6 Reasons Not to Get an MBA

You don't need to earn an MBA to get the expertise you need. Real-world business experience is not only an education, it's a path to learning how to be a leader.


1. You don't have the time.

The amount of time required to receive enough credits to get the degree is a big hurdle for me in my current position. Most MBA programs are two-year commitments. If I were to enroll in a part-time MBA program to accommodate my work schedule, the degree would take me considerably longer to complete.


2. You don't have the money.
 
The average cost of a traditional MBA program is estimated at $40,000 for one year, according to MBAprograms.org. Online MBA programs from prestigious institutions aren't any cheaper. Though I have found some inexpensive online MBA programs, I can't help but wonder about the quality of their curricula. For more information on the cost of MBA programs, check out this link.


3. The subject matter puts you to sleep faster than a Xanax.

Since I was a young kid, I've been interested in technology and consumer electronics. That's what I tinker with. My interests don’t lie in reading The World is Flat, though I have read that book, and understanding outsourcing as a whole is important to me because I outsource to the Ukraine. But I have enough firsthand experience with outsourcing and globalization that I don’t see the need to sit through a class on it, which leads me to my next point.

4. You prefer real-world, hands-on experience to academic study.

I'd rather learn what I need to know about business by working than taking classes. In most classes, you deal with the theoretical. That's not my world: I have to deal with actual business and customer requirements. I get more out of doing than studying.

I've seen a lot of people come straight out of school with theories of how things should work but who lack real ideas on how to implement or upgrade a business process using IT. Those skills certainly aren't part of a business curriculum, yet that's precisely what you need to know as an IT professional. Personally, I get more benefit out of articles from CIO, for instance, that showcase the projects actual business and IT executives are working on than I'd get out of going to a class and hearing a lecture on change management. I'd prefer to learn about CRM or BPM from existing IT leaders than get the theory in an MBA program. It's quicker and easier for me. I believe that I've been able to get where I am today—in the CTO post of a growing software company at age 33—because I've been able to grasp certain business concepts, like sales and marketing, and integrate them with my technical knowledge.

5. An MBA won't teach you everything you need to know to be an effective IT leader.

Sure, an MBA will teach you about strategy, operations, finance, marketing and sales. But it won't teach you the soft skills that are critical for effectively managing staff and influencing colleagues. Nor will the MBA teach you how to navigate corporate politics—another extremely practical and important competence for successful IT leaders.

6. To be an IT executive, you really need to know technology first and foremost.

All of this talk about the importance of the MBA degree for IT executives puts too much emphasis on business knowledge. The reality of what I have to do every day is this: I have to make a variety of different systems work and talk to each other. I have to enable to the business. I certainly have to be able to talk to the business, but if I don't understand how my systems work, there are going to be cost overruns and project failures. Two-thirds of all software projects fail because they're mismanaged by business people who don't emphasize what actually has to happen to make technology work. The fact that the technical skills associated with integrating IT systems is de-emphasized over having business skills, especially in large enterprises, is one of the leading causes of IT project failure. That's a big sticking point for me. It proves that business knowledge does not translate into IT knowledge. IT knowledge, on the other hand, is applicable to any business, regardless of industry. You have to understand IT to run IT.

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Degree: Associate Degree

An associate degree is a postsecondary degree awarded to students who have completed an associate degree program. Most associate degrees can be earned within two years, though there are some programs that can be completed in as little as one year.

Where to Earn an Associate Degree
An associate degree can be earned from community colleges, four-year colleges, universities, vocational schools, and trade schools. Many institutions offer students the option of attending a campus-based program or earning their degree online.

Reasons to Earn an Associate Degree
There are many different reasons to consider earning an associate degree. First off, an associate degree can lead to better job prospects and a higher salary. Second, an associate degree can provide the occupational training your need to enter a specific business field. Other reasons for earning an associate degree: Most associate degree programs have reasonable tuition. Most of the credits earned in an associate degree program can be transferred to a bachelor degree program. Employers often hire applicants who have associate degrees over applicants who have high school diplomas. In only two years, you can acquire the necessary training to enter some of the fastest growing business fields. Associate Degrees vs. Bachelor Degrees
Many students have a hard time deciding between an associate degree and a bachelor degree. Although both degrees can lead to better job prospects and higher pay, there are differences between the two. Associate degrees can be earned in less time and with less money--bachelor degree programs typically take four years to complete and come with a higher tuition tag.

Both degrees will also qualify you for different types of jobs. Associate degree holders are usually qualified for entry-level jobs, while bachelor degree holders can often get mid-level jobs or entry-level jobs with more responsibility.

The good news is that you don't have to decide between the two right away. If you choose an associate degree program that has transferable credits, there is no reason why you can't enroll in a bachelor degree program later on.

Choosing an Associate Degree Program
Choosing an associate degree program can be difficult. There are more than 2,000 schools that award associate degrees in the U.S. alone. Once of the most important considerations is accreditation. It is essential that you find a school that is respectable and accredited by the proper institutions. Other things to consider when choosing an associate degree program: The courses the program offers The reputation of the faculty The quality of the school's academic facilities and/or career services program The cost of tuition The likelihood that you will be able to transfer your credits to a bachelor degree program Explore This Topic Further Associate Degree Information - Visit AssociateDegree.org to learn more about the application process for associate degree programs and the different types of associate degrees that are available. Earn an Online Associate Degree - Visit Jamie's Distance Learning Blog to learn more about earning an associate degree online. Business School Directory - Visit the Business School Directory to find associate degree programs online and in your state.

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10 Reasons Why You Should Get an MBA

1. It gives you credibility with your business peers.
Having an MBA demonstrates your commitment to the business because you've invested the substantial time and energy required to obtain the degree. It shows that you value the business perspective and recognize that the technology you implement, support and develop is intended to enable business activities and is not an end in itself. An MBA also indicates that you've mastered a certain level of knowledge in business management, which gives you the ability and confidence to speak on equal terms with executives outside of IT. Because IT touches nearly every part of the modern business enterprise and because IT managers are increasingly involved in business processes, the MBA adds credibility to your perspective when you're discussing technical solutions to business problems with your colleagues.

