potential for distortion on a variety of levels of research and theory, including the choice and definition of problems to be studied, the exclusion of females as experimental subjects, bias in the methodology used to collect and interpret data, and bias in theories and conclusions drawn from the data.

That realization uncovered gender bias that had distorted some medical research. For example, women's health had become synonymous with reproductive health and obstetrics-gynecology, which meant that many diseases that occurred in both sexes, such as cardiovascular disease and even breast cancer, had been studied only in men or with a male-as-norm approach. Excessive focus on male research subjects and definition of cardiovascular diseases as "male" led to underdiagnosis and undertreatment of the disease in women.

Studies demonstrated that women were significantly less likely than men to be treated with coronary angioplasty, angiography, or surgery when admitted to a hospital with a diagnosis of myocardial infarction, unstable or stable angina, chronic ischemic heart disease, or chest pain. This significant difference remained even when controlling for such variables as race, age, economic status, and other chronic disease. Similarly, women had angina before myocardial infarction as frequently as, and with more debilitating effects than, men, and yet women were referred for cardiac catheterization only half as often.

Those studies led the late Bernadine Healy, a cardiologist and the first female director of the National Institutes of Health, to characterize the diagnosis of coronary heart disease in women as "the Yentl syndrome": "Once a woman showed that she was just like a man, by having coronary artery disease or a myocardial infarction, then she was treated as a man should be," she wrote in a 1991 article in The New England Journal of Medicine.

The male-as-norm approach in research and diagnosis, unsurprisingly, was translated into bias in treatments for women. Women exhibited higher death rates from angioplasty and coronary bypass surgery because the techniques had been pioneered using male subjects. This provides an important lesson that can be applied to other fields, as increased leadership by women could potentially lead to new breakthroughs and discoveries.

As President Obama has emphasized, to compete in the global market, the United States needs to increase the percentage of Americans graduating from college over all, and the numbers of scientists and engineers. To achieve this, our scientific work force needs to change from being predominantly white and male to reflect the demographics of the population as a whole. Even more than in basic research, applications for technology and inventions depend upon the experiences and ideas of the designers. More women, as well as more diversity in general, in the STEM work force not only helps to guard against bias but may lead to new ideas that will improve life for all of us.

Sue V. Rosser is provost at San Francisco State University. She is the author of Breaking Into the Lab: Engineering Progress for Women in Science (New York University Press, 2012) and many other books and articles on women and gender in science.

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More Gender Diversity Will Mean Better Science

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As more women choose careers in the sciences, the stakes are higher than ever before. Having women in key decision-making positions in the scientific and technological work force is critical to the future of our society. Successful senior female scientists serve as a prime source of leadership for top academic administrative positions.

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I couldn't not share this cartoon. It is the ironic issue that we are currently facing in the modern business world. No diversity, whether it be gender, age, or race.

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The website Educate provides the definitions of both planning and decision making while also providing visual aids to help the audience grasp the concept on how they are interrelated more efficiently.

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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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I am a big supporter of the simple and sweet informational videos. I found this video interesting because first it provides the scenario of how globalization is supposed to look, then follows with how it truly looks and why it is not working correctly.

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The article from mind tools provides an in-depth look at the SWOT analysis tool utilized in the planning and decision making processes. Mindtools tells the audience what each letter means and also provides examples that can be used when managers form their analysis. It is a very clear and precise article that was very helpful in completing the assignment while also helping me to understand the material.

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How to Do a SWOT Analysis

Avoid relying on your own, partial understanding of your organization. Your assumptions could be wrong. Instead, gather a team of people from a range of functions and levels to build a broad and insightful list of observations.

Then, every time you identify a Strength, Weakness, Opportunity, or Threat, write it down in the relevant part of the SWOT analysis grid for all to see.

Let's look at each area in more detail and consider what fits where, and what questions you could ask as part of your data gathering.

Strengths

Strengths are things that your organization does particularly well, or in a way that distinguishes you from your competitors. Think about the advantages your organization has over other organizations. These might be the motivation of your staff, access to certain materials, or a strong set of manufacturing processes.

Then turn your perspective around and ask yourself what your competitors might see as your strengths. What factors mean that you get the sale ahead of them?

Remember, any aspect of your organization is only a strength if it brings you a clear advantage. For example, if all of your competitors provide high-quality products, then a high-quality production process is not a strength in your market: it's a necessity.

Weaknesses

Weaknesses, like strengths, are inherent features of your organization, so focus on your people, resources, systems, and procedures. Think about what you could improve, and the sorts of practices you should avoid.

Once again, imagine (or find out) how other people in your market see you. Do they notice weaknesses that you tend to be blind to? Take time to examine how and why your competitors are doing better than you. What are you lacking?

Be honest! A SWOT analysis will only be valuable if you gather all the information you need. So, it's best to be realistic now, and face any unpleasant truths as soon as possible.

Opportunities

Opportunities are openings or chances for something positive to happen, but you'll need to claim them for yourself!

They usually arise from situations outside your organization, and require an eye to what might happen in the future. They might arise as developments in the market you serve, or in the technology you use. Being able to spot and exploit opportunities can make a huge difference to your organization's ability to compete and take the lead in your market.

Think about good opportunities that you can exploit immediately. These don't need to be game-changers: even small advantages can increase your organization's competitiveness. What interesting market trends are you aware of, large or small, which could have an impact?

You should also watch out for changes in government policy related to your field. And changes in social patterns, population profiles, and lifestyles can all throw up interesting opportunities.

Threats

Threats include anything that can negatively affect your business from the outside, such as supply-chain problems, shifts in market requirements, or a shortage of recruits. It's vital to anticipate threats and to take action against them before you become a victim of them and your growth stalls.

Think about the obstacles you face in getting your product to market and selling. You may notice that quality standards or specifications for your products are changing, and that you'll need to change those products if you're to stay in the lead. Evolving technology is an ever-present threat, as well as an opportunity!

Always consider what your competitors are doing, and whether you should be changing your organization's emphasis to meet the challenge. But remember that what they're doing might not be the right thing for you to do. So, avoid copying them without knowing how it will improve your position.

Be sure to explore whether your organization is especially exposed to external challenges. Do you have bad debt or cash-flow problems, for example, that could make you vulnerable to even small changes in your market? This is the kind of threat that can seriously damage your business, so be alert.

A SWOT Analysis Example

Imagine this scenario: a small start-up consultancy wants a clear picture of its current situation, to decide on a future strategy for growth. The team gathers, and draws up the SWOT Analysis shown in Figure 2.

Figure 2. A Completed SWOT Analysis.

Strengths What do you do well? What unique resources can you draw on? What do others see as your strengths?

Weaknesses What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

We are able to respond very quickly as we have no red tape, and no need for higher management approval.

We are able to give really good customer care, as the current small amount of work means we have plenty of time to devote to customers.

Our lead consultant has a strong reputation in the market.

We can change direction quickly if we find that our marketing is not working.

We have low overheads, so we can offer good value to customers.

Our company has little market presence or reputation.

We have a small staff, with a shallow skills base in many areas.

We are vulnerable to vital staff being sick or leaving.

Our cash flow will be unreliable in the early stages.

Opportunities What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

Threats What threats could harm you? What is your competition doing? What threats do your weaknesses expose to you?

Our business sector is expanding, with many future opportunities for success.

Local government wants to encourage local businesses.

Our competitors may be slow to adopt new technologies.

Developments in technology may change this market beyond our ability to adapt.

A small change in the focus of a large competitor might wipe out any market position we achieve.

As a result of the team's analysis, it's clear that the consultancy's main strengths lie in its agility, technical expertise, and low overheads. These allow it to offer excellent customer service to a relatively small client base.

The company's weaknesses are also to do with its size. It will need to invest in training, to improve the skills base of the small staff. It'll also need to focus on retention, so it doesn't lose key team members.

There are opportunities in offering rapid-response, good-value services to local businesses and to local government organizations. The company can likely be first to market with new products and services, given that its competitors are slow adopters.

The threats require the consultancy to keep up-to-date with changes in technology. It also needs to keep a close eye on its largest competitors, given its vulnerability to large-scale changes in its market. To counteract this, the business needs to focus its marketing on selected industry websites, to get the greatest possible market presence on a small advertising budget.

Frequently Asked Questions About SWOT Analysis

1. Who Invented SWOT Analysis?

2. What Does SWOT Analysis Stand For?

SWOT Analysis stands for Strengths, Weaknesses, Opportunities and Threats.

3. What Can a SWOT Analysis Be Used For?

SWOT analysis is a useful tool to help you determine your organization's position in the market. You can then use this information to create an informed strategy suited to your needs and capabilities.

4. How Do I Write a SWOT Analysis?

5. How Do SWOT Analysis and the TOWS Matrix compare?

6. What Are the Biggest SWOT Analysis Mistakes?

Making your lists too long. Ask yourself if your ideas are feasible as you go along.

Being vague. Be specific to provide more focus for later discussions.

Not seeing weaknesses. Be sure to ask customers and colleagues what they experience in real life.

Not thinking ahead. It's easy to come up with nice ideas without taking them through to their logical conclusion. Always consider their practical impact.

Being unrealistic. Don't plan in detail for opportunities that don't exist yet. For example, that export market you've been eyeing may be available at some point, but the trade negotiations to open it up could take years.

Relying on SWOT Analysis alone. SWOT Analysis is valuable. But when you use it alongside other planning tools (SOAR, TOWS or PEST), the results will be more vigorous.

How to Use a SWOT Analysis

Use a SWOT Analysis to assess your organization's current position before you decide on any new strategy. Find out what's working well, and what's not so good. Ask yourself where you want to go, how you might get there - and what might get in your way.

Once you've examined all four aspects of SWOT, you'll want to build on your strengths, boost your weaker areas, head off any threats, and exploit every opportunity. In fact, you'll likely be faced with a long list of potential actions.

But before you go ahead, be sure to develop your ideas further. Look for potential connections between the quadrants of your matrix. For example, could you use some of your strengths to open up further opportunities? And, would even more opportunities become available by eliminating some of your weaknesses?

Finally, it's time to ruthlessly prune and prioritize your ideas, so that you can focus time and money on the most significant and impactful ones. Refine each point to make your comparisons clearer. For example, only accept precise, verifiable statements such as, "Cost advantage of $30/ton in sourcing raw material x," rather than, "Better value for money."

SWOT Analysis Tips

Here are four tips for getting more out of a SWOT analysis:

1. Be specific. The more focused and accurate you are about the points you write down, the more useful your SWOT analysis will be.

2. Work backwards. Experiment with filling in the four sections of your SWOT analysis in a different order, to stimulate new ways of thinking. Working backwards, in particular, from threats to strengths, may cast new light on the situation.

3. Get together. Highlight the most useful people to contribute to your SWOT analysis, then gather information and ideas from them all.

4. SWOT your competition! To stay ahead of your competitors, carry out a regular SWOT analysis on them. Use everything you know about them to evaluate their situation, and use SWOT analysis to plan your competitive strategies accordingly.

SWOT Analysis Infographic

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SWOT Analysis With SWOT Templates and Examples !

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SWOT Analysis is a simple but powerful framework for analyzing your organization's strengths, weaknesses, opportunities, and threats. Includes template. Access on-demand resources, expert videos by becoming a Mind Tools member now!!

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I found this picture tube quite humoring while also being quite ironic. I believe it is ironic because we are so reliant on the use of technology that these two are oblivious to the fact that decision making and planning are interrelated.

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The Business Dictionary provides a great educational video of the foundation of organizational structure and gives brief descriptions of the job titles involved in the example company. They do a great job of explaining in the video the hierarchical order of the different positions and how they contribute to the companies goals. It is a great audience friendly video that I found to be very helpful in understanding the structure.

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Not that this cartoon holds very much educational value, it does however, speak to many of us students currently taking classes. It is quite comical in nature and implementing complaining into our planning process when it comes to completing work, relates to the majority of us.

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This cartoon intrigued me because is most cases this is very true. It is telling the audience that the employees are doing the grunt work while upper-level management takes all of the credit. While not all companies do this and instead are very employee-focused, there most definitely are companies that do.

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This is the chart that I would reference when it came to retaining the knowledge on divisional structure in an organization. The structure is well laid out and easily read by the audience so that it can be understood effectively. I was having a little bit of difficulty distinguishing the matrix structure and divisional structure and this really aided me well.

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Gill Corkindale gives his feedback and rationale on the importance of organizational design and structure within organizations. He also backs this up with factors that will negatively affect an organization if the proper actions are not taken toward this matter.

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One of the wonderful things about being a coach is that I meet hundreds of executives who freely share their business and leadership challenges with me. As well as helping me understand how hard it is to run an organization, they show me how they are managing to adapt - or not - to changing organizational structures.

A constant theme during meetings over the last three years has been how globalisation and the economic crisis have forced organizations to rethink their strategies and change they way they operate. From what I can gather, much of this has been "on the hoof," with companies switching their focus from markets to products or competitors, rather than looking at the big picture. This can result in lots of piecemeal change initiatives rather than looking at the overall organizational design.

I rarely come across leaders who advocate wholesale organizational redesign or use it as a way to support their people and business. When organizational strategy changes, structures, roles, and functions should be realigned with the new objectives. This doesn't always happen, with the result that responsibilities can be overlooked, staffing can be inappropriate, and people - and even functions - can work against each other.

Often, I see little more than a traditional hierarchy flattening out, perhaps broadening into a matrix structure in parts of the organization. More often than not, though, the hierarchy remains embedded in the "new" structure, which can cut across its effectiveness and leave people confused. Worse, organizations rarely show people how to operate in a new structure, which can also undermine effectiveness.

Many of my clients tell me that they find it increasingly difficult to operate within outdated or dysfunctional structures. My prevailing impression is that organizations either overlook the importance of organizational design or simply don't know what to do.

This isn't surprising since the subject is complex and often poorly explained by academics and consultants, finding a practical approach to organizational design can be difficult, although some business schools are attempting to simplify things (pdf).

It is also a pity since structure dictates the relationship of roles in an organization, and therefore, how people function. An outdated structure can result in unnecessary ambiguity and confusion and often a lack of accountability. Structures can be complicated: one British bank where I coach has a clear hierarchy at the top but a complex matrix structure further down which, according to my clients, allows some managers to dodge their responsibilities while others can move troublesome staff around or "exit" them easily.

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

Here are some of the stories I have come across recently - if you have experienced anything similar or have different insights, it would be useful to hear them in the coming week. Any suggestions for pushing back or reshaping unnecessarily complex or outdated organizational structures are also welcome!

The "unworkable" job: a Swiss engineer told me that his boss had bolted on so many parts to his original role that it was becoming impossible to do his work as one part of his role contradicted the other. Moreover, he was stretched beyond his limits by the scope of the role and the fact that he had to operate across several time zones.

Politics: a Hong Kong retail executive said his role was "schizophrenic" because he was required to influence a group of internal stakeholders who had been instructed by their boss not to co-operate with him. The anomaly was the result of historical turf wars between his boss and his boss' peer: the latter had used his influence to restructure the department and bring it under his control.

Over-regulation: a British banker explained how he was required to get approval from so many people for a major project that he wasted six months trying to get it off the ground, severely limiting his ability to compete in the market.

Applying for your own job: a French executive of an international food company explained how a new chief executive wanted to make his mark by restructuring the group. The exec made people apply for their own jobs, and determine who was redundant.

Cultural clashes: I once worked in a consultancy firm where a sizeable group of people still defined themselves by the organizational culture of a company that was taken over 20 years before. This group made a point of working against the new culture and subverted the company in small and far-reaching ways.

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The Importance of Organizational Design and Structure

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One of the wonderful things about being a coach is that I meet hundreds of executives who freely share their business and leadership challenges with me. As well as helping me understand how hard it is to run an organization, they show me how they are managing to adapt - or not - to changing [...]

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RN Productions shares a quick video on the difference between leaders and bosses. While the video does not go into depth on the matter, it does provide the audience with many real-world examples of the difference between the two.

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Another comical cartoon depicts two employees with teabags stating "I understand how HR thinks, but was it necessary to replace our coffee with diversitea".

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The cartoon is poking fun at Human Resource Management and portraying the HR Manager recruiting based on the organization's needs. I thought it was funny and I felt the need to include this on my wall.

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Susan Heathfield wrote an interesting article on Human Resource Management, especially how Human Resource Managers are more than just hiring and firing managers. She informs the audience of the function of the managers and what the new expectations of the HR members has grown to become compared to the past.

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Human resource management is the organizational function that manages all issues related to the people in an organization. That includes but is not limited to compensation, recruitment and hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, policy administration, and training.

Learn more about what human resource management is and how it works.

What Is Human Resource Management?

Human resource management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Done well, it enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

The department members provide the knowledge, necessary tools, training, administrative services, coaching, legal and management advice, and talent management oversight that the rest of the organization needs for successful operation.

Alternate name: Human capital management

Acronym: HRM

How Does Human Resource Management Work?

HRM staff members are partially responsible for ensuring that the organization has an overall mission, vision, and values that are shared and provide an overarching reason for employees to want to work for their organization. These elements can be inspirational and help employees feel as if they are part of something that is bigger than themselves.

Additional activities sponsored by HRM can include employee and community outreach. They are frequent mentors and members of employee teams that address philanthropic giving, employee engagement activities, and events that involve employee families.

HRM functions are also performed by line managers who are directly responsible for the engagement, contribution, and productivity of their reporting staff members. In a fully integrated talent management system, the managers play a significant role in and take ownership of responsibility for the recruitment process. They are also responsible for the ongoing development of and retention of superior employees.

HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. The HRM function is now expected to add value to the strategic utilization of employees and to ensure that employee programs recommended and implemented impact the business in positive measurable ways.

Employees who work in HRM must also help keep their employer and company safe from lawsuits and the resulting workplace chaos. They must perform a balancing act to serve all of an organization's stakeholders: customers, executives, owners, managers, employees, and stockholders.

Requirements for Entering Human Resource Management

Those wishing to enter the field of HRM usually need at least a bachelor's degree in human resource management or a related field, such as business management. Some employers may also require candidates to a master's degree in business administration, human resources, or labor relations.

Special certification isn't always necessary to get a job in HRM, but it can help candidates stand out, and some employers may require it. Several professional associations offer these types of certifications:

The Society for Human Resource Management (SHRM) offers the SHRM Certified Professional and SHRM Senior Certified Professional programs.

The HR Certification Institute (HRCI) offers several certifications, including Associate Professional in Human Resources, Professional in Human Resources, Senior Professional in Human Resources, and Global Professional in Human Resources. HRCI also offers micro-credential programs on several topics.

WorldatWork also offers several certifications in the categories of Compensation, Executive Compensation, Sales Compensation, and Benefits.

International Foundation of Employee Benefit Plans offers certificates in many areas as well, including benefits and health and welfare plans.

The amount of experience needed depends on the preference of the employer, but most manager-level HRM positions require several years in the field.

The soft skills employers usually require in HRM candidates include leadership, communication, decision-making, organizational, and interpersonal skills.﻿﻿

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Human resource management is the organizational function that manages all issues related to the people in an organization. That includes but is not limited to compensation, recruitment and hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, policy administration, and training. Learn more about what human resource management is and how it works.

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The cartoon depicts what a leader should be; an individual who people gravitate toward and look to for advice and guidance.

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The video provided by Monash Business School gives a great explanation on the role of Human Resource Managers and their importance to a successful organization. It really gives the audience an inside look on how important Human Resource Managers really are, as they are the members that recruit prospective employees that will eventually affect the organization in a positive or negative way.

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This picture was chosen because it gives a visual example on the characteristics of a good leader and puts a picture to the material that we are learning that helps me retain the written knowledge that we read in the chapters.

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Rebecca Hourston writes a very interesting article on how people can be effective leaders in their own style. It is an article that I believe anybody should read, because it is all about how you as the reader, wants their leadership to be known for.

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By Rebecca Hourston

If you've ever been led by a Mushroom (everyone's in the dark), a Seagull (swoops in, squawks and dumps), or a Kipper (two-faced and gutless), you'll be all too aware of the leadership style you don't want to be known for.

Fortunately, the simple fact that you are reading this article instantly places you in an elite minority that is actually thinking about what you do want your leadership style to be known for. The vast majority just go to work and get on with it, in whatever style comes to them by default.

While this isn't necessarily a bad thing (there will always be certain strengths to your default style), failing to actively develop your leadership style will deny you full range and maximum effectiveness. And it means that certain situations will be a lot harder to handle.

Style and Substance

The substance of what you do-the result you deliver-is pretty fundamental in today's economy. But working on the way that you do it is what will launch you into a different sphere of success altogether-even if you already count yourself as pretty successful.

The leadership style you choose to use (and yes, to a great extent, it is an active choice you can make) has a direct impact on the result you achieve. It is what makes you memorable to others and fulfilled within yourself.

Redefining What's "Best"

So what can you do to develop your own leadership style into one that will be highly prized? Here are seven steps to selecting the best leadership style, with tips for putting those steps into action.

1. Be Bold

Boldness is an essential for leading upwards. To grab the attention of your bosses, you need to swallow a bold pill and confidently make your point with as little padding as possible.

Few would describe industrialist Richard Branson, founder of Virgin Records and Virgin Atlantic Airways among others, as a great communicator. But a great visionary-absolutely. His boldness can be breathtaking. And most of it stems from not giving a damn about what others might think of him.

"Have a bit of personality," advises Karen Bosher, Head of Stores for the Mothercare Group's Southern UK region. "Courage fueled by a high degree of integrity and a dose of good judgment should give you the confidence to stand out."

"Be proud to apologize-I've found that shift in mindset really frees me up to challenge, take risks, and dare to make mistakes," she adds.

Review where you've been holding back in your leadership. What elements of your personality could you allow to shine through more? Where could you be bolder?

For one week, at the end of each day, make a list of 3 to 5 things that worked well about your style of leadership. Actively use them more the following week.

2. Be Strengths-Savvy

Daniel Goleman, the pioneer of Emotional Intelligence (EQ), conducted in-depth research on leadership style across the top two percent of leaders in 500 global firms and identified several broad styles of leadership (visionary, affiliative, coaching, democratic, directive and pace-setting).

Get to know your signature leadership style inside-out. Heighten your awareness of what you're good at, and consciously play to your natural strengths as much as possible.

Ask five colleagues what they consider to be the strengths of your leadership style.

Buy a copy of Strengths Based Leadership by Tom Rath and Barry Conchie, and take the online StrengthsFinder test it contains to identify your signature leadership themes.

3. Stretch Your Leadership Style

Alongside playing to your strengths, actively work to stretch into the leadership style(s) you find harder.

Goleman's EQ research findings in a nutshell: the most successful leaders can consciously draw on and seamlessly integrate all leadership styles, dependent on the situation. One size definitely does not fit all.

Masculine working environments tend to spawn quite a directive and pace-setting style. If this is not your natural approach, but is required within your job, find ways to blend your natural style with your "stretch style" so you're not putting on an act.

Dr. Samantha Collins, Aspire CEO and Founder, recently trained to be part of the Save The Children emergency relief team, and found that her natural coaching/affiliative style was not enough in moments of crisis.

"I needed to be incredibly directive and punchy-forceful, even," she reflects. "But what worked best for me was to give clear directions in as human and humorous a way as I could, so that the job got done more effectively but I didn't feel I was selling out on myself."

Blend with your team's leadership strengths to best advantage. "The best leaders are not well rounded...[but] the best teams are," says Tom Rath of Gallup, which has surveyed over 3 million people on the topic of leadership style and strengths.

Identify your leadership style stretch areas, and find ways to authentically blend them with your natural style.

Review the blend of strengths in your team or organization. Who on your team has strengths that particularly complement your own leadership style, and how could you use these better?

4. Be "Going Somewhere"

Call it being visionary, call it setting direction, call it having a compelling point-creating hope for the future and helping people see the way forward is one of the top four basic needs of followers, according to Gallup's latest research.

Recent studies by the Hay Group concur that to be a great leader, alongside being trustworthy, you simply must be able to communicate a vision of where you and others need to go. Not only will this inspire confidence downwards, among your team, it will also increase your impact upwards, among your bosses.

Build your external network and read widely. You need a solid grasp of what's happening outside your organization or department in order to create a bigger-picture vision.

Draft and communicate. It doesn't have to be perfectly worded from the start. You won't be considered visionary unless you get the word out.

5. Be Follower-Focused

The best leaders are human and socially conscious. Recognizing the contribution of others and giving the team room to innovate is the best way to lead into a more resilient future.

Consider "Why should my team be led by me?" Notice what you already bring them, and what they need more of from you to bring out their best.

Ask yourself, "What can I give my team today?"

6. Be Balanced

Strive for sustainable thought and action. The "do it and be damned with the consequences" approach may still be going on around you, but great leaders know that it won't wash long term.

Ask yourself, "What might the unintended impact of my/our action be?"

Balance yourself. Prioritize the things outside work that keep you sane by creating "golden time" in your calendar that can't be touched.

7. Be True to You

lists 8.5 million web pages that all claim to have "the best" chocolate cake recipe. Presumably each is somebody's favorite!

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7 Steps To A Truly Effective Leadership Style

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By Rebecca Hourston If you've ever been led by a Mushroom (everyone's in the dark), a Seagull (swoops in, squawks and dumps), or a Kipper (two-faced and gutless), you'll be all too aware of the leadership style you don't want to be known for. Fortunately, the simple fact that you are reading this article [...]

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This cartoon is making a reference to the changing times in today's economy. Since we are now stressing so many other factors such as diversity, creativity, and social responsibility, the cartoon pokes fun by saying "does anybody remember what it is we are supposed to manufacture and sell?"

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Management Study Guide provides an article on operations and production management. The article breaks down production and operations management separately and also provides the differences between the two that was beneficial this module.

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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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Ray-Anne Thorn provides an article on control and the importance of control in the production process. She provides examples on the importance of control and without it, leads an organization to failure.

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Take a step back now... Can you see, in full view, the tireless work involved in good management? Many think, now is the time to relax; I doubt that Ray Kroc ever thought that. The minute you let your guard down, a bit of control is lost, motivation drops below sea level, organization slips a bit, and a plan becomes dusty and forgotten.

Do not think for one minute that the job of management is ever complete.

Continual evaluation of a plan under-way results in controlling the plan and the organization of that plan. All angles must be viewed and reviewed. Feedback from those involved is crucial for the validity of the pursued direction. Charted progress and weighed achievement is a necessity when review is in full swing. Structured meetings of the many minds such as cross-functional teams, executive leadership, and departmental kumbayas become the display case for project and/or product analysis. These essential gatherings chart time and development, as well as reveal shortfalls in predetermined timelines, budgets, or sightedness.
Controlling the spin of any project controls the potential for failure or missed marks.
This function -- the function of Control -- allows for resolution and change that is compulsory. How is it that nearly 90 percent of all technology startups fail? Poor management! Think about it, poor management results in failed businesses, lost capital, time vanished, and considerable heartache. Eighty percent of all start-ups fail by year five. That is a considerable amount of time invested in a project, business, or department. How is this possible? The answer is still poor management.

Let's talk a bit about poor management. CEOs, directors, or ,anagers are responsible for managing the resources, namely people and money. If a manager fails to properly manage an employee, he fails the system. If a CEO/president fails to manage the capital, he fails the system. If an employee fails to meet a deadline or falls into bad habits (like overspending), the system fails, not just the employee. The parts are all interrelated. It is a system.
Mismanagement of Money and/or Mismanagement of People = System Failure.
Control. This follows the plan, is preceded by the organization, and is in line behind directing/motivating. Crisis prevention and issue aversion are part of the ongoing process of management: this doesn't have an end date. Marketing Projects, Product Development, Sourcing and Recruitments or Staffing assignments may have deadlines or necessary completion dates but the "business" does not.
You are only as good as your last project.
When you hit a stumbling block, recall these basic functions.
1. Did you plan well, enough?
2. Did you carry out the plan?
3. Was there impetus to drive completion?
4.Were the steps monitored and controlled?
"The conventional definition of management is getting work done through people, but real management is developing people through work." ~Agha Hasan Abedi
Defining the Functions of Management: Plan, Organize, Motivate and Control
Function 1: Planning is a Vital Part of Business Success
Function 2: Planning Begats Organization
Function 3: Ne, plan, planning, organxt up to Bat? Motivation

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Control: A Function Of Management That Prevents The System From Failing

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Take a step back now... Can you see, in full view, the tireless work involved in good management? Many think, now is the time to relax; I doubt that Ray Kroc ever thought that. The minute you let your guard down, a bit of control is lost, motivation drops below sea level, organization slips a bit, and a plan becomes dusty and forgotten.

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This video is a powerpoint style lecture that gives the audience a run down on quality and productivity management. Based on the information provided in the video, the audience can see how these two are interrelated.