Category "Management & Leadership"

  • Strategic Importance of Information

    Information is organized data that can influence one's decisions, choices, and behaviors. Organizations need to have effective information technology systems and successful information management, so that managers have the knowledge they need to make good business decisions. This can help a company achieve the first-mover advantage that lets them be the first in an industry to use new information technology to substantially lower costs or to differentiate a product or service from that of competitors.
  • Primary Methods of Control

    Control is the organizational process that creates standards towards achieving company goals, compares the actual company performance to the standards, and then takes action to correct deviation from the standards to restore performance. Bureaucratic control is top-down control where managers influence employee behaviors by rewarding or punishing them. Objective control is the use of observable measures to assess work performance and influence behavior. Normative controls occur when everyone in the company shares the same values and beliefs to guide their behavior and decisions.
  • What to Control?

    Control is the organizational process that creates standards towards achieving company goals, compares the actual company performance to the standards, and then takes action to correct deviation from the standards to restore performance.
  • Foundations of Control

    Control is an organizational process that creates standards towards achieving goals, compares the actual company performance to the standards, and then takes action to correct deviation from the standards and restore performance. Control is a continuous, dynamic, cybernetic process. When performance deviates from the standards, managers analyze the deviations and create and execute plans that should achieve the desired performance and meet the preset standards.
  • Situational Approaches to Leadership

    Situational leadership theories view leadership as a process, with leaders and followers filling roles within the organization. Contingency theory states that, in order to maximize work group performance, leaders must be matched to the right leadership situation. Path-goal theory states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
  • Transformational Leadership

    Transformational leadership is a leadership theory that states leaders act as change agents for organizations. They do this through a three-act process that takes both the organization and individuals from the past to the future. It also occurs in a terms of the technical, political, and cultural frameworks, with each framework being equally important to the organization. Transformational leadership enhances the motivation, morale, and performance of followers through a variety of mechanisms.
  • The Communication Process

    Communication is the process of transmitting information from one person or place to another. Some of it occurs via a formal communication channel that is the official channel that carries organizationally approved messages and information. Other messages are transferred through the grapevine, which is the transmission of messages from employee to employee outside of formal communication channels. Managers frequently use one-on-one communications as the couch and counsel their workers. No matter the vehicle, all communication is impacted by nonverbal elements.
  • Communication Perceptions

    Communication is the process of transmitting information from one person or place to another. Much of what people understand during communications is colored by their perceptions. Perception is the process by which individuals attend to, organize, interpret, and retain information from their environments. Perception creates communication problems for organizations because people exposed to the same communication and information can end up with completely different ideas and understandings.
  • Organization-Wide Communication

    Although managing one-on-one communication is important, managers must also know how to communicate effectively with a larger number of people throughout the organization. Electronic communications make it easier for managers to communicate with people throughout the organization and to get their message out. Organization-wide communication also means finding ways to hear what people throughout the organization are thinking and feeling. Of all the communication vehicles available, the use of email has revolutionized the way the working world communicates.
  • One-On-One Communications

    Communication is the process of transmitting information from one person or place to another. Coaching and counseling are two kinds of one-on-one communications regularly executed in the workplace. Sometimes messages are poorly communicated simply because they are delivered using the wrong communication medium, which is the method used to deliver a message. Most people think they are good listeners, but the reality is that most people, including managers, are terrible listeners; this should be overcome because listening is an important management skill.

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