2. It teaches you to think like a business person.
As technologists, we're used to thinking in a linear and logical fashion: “If this, then that.” This logical mindset is essential to writing good software, troubleshooting technical problems and managing projects. Business people, on the other hand, tend to think in terms of strategies and value, and human (customers and investors) reactions. The business perspective, by its nature, tends to rely more on estimation and trial and error. The ability to think like a business person is critical for technology managers, especially those of us who wish to position IT strategically within the company. We need to know how to plan, design and build an information architecture that is capable of supporting the business as it adapts to a changing marketplace. Without this business mindset, a CIO is at risk of creating an IT department that is too rigid, too slow or too restrictive to fully support the company’s needs.

An MBA teaches you to look at problems and opportunities holistically. It also provides analytical frameworks, such as risk assessments, cost-benefit analyses and strategic plans, that you can apply to any problem or opportunity you encounter, whether in or beyond IT. The business mindset that an MBA gives you becomes habit because you use those frameworks repeatedly in a rigorous academic environment, and you see how they can be applied in a variety of situations from one course to another.

3. An MBA is your ticket to the inner circle.
Many CIOs are concerned about not having a seat at the table. That's because IT is often regarded as tactical and not strategic, and because business leaders are not usually ready to talk about tactical technology solutions in the early stages of planning any business initiative. If you as an IT manager have an MBA, you're seen as having more to offer than just your knowledge of technology.

Indeed, you do have more to offer because you possess that broad business mindset, and your colleagues recognize your value by asking you informally for your perspective on their problems and formally to lead up committees that aren't technology-related. For example, I recently had a conversation with the associate vice president for auxiliary services at Christopher Newport University. He was trying to determine the best locations for serving lunches to students based on where they lived. I suggested that he might be better off syncing up lunch locations with the places where students had classes around lunchtime. He liked the idea and wanted to move forward with it. We then began to discuss marketing and sales analysis ideas for the university bookstore.

My exchange with the associate vice president for auxiliary services is notable not because my idea was so brilliant, but because the conversation happened in the first place. When you have those conversations with your business counterparts and start offering insight, they will think of you the next time a strategic issue comes up and they'll be far more likely to get you involved in conversations early on. I've experienced that at Christopher Newport University and at my previous employer, the College of William and Mary, where I was asked to lead an effort to develop a formal donor-prospecting process for our fund-raising efforts. This process was a hugely critical component of an impending fund-raising campaign. Even though this process wasn’t technology-based, I was asked to lead it because of the credibility I had as a business person.

4. You will communicate better with your business colleagues.
IT professionals use a lot of jargon as shorthand when we’re communicating among ourselves: RFID and WEP, access points and ACLs, object code, executables and DLLs. Each of the business functions (such as sales, marketing, accounting, auditing, risk management and human resources) has its own jargon, which represents equally complex ideas or processes. In business school, you learn the distinct languages of those functions. You learn, for example, the difference between cash-based accounting and the accrual method, earned value and net present value, suspect and prospect, guerilla marketing and viral marketing, and situational interviews versus behavioral interviews.

When the CFO of Christopher Newport University discusses with me the cost of switching from a cash-based accounting method to an accrual method, I know she’s referring to the large write-off associated with booking expenses and income when they are incurred as opposed to when money changes hands. I understand that this one-time expense occurs because we’d have to book a bunch of expenses in the current year that normally don’t get booked until the next year. And I know this because I learned in business school what the terms mean as well as the implications of each approach. My knowledge of different accounting methods allows me to be an active participant in business conversations. The CFO doesn't have to explain things to me. Even better, I don't have to nod my head as if I understand what the CFO is saying, only to Google the terms later. More importantly, I can use the business function's own terminology to explain to my business colleagues the impact of technology. Using a language with which they are comfortable makes it easier for me to explain technical details to them and to get their support.
Finally, the MBA experience will change the language you use in conversation with business people. Before I got my MBA I’d enter a conversation by asking, “How can we solve this problem with technology?” Now I start by saying, “How does it make sense to solve this problem?” because technology isn’t the solution to every problem.

5. An MBA better prepares you to solve business problems.
We're in the process of implementing credit card processing on campus at Christopher Newport University. When we are discussing the impact credit card processing will have on the general ledger and the reconciliation process, I'm not lost. Because I studied accounting in business school, I can assist with technical and process automation solutions because I know what the university is trying to accomplish, what can be automated, and what needs to be reviewed and audited. Thus, I've made meaningful contributions to this project.

6. You'll learn how to read and interpret business statements.
The MBA curriculum teaches you to understand and interpret financial statements, marketing plans, market analyses, audit reports and business development plans. Knowing how to read a financial statement is important when, for example, you are evaluating a vendor's financial health. Knowing how to interpret marketing plans and market analyses will help you identify a vendor’s strengths and overall strategies to see if the vendor can or will continue to be able to meet your needs. It's also helpful when trying to understand your own organization's operating environment: The better you understand the way your company is moving, the better able you'll be to position the IT department in front as opposed to being dragged along behind. Being in front, on the leading edge of change, is more fun and will make the IT department much more valuable to the company.

7. An MBA can give you an opportunity to deepen your technical expertise.
While working on my MBA, I had to write numerous papers, so I took each opportunity to explore the application of different technologies in business. One time, I wrote a paper on ERP that distilled best practices for implementing the system successfully. This paper helped me get my current job because Christopher Newport University was in the process of implementing an ERP system and needed someone with deep ERP expertise. Both Christopher Newport University and the College of William and Mary have used my paper as an introduction to ERP implementations for staff working on the project.
I wrote other papers on enterprise reporting architectures, on Java’s position in the software development space and on the development of activity drivers in IT for activity-based costing. The process of writing each paper gave me greater insight into each topic.

8. You can apply business school classwork to your day job.
In one class I wrote a paper that investigated the value of training for the IT staff, and I used the research and arguments I developed in that assignment to convince management to approve a substantial training budget for my staff at William and Mary.
On another occasion, I developed a statistical analysis that identified giving patterns across different segments of William and Mary's alumni. In this analysis, I compared different categories of graduates and the frequency and amount they donated to the college. My analysis revealed that alumni who received their undergraduate degrees in business gave with the greatest frequency and donated nearly twice the average amount of other segments of the giving population. This particular group of alums had been managed by a centralized annual fund group for many years, but after I presented my findings, the business school lobbied for and received approval to appeal to those generous donors directly. The result was more fund-raising dollars for the business school and for the college overall. I would not have thought to explore this business issue of fund-raising had I not gone through the MBA process, and William and Mary might not have brought in more donations had I not uncovered these funding patterns.

9. You'll polish your written communication skills.
Because the MBA is a master's-level academic program, you generally have to produce a 20- to 30-page report for each class subject. In my program, the classes were only six weeks long, so every six weeks I had to demonstrate academic mastery of a given topic with each paper I wrote. The ability to research business topics and develop written comprehensive analyses quickly has been enormously helpful to me in my role.

10. You'll learn standard tools for organizing business activity and managing business processes.
Before working on my MBA, I looked at IT as a services organization that executed requests or commands rather than as a function that needs to position itself strategically inside an organization. The MBA gave me the tools, techniques and resources I needed to run IT like a business—things like risk management plans, performance plans, project management methodologies, steering committees, process maps and marketing plans. Since I obtained my MBA, I manage the IT function in a far more disciplined and strategic manner. I understand that my responsibility is to make IT a strategic asset to the business, and I’ve seen that once you start putting those tools and techniques into practice, the business starts to recognize IT as a strategic asset. It’s like a job promotion: You don’t get recognized for the work you’re going to do—you get recognized for the work you’ve already done.
All of these benefits can be attained through other means, other training or other experiences. While the MBA is expensive, requires a big emotional investment and can distract you from your day-to-day work, only the MBA can provide all of the above benefits in a relatively short time frame, in a comprehensive framework and with a lasting credential.

Thomas MacKay

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MBA Programs vs Executive MBA Programs

MBA Programs vs Executive MBA Programs. What's the Difference?

MBA Programs and Executive MBA Programs sometimes have a similar curriculum, but the class format and admission requirements vary.

Typically, the applicants to an Executive MBA Program must have a minimum of five years professional work experience. Executive MBA Programs are designed to meet the needs of upper level managers. Candidates are often evaluated based on what they will bring to the program. In most cases, taking the GMAT is not required.

MBA Program applicants are not required to have professional work experience, but they must take the GMAT. An MBA degree is essentially a general management degree.

Class format also differs between the two programs. In an MBA Program, students usually choose the classes they will take each quarter. In an Executive MBA program, students often complete classes in a step-lock method, attending courses with the same classmates for the duration of the program.

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Should I Get an MBA Degree Online?

If you have been thinking about getting your MBA degree online, you are not alone. The distance learning MBA has become a popular option for business professionals who do not have the time or desire to sit in a classroom for hours at a time. More than one in four higher education students now take at least one course online.

Types of Online MBA Degree Programs

There are two basic types of online MBA degree programs:

• All-Online Programs - These MBA programs make 100% of course materials available online. Students who are enrolled in an all-online program are never required to attend a campus-based classroom


• Combination Programs - These MBA programs combine distance learning with classroom learning. Some courses can be taken online; others must be completed on campus.

Most Popular Online MBA Degree Programs

Some of the most popular online MBA degree programs (based on the number of students who enroll each year) include the University of Phoenix online MBA program, the Edinburgh Business School online MBA program, and the U21 Global online MBA program.

Pros and Cons of Getting an MBA Degree Online

There are many pros and cons of getting a degree online. Pros include convenience, flexibility, and cost. Online MBA degree programs allow you to study at any time from anywhere. Costs can also be easier to handle because there is no need to commute or quit your job. Cons include the stigma and a lack of face-to-face networking opportunities. Although most employers are accepting of online degrees, there are some who prefer employees who were educated in a campus-based program.

Is It Hard to Get Accepted to an Online MBA Degree Program?

The answer to this question can vary depending on the school you apply to. Some schools, such as the University of Phoenix, have an inclusive approach which means that nearly everyone who applies can get accepted. Other schools, such as Warwick or Columbia Business School, maintain the same rigorous acceptance standards for all of their MBA programs--whether they are online or campus-based.

How Much Does an Online MBA Degree Program Cost?

The cost of online MBA degree programs can also vary wildly depending on the program you enroll in. Tuition and fees can range from as little as $3,000 per year to as much as $30,000 per year or more. A higher price tag does not always equal a better education--some schools simply charge more than others. The key is to find an online MBA degree program that is accredited so that you are eligible for scholarships, low-interest student loans, and other types of financial aid. You may also be able to receive tuition reimbursement from your employer to offset costs of both online and on-campus programs.

Karen Schweitzer

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Part-Time MBA Programs

Part-time MBA programs, also known as flex programs, were specifically designed for the working professional. Classes are almost always scheduled in the evening, because most part-time MBA students work during the day.

Finding Part-Time MBA Programs

There are many different business schools that offer part-time MBA programs. The quality of these programs vary; be sure to take time to research multiple programs to find the one that best suits your learning style and career goals. It is also important to find a program that is accredited. This ensures a quality education and a degree that will be valued by potential employers. See a list of the best part-time MBA programs in the U.S.

Duration of Part-Time MBA Programs

Part-time MBA programs usually take two to three years to complete, but may take up to five. Some part-time programs require fewer courses than full-time programs, while others require the same number. There are even a couple of business schools that offer accelerated part-time MBA programs, which allow you to earn your degree in a shorter amount of time.

Pros of Part-Time MBA Programs

Part-time MBA programs are wonderful for the student who needs to work. Because classes are scheduled outside of normal business hours, it is possible to achieve an education or further your career while you work full-time. And, if your employer offers tuition reimbursement, you can get your MBA for free.

Cons of Part-Time MBA Programs

Not all schools offer part-time MBA programs. You may be required to attend a school that is not your first choice. Also, if you plan to transfer to a full-time program at a later date, your credits may not be transferable. Read more about the pros and cons of part-time MBA programs.

Applying to Part-Time MBA Programs

Admission requirements for part-time MBA programs are very similar to the requirements seen in full-time programs. You will almost always need to fill out an application and submit undergraduate transcripts. You may also be asked to submit GMAT or GRE scores, essays, recommendation letters, a resume, and a personal statement. Some schools may also require an admissions interview.

Gaining acceptance to a part-time MBA program varies in difficulty depending upon the business school that you choose. Some school will accept nearly everyone who applies; while others limit admission to a select group of students who best meet the school's requirements. Read 5 tips for getting accepted to your MBA program of choice.

Paying for a Part-Time MBA Program

The cost of a part-time MBA program is similar to that of a full-time MBA program. In other words, tuition isn't cheap. You will have to be creative if you want to find ways to fund your education. The majority of students receive tuition assistance from an employer. If that isn't an option, you may be able to get scholarships or grants to cover part or all of your school fees. Another option to consider is peer-to-peer lending. This type of borrowing is often preferred by students who want to avoid high interest fees and strict credit checks.

If the above sources fail you, you can always apply for a low-interest loan from the government or a commercial bank that specializes in student lending. Of course, this type of lending could cost more in the long run. Try to borrow with caution and make sure that you are aware of your future financial obligations before signing on the dotted line.

Karen Schweitzer

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Online MBA Program

 Nowadays, there are many different types of MBA programs. Before making a decision, you should evaluate each and every one.

Thanks to technology and the Internet, it is now possible to get your MBA degree online. Distance learning MBA programs are rapidly increasing in popularity. Many business schools have recognized this and now offer distance learning programs to MBA students.

Program Advantages

An online MBA program is more flexible than any other because you can customize your class schedule. Online MBA programs also offer geographic flexibility, allowing students to attend class regardless of their location.

Program Disadvantages

Getting your MBA online does have its disadvantages. Distance learning is not for everyone. There is often little opportunity for interaction with other students and career placement services are almost non-existent. However, as the popularity of the online MBA increases so will the advantages.

Admission

The admission process for online MBA programs will vary depending upon the business school that you choose. Many distance learning programs do not require face-to-face interviews, but other application procedures are very similar to traditional MBA programs.

Karen Schweitzer

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One-Year MBA Programs

Nowadays, there are many different types of MBA programs. Before making a decision, you should evaluate each and every one.

Even though they are both full-time programs, one-year MBA programs are quite a bit different than their two-year counterparts. A one-year MBA program has very strict requirements for admission, both in academic training and work history.

Program Duration

One-year MBA programs usually last between eleven and sixteen months. Because school will be the priority during this time, one-year MBA programs are not for students who will be working full-time.

Program Advantages

When you are getting an MBA, a one-year program can save you considerable amount of time. It is especially perfect for students who wish to pursue specialized study that will help them advance in their current career or field. Most one-year MBA programs reduce core requirements and allow customization of courses through electives and concentrations.

Program Disadvantages

Unfortunately, some employers who require an MBA frown upon the one-year MBA. Do your research before choosing this program. Also realize that internship opportunities are much more limited within a one-year program.

Admission

One-year MBA programs have a very competitive admission process. Prerequisites include an exemplary academic record and/or work background.

Karen Schweitzer

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3 Steps for Creating Safety Plans - Small business

Small businesses know that insurance costs of all types continue to rise year after year. The growing cost for workers compensation, property and casualty coverage, and health plans, is often the number one concern of small businesses. But there are ways to keep premiums down. One easy and inexpensive way is to use safety plans to help reduce your claims, which in turn will keep your premiums down.

Step 1
Perform an inspection of your existing facilities and operations. Review your physical layout and the way your employees do their jobs. Look for lighting, electrical outlets, machine guarding and personal protective equipment. Try to identify risk factors that can lead to accidents, fires and other events that call insurance into play.

Your common sense alone may not be sufficient to help you identify potential hazards or to devise necessary solutions. Here’s where the help of your insurance agent or carrier comes in. According to Rich Kalina, senior vice president of commercial lines at General Casualty and Southern Guaranty Insurance Companies (www.gencas.com), the best place to start is with your local agent. Through the carrier, your agent has access to a wide array of resources to help in your safety plan efforts. For instance, you can be put in touch with the insurer’s loss control person, who can personally assist you.

Step 2
Create safety procedures.Devise a plan for safety. Include not only safe operations for machines and other obvious safety measures, but also plans for fire emergencies, severe weather and other contingencies that pose safety hazards.
Again, your agent or the carrier can provide you with reference materials or even help you draft your loss prevention procedures.

Start with tips on disaster-proofing your business from the Insurance Information Institute (www.iii.org/individuals/business/basics/disaster). Also use a preformatted program such as the Model Safety Program created by the Property Casualty Insurers Association of America (www.pciaa.net), which can be tailored to your needs. This free program is available through your agent or insurer.

Also check out resources available to you through the Occupational Safety and Health Administration (OSHA). While OSHA is geared toward the legal obligations of employers to provide safe working conditions, the dividend to employers in following OSHA standards is to reduce incidents and lower insurance premiums (go to www.osha.gov).

Small businesses can use OSHA’s consultation service to review their workplace conditions. OSHA will make recommendations for solving safety and health problems it identifies and provide training and education for employees. Other benefit: A one-year exclusion from a programmed inspection.

Step 3
Build in ongoing checks. Having a plan won’t prevent incidents if it isn’t used. Communicate the safety procedures to your staff. Explain the objectives of your program: to provide the safest possible workplace for your employees and to obtain savings on your insurance from this action.

Where appropriate, use safety training videos to educate your staff about procedures. These videos are usually available free of charge through your agent.

Monitor safety activities. Put someone in charge – yourself or someone else – to see that procedures are followed. Learn from your mistakes. Accidents will undoubtedly continue to occur despite your best-laid plans, but analyze what went wrong so it won’t happen again.

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20 Tough Questions

20 Tough Questions you should be asking about YOUR workplace

More and more these days, managers are concerned with worker morale, after more than a decade of mergers, acquisitions, restructuring and downsizing we are finally beginning to notice than stressed-out, burned-out employees are not exactly able to provide world-class continuous improvement and dazzle-em-with-delight customer care. As customer loyalty (a highly profitable strategy) becomes harder to capture we need to start paying a great deal of attention to the work environment we provide for our workers.

Businesses all over America are waking up to the notion that in order for employees to provide the level of "caring" they want the customers to experience, companies had better start caring more about providing a work experience that is rewarding and even fun.

Little by little, as we dismantle the hierarchical "institutional" environments of business past, and managers get closer to their workers as well as their customers, the workplace is becoming more humane. And empathy begets empathy. When workers feel their needs are met, the easier it is and more willing they are to meet the needs of the customer.

I say, "If you want to create more value in the marketplace, you need to create more value in the workplace." So here are 20 Tough Questions for you to take to your next management meeting to raise the issues and raise the consciousness of your organization.

Pick one or two or ten and use them provocatively to stimulate thought and even a little conflict -- get the blood going. Remember, a "21st century mind" questions old assumptions and models and looks for ways to continuously improve. The questions: Is the level of trust in our organization high or low?
How do we help individuals cultivate a feeling of pride in their work?
When we delegate responsibility, do we also delegate authority along with it?
Is a participative process in place that encourages employees' input in matters that effect their future?
Knowing that creativity and innovation are critical in a globally competitive economy, is training and development an important part of our strategic plan?
What methods do we use to show people we appreciate them and their work?
What mechanisms are in place to reward the kinds of customer-caring behavior we want to see repeated?

Do employees really believe that open and honest communication on their part will not damage their careers here?

What are we doing to encourage people to constantly think "continuous improvement"?
What flexible work practices are in place to accommodate workers' growing need for family balance? Are people able to use these options without fear of recrimination? Are people who believe balance is important still considered serious candidates for advancement?

What are the five most important values in our organization? How do they get demonstrated by our management and staff every day?

On a scale of 1-10 how much real, honest-to-goodness fun are people having in your organization?

What 5 things do we have in place to support wellness in our organization?

What are we doing to foster "emotional literacy" in our management team?

If we ask our employees to take risks are we wholeheartedly accepting their failures (learning experiences) as well as their successes?

Do we really believe our employees are capable of being fully empowered? If not, what's missing?
Are there negative consequences when someone makes the decision to please the customer rather then please the boss?

Have we changed our corporate definitions of success to encompass the non-monetary things like job satisfaction and individual growth, how do we measure it?

Have we recently surveyed the staff to find out how they really feel about working here and whether or not they really have what they need to take "exquisite" care of the customers?

And here is a one more question to upset your next management meeting: Many changes have occurred over the past few years, both reactive and proactive, what are we doing to support the people who will be upset by the changes? What system do we have in place to help people through the change process?

The challenge of leadership is really be to ask the right questions rather than have the right answers. This should give you a good start. Remember, if you want to create more value in the marketplace, you need to create more value in the workplace. Go to it.

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10 Tips To Keep Motivated Employees in Company

In many companies, work has become a place of disillusionment. Employees start with enthusiasm and creativity, but day after day they feel more and more helpless, as if they don't have any real choices anymore. Employees are overwhelmed, exhausted and bored. They feel like they have been shot down. Complaining and ridiculing others becomes the norm. The "romance" is gone. If this scenario sounds like your company, don't despair. Deep down, employees are begging to gain a sense of hope and enthusiasm again, but they need your help. If you make a genuine effort to follow these ten tips, you will not only notice attitude shifts, but real changes in behavior among your employees. Give it a shot, and watch the fun return!

1. WALK YOUR TALK. Instead of talking about better communication, start communicating better. By developing open two-way conversations that are energetic and contagious, your employees will feel comfortable to speak their mind. Make sure you listen to what is not being said. Include employees in meetings to get their perspective. Make your meetings interesting by surprising your employees with a new incentive or a message of appreciation. These ideas show that you are not just the leader, but one who really cares.

2. BE SUPPORTIVE. Discuss the weaknesses in the system without blaming individuals. Look at employee wish lists and follow-up with their requests. Ask them what they need from management to feel more valued. Employees need to know that their concerns are being heard. They need not only constructive feedback; they also need positive comments. When employees meet deadlines or suggest creative solutions that positively affect the bottom line, recognize the behavior immediately. Include their names in a company newsletter, write a personal note and send it to their home, or place an advertisement in the local newspaper showing how much you appreciate your great people.

3. BE A LEADER WITH VISION. True leadership requires foresight, integrity and trust from both sides. Leadership liberates employees by giving them direction and letting them do the job. Set up periodic reality checks to evaluate their progress, to make sure they are moving in the right direction. They need to know you are willing to hear about ideas they have - to make the company better than it already is today. Share your vision with them so they feel in the loop. Employees tell me rumors and back- biting would stop if only leaders would share future goals and visions of the company.

4. USE STRAIGHT TALK. Straight talk means being able to communicate without alienation or hurt feelings. Many managers have found straight talk to be very difficult. They cannot communicate criticism or compliments without feeling uncomfortable. Managers and employees need to learn to be direct and truthful. Encourage straight talk by thinking about what you really want to say, writing it down and practicing it. After you've practiced, how do you feel about yourself? If you feel good, try it with your employees. If you still are not sure, start from the beginning and figure out a better way to communicate your message. Make straight talk a habit. The more you use it, the more comfortable you will feel. It is important to tell others what they need to hear, not necessarily what they want to hear. I encourage leaders to tell their employees that constructive feedback is a gift. This is an area that some people still feel uncomfortable with, however, necessary in order for us to continually improve and grow.

5. BUILD SUPPORTIVE TEAMS. Build teams within departments, and throughout the entire company, to allow an open discussion of dreams and obstacles. Remove job descriptions that keep people stuck in a box. Reward employees who help others and contribute to the company as a whole. There are many exercises that can help teams to find their strengths and weaknesses. These exercises can remove barriers and blind spots and move the team forward. The "we versus they" attitude must be eliminated in order to make the team work. We don't need to like each other. We do need to respect each other's differences. The most successful teams are the ones with diverse members. They bring in different ideas and a variety of strengths.

6. ENCOURAGE CREATIVITY AND LAUGH AT MISTAKES. When employees aren't afraid to take risks, their creativity will soar. Feeling "in" on things is still a major concern of employees. They have great ideas, yet are afraid to voice them. This is such a waste of possible solutions to key challenges of a company. Front line employees have a different perspective and must feel comfortable to share their ideas. Encourage this creativity on a regular basis. Les Wexner from The Limited has meetings called "The Hall of Shame," where he tells his employees the biggest mistake he made during the week. He then asks each employee to reveal his or her biggest mistake and, encourages them to describe how the entire group can learn from that mistake. This idea works wonders when the leader begins the process. The question following this exercise is, "What did we learn from it?" Make sure to add some fun in order to make people feel comfortable with this idea.

7. EMPOWER EMPLOYEES TO FEEL LIBERATED. Managers and employees need time alone, time to think creatively. Intense and important work requires reflection. Companies that are obsessed with productivity usually have little patience for the quiet time essential for profound creativity. An element of fun lifts morale and increases productivity. Have each employee bring in his or her favorite dessert one day, and listen to the laughter begin. Ask them what they need to do in order to improve morale.

8. HELP EMPLOYEES FEEL COMFORTABLE WITH CHANGE. Learn how to start over and let go of ideas that may have worked in the past, but are no longer effective today. Remind your team that status quo is the kiss of death. We need to constantly look for new ways of doing business. The minute that someone says how good you are is the minute you need to improve. Companies that fail start believing in their own hype! Confront today's challenges while simultaneously probing new opportunities. Eat change for breakfast, lunch and dinner!

9. INSIST THAT EMPLOYEES ALWAYS KEEP THE CUSTOMER IN MIND. You have a lot of competition. Make sure your employees know why customers keep signing your contracts. Realize that curiosity will always lead employees down new paths. Ask employees "How can we exceed our customers' expectations by knowing their needs, emotions and wants?" Get employees involved with customers. This way employees feel like part of the team. They will be able to get into the customer's shoes hear what "keeps them up at night." They can take the ideas back to the team and figure out how to go the extra mile to help the customer. An employee with a customer focus will naturally be creative and intuitive.

10. KEEP EMPLOYEES FOCUSED ON THEIR CHEERLEADERS AND FANS. Have your employees make a list of ten clients or co-workers that are thrilled with them and the way they conduct business. Ask your employees to figure out new ways to service their clients to help them in any way they can. Employees will shape their own future as they build relationships with their fans.

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10 Reasons to Update Your Employee Handbook

The employment environment is constantly changing. Every year, new laws and emerging trends affect the workplace. Employers who fail to adapt their policies and workplace practices may be subject to costly lessons after a problem has occurred. Here are ten reasons to update your firm's employee handbook now, or to create a handbook if your firm operates without one.

1. E-mail & Internet use. E-mail and internet abuse by employees presents a real liability to the employer when the employer's system is used to transmit sexual harassment or pronographic messages or images. Employer guidelines are needed to prevent and control employee cyberslacking or waste of time through non-work use of E-mail and the Internet.

2. Cell phone use. Cell phones are everywhere. Their use can help or hinder workplace productivity. Camera and video phones create added concerns. Employees receiving personal calls during work time cause lost productivity and workplace disruption. Limits must be set and communicated.

3. Drivers License checks. Many employers now find that their insurance carrier wants to run a DMV check of employee drivers and may refuse to cover those with poor driving records. The employer faces significant potential liability if uninsured drivers operate a vehicle on the job. A policy must be clarified and this critical message should be communicated to job candidates as well as employees.

4. Wage - Hour Changes. The Fair Labor Standards Act now permits wage deductions from salaried workers for certain absences. Has your firm adapted its policies to capture this attendance control feature?

5. Medical Privacy. The HIPAA privacy and security rules affect many employers as well as the health care industry. A health disclosure authorization is needed to receive information needed to administer benefits or attendance policies. Is your firm properly handling employee health information?

6. New VESSA Law. A new Illinois law prohibits discrimination against individuals who are victims of domestic violence. Firms with 50 or more workers are affected. Are your policies adapted to this new issue?

7. Workplace Privacy. Employer surveillance, searches and other workplace monitoring are critical to promote workplace security and prevent loss. Care must be exercised to avoid a privacy invasion.

8. Sexual Orientation. A new Illinois law prohibits discrimination on the basis of sexual orientation. Equal opportunity policies need to be updated to reflect this new protected class category.

9. Sexual Harassment. Careful attention to this often misunderstood area is needed to guide proper on the job behavior, prevent workplace disruption and avoid costly claims.

10. Equipment Use & Return. Much of employer provided equipment is now costly computer laptops, PDAs and vehicles. Policies guide proper use, care and return of these costly assets.

Employers are urged to define policies, update employee handbooks and promote effective employee communication on these and other critical issues that affect the employment process.

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Meetings Good For Employee Morale

Many issues or problems occurring in the workplace can be resolved through better communications. Errors in the handling of customer orders or service are often due to some sort of breakdown in communication. And, in employee attitude surveys, communication from management is almost always ranked low by employees. The problem is, that most of us feel that we are good communicators - it is the other guy who didn't get the message right.

Employees often are not part of the decision making process. But many workplace decisions made by management have a direct effect on rank and file employees. When employees feel "in the know", they have a greater satisfaction level about the workplace.

While advising clients on human resources matters recently, the topic of conducting an employee meeting to resolve the question at hand came up on several occasions. In one instance, for example, employees had some concerns about pay and benefits issues.

While exploring alternative responses to the matter, I learned that the business owner had never had a group meeting with his workers. He acknowledged that he was very uncomfortable with the prospect of answering questions from a group of employees.

At another firm, however, the Company President conducts quarterly employee meetings, called town hall meetings. At this firm, the town hall meetings are an important aspect of the owner's management style, to be accessible and responsive to employee concerns.

Years ago, as a human resources manager, it was my job to periodically conduct employee communications meetings. While I was admittedly a bit scared for the first such meeting, I soon developed a flair for conducting responsive and effective meetings, a skill which is tested from time to time in my consulting practice. I'd like to share some thoughts on conducing an effective employee meeting. Hopefully, these thoughts will encourage business owners to conduct their own town hall meetings from time to time.

A town hall meeting can be used to give information and/or to get information. You can schedule and conduct a meeting with a specific purpose in mind. For example, a meeting can be used to announce a new benefit, or describe a new policy, or clarify an issue of concern. Consider two or more meetings if it is not possible to assemble all employees into one session.

In prosperous times, the town hall meeting can be used to promote employee awareness of new sales or marketing plans, new customers, new products or services, or sales goals or milestones. A group meeting helps to build a better team spirit in an organization.

In lean times, the town hall meeting can be used to communicate cost cutting plans or to describe organizational efforts to weather the storm. No bonus or smaller raises this year? A group meeting on the topic helps to eliminate the uncertainty of no information, and it conveys a message that we're all in this together.

A town hall meeting can be used as a medium for employee training or to convey the organization's commitment to prevent sexual harassment or to respond to concerns about drug or alcohol abuse. Also, a town hall meeting can be a way for the firm to comply with government regulations which encourage or require employee training in certain areas.

A portion of your town hall meeting can also have an open agenda. In this phase of the meeting, employees are encouraged to ask questions of the management team. My advice to the meeting leader is to answer questions as openly an honestly as possible. Indicate that private or confidential matters will be discussed one - on - one, and not before the group. You do not have to make a policy decision in front of the group just because a question was raised; rather, indicate that the issue will be evaluated and employees will be advised on the matter at a later date.


And finally, if you don't know, say so. Then, be sure to check it out and report back. The key is this: use the meeting a way to become aware of employee concerns and then be certain to respond to issues raised in the meeting.

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5 Tips to Encourage Work - Life Balance at Your Company

When you have a supportive work atmosphere, you get people who have a better work/life balance - and, as a result, are more productive.

But what can you do? Try these 5 tips:

1. Survey people to learn their needs.
Form a work-life committee to gather information on which flexibility needs you coworkers want and report the findings. Whether they're dealing with childcare or continuing education, you can help give management a better grasp on what you all need.

2. Take suggestions under advisement.
When people's personal needs are met, they're able to concentrate better and be more efficient. Start by asking for one reasonable request - for example, staggering the start and end of workdays. After the company familiarizes itself with flexible schedules, tackle a new need.

3. Make sure desires match positions.
People need to be happy with their work. Do you know someone in accounting who would rather be doing more creative work? Encourage him to try a project in that department! The entire company will benefit by having a happier and more productive individual.

4. Recognize signs of burnout.
Do you work with someone who always seems tired, overreacts to minor problems, and has diminishing productivity? Gently broach the subject. She may need to schedule a vacation, or she may need to switch jobs.

5. Set a good example.
If you occasionally need to take time out of your workday to attend to personal obligations, don't hide it - you're actually setting a good example! There'll always be projects that compete for your time, but realize that some personal obligations need to take priority.

When your work environment allows people to accomplish both their personal and professional goals, you'll be rewarded with loyal, happy employees and coworkers... and increased productivity. Start setting yourself apart from the competition today.!

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Two-Year MBA Programs

Nowadays, there are many different types of MBA programs. Before making a decision, you should evaluate each and every one.

Two-year MBA programs usually take two academic years to complete. Spread over four semesters, a two-year MBA is more suited for students who will not be working full time during the program.

Program Advantages If you are committed, a two-year MBA is an excellent academic opportunity. After completing the first year of core classes, students are allowed to customize the remaining year of course work according to their career goals. For this reason alone, two-year MBA programs are perfect for students who are looking to obtain skills that will help them in their current field. A two-year MBA program is also a benefit to students who want to develop specialized knowledge that will allow them to change careers.

Program Disadvantages

Two-year MBA programs do have their disadvantages. They are typically very expensive. If you will not be sponsored by an employer, you must make arrangements to pay the tuition yourself. Before choosing a program, make sure that you can afford it.

Also keep in mind that full-time, two-year MBA programs require major commitment from students. You will need to work very hard if you want to keep up with the coursework. Admission

Your chances of admission into a two-year MBA program will vary depending upon the selectivity of the business school that you choose. However, compared to other MBA programs, two-year programs do accept the widest variety of academic backgrounds.

Karen Schweitzer

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Busting Minimum Wage Myths

The hit television show “Mythbusters” has a pretty simple premise: People have widely held, wildly inaccurate beliefs, and experts perform experiments to demonstrate their mistakes.

What would happen if we applied that formula to the minimum wage debate?
We’d discover that a number of the beliefs that contribute to the political popularity of minimum wage hikes — including the beliefs that such increases boost the economy, lift people out of poverty, and have no effect on employment — are total myths.

Proponents of a wage hike in Massachusetts argue that lifting the minimum wage to $10 an hour will have no negative consequences and many positive consequences for employees who earn the current wage floor.

A frequent argument you hear made — especially in times of economic uncertainty like these — is that a minimum wage increase will inject much-needed money into the economy. The argument is simple: More money in consumer hands means more money being spent means a higher gross domestic product (GDP), right?
This myth was busted last year by Joseph J. Sabia, a labor economist at West Point. His study shows that past increases to the minimum wage did nothing to boost the economy, and actually led to a drop in output in certain industries that rely heavily on minimum wage labor — specifically, a 2 percent to 4 percent drop for each 10 percent wage increase.

Raising the minimum wage might not increase GDP, but at least it will help employees lift themselves out of poverty, right? This argument makes even more sense: If you pay people a higher wage they’ll have more money and be less likely to get stuck in poverty.

Unfortunately, this is another myth, one that has been busted by a number of studies. Consider the award-winning research from labor economists at Cornell and American Universities (published last year in the Southern Economic Journal) that found no reduction in poverty in the 28 states that raised their minimum wage between 2003 and 2007.

Minimum wage increases are poorly targeted poverty-fighting tools. When the minimum wage was last increased at the federal level, in 2009, nearly 40 percent of the beneficiaries were teens or others living with a parent or relative. Only one in five was a single mother.

What about the remaining adults? A study by Dr. Bradley Schiller from the University of Nevada, Reno, found that 94 percent of families with adults who work a job paying at or below the federal minimum wage have a spouse that works as well. Sixty-three percent of these spouses made over $30,000 a year, with nearly half earning more than $40,000 a year.

In short, adult minimum wage earners are frequently providing a small supplement to a spouse earning far more than the minimum.

Would that number be any different now? That same study from Cornell and American University economists found that less than 11 percent of the benefits of a $9.50 minimum wage increase (which President Obama proposed during his campaign) would go to poor households.

The oddest minimum wage myth is that increases won’t hurt teen employment — oddest because it runs completely counter to common sense rules of supply and demand. The latest work we’ve seen propping it up is a study out of the Institute for Research on Labor and Employment Library (IRLE), a progressive outfit at the University of California at Berkeley.

Busting this myth is easy: According to an analysis from the Employment Policies Institute (EPI), IRLE’s study design was so flawed that New York, New Jersey and Pennsylvania could have simultaneously raised their minimum wage to $50 an hour and no job loss related to such an onerous wage mandate would be detected.

But you don’t need to take the results of any one study to bust myths. Labor economists David Neumark and William Wascher surveyed two decades of research, and found that 85 percent of the best studies on the subject agree that minimum wage hikes hurt employment of low-skilled workers, including teens.

Finding that kind of consensus in the economic world is difficult, but considering the national teen unemployment rate of nearly 25 percent, who are we to disagree?
Busting these myths may not be as much fun as figuring out if someone could survive an elevator crash by jumping at the last second or discovering how many balloons it would take to lift a 3-year-old off the ground. But doing so is vitally important if we want to keep Massachusetts legislators from considering harmful policies based on faulty information.

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The Structure of Modern Organizations

workers, technology, and the external environment. For example, in many areas routine and repetitive tasks have been taken over by technology. Customers are more savvy-they demand quality. The global economy has changed the concept of competition. No longer are your competitors the business down the road or in the next town. Today, the competition may be a continent away. These changes are reflected in the structure of organizations. The formal, almost rigid, organization of yesterday have been gradually replaced by other models that can respond quicker and more efficiently to the changing global economy.

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General Considerations Affecting Human Resource Management

Numerous factors within the organization effect the process of human resource management. In addition to the obvious importance of the financial health of the organization, the structure and strategy of the organization are vital considerations.

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Selection and Training of Workers for International Business

No matter what type of training is planned, the first consideration must be the proper selection of suitable workers. Only those individuals who are flexible will have an ability to adapt to a culture that may be far different from the home situation.
In addition to flexibility, the primary quality for selection of workers in an international environment must be the ability to convey respect for others. This attribute is essential when dealing with people who may have a far different value system. Although many countries exhibit certain similarities, the host country may be far different from the home country. The contrasts between the cultures may "feel" far different from the written word in textbooks.

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Global Human Resource Management

The external environment affecting human resource management differs from country to country. As the world economy becomes more global, it is essential for those involved with human resource management to be aware of local laws and customs that will impact their organizations. This demands flexibility and the sensitivity to be able to adjust to conditions that may be very different from those in their homeland.

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Conditions Necessary

Conditions Necessary for an Organization to Make the Shift to a Multicultural Orientation

1. The leadership must understand that a diverse workforce will embody different perspectives and approaches to work, and must truly value variety of opinion and insight.

2. The leadership must recognize both the learning opportunities and the challenges that the expression of different perspectives presents for an organization. 3. The organizational culture must create an expectation of high standards of performance from everyone.

4. The organizational culture must stimulate personal development.

5. The organizational culture must encourage openness.

6. The culture must make workers feel valued.

7. The organization must have a well-articulated and widely understood mission.

8. The organization must have a relatively egalitarian, non-bureaucratic structure.

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Stages Leading to True Organizational Diversity

1. Exclusionary Organizations -Although illegal in many parts of the world, this type of system still exists. The status quo is maintained and all elements of the work force remain stationary. This will not work in today's environment. In addition to the real possibility of legal action, these organizations deprive themselves of available talent and customers.

2. Club Organizations - This type of organization closely resembles the exclusionary type; but such organizations may allow a "token" minority as long as the individual is "deemed to have the 'right' credentials and perspectives." It is not hard to imagine what attitudes permeate such an organization.

3. Compliance Organizations - These organizations meet the letter-not the spirit of the law.

4. Affirmative Action Organizations - This type of organization is proactive in its outlook and recruits minorities and women.

5. Redefining Organizations - This type of organization is a step from the affirmative action type because it is willing to look at its' core values and recognizes the importance of diversity in meeting the goals of the organization.

6. Multicultural Organizations -This type of organization has "an ongoing commitment to eliminate social oppression throughout the organization."

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The Scope of Diversity

The importance of diversity is increasing due to a number of factors including the increasing numbers of women working outside of the home. A little over 30 years ago, married women made up 32 percent of the American work force; but that figure changed to 60 percent by 1990. At the same time, women with children under 6 years of age are the fasting growing segment within the U.S. workforce. Other countries also report increases in the female work force.

The presence of older people working past what was considered retirement age is another aspect of diversity. As general sanitation practices and medical technology have improved, the age customarily considered appropriate for retirement has risen due to workers in good health and able to make positive contributions to the organization.

The globalization of the world economy also has a positive effect on diversity. National borders are no longer considered the defining scope of an organization's boundaries. Bavarian Motor Works (BMW), a German automobile maker, builds cars in the United States. American companies such as Gillette, Coca-Cola, and International Business Machines (IBM) receive over 60 percent of their income from overseas sales. In addition, globalization and improved means of transportation have resulted in increasing geographic mobility. This mobility has, in turn, resulted in cross-cultural exchanges and language diversity.

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Diversity is a Positive Challenge 2

Even misunderstandings cost money. The Canadian province of British Columbia lost a 3 billion dollar high-tech project that would have created over 3,000 jobs because the prospective Asian investors chose California, citing newspaper accounts of racism in British Columbia as the reason for their choice.

The positive rewards of diversity are not limited to those areas attempting to attract foreign investment or to those companies who engage in global pursuits. Even organizations that remain domestic in nature benefit from diversity.

The benefit of employing a diverse workforce in the tourist/hospitality industry is obvious. For example, foreign tourists often require guides who speak their language; senior citizens may enjoy having other senior citizens for tour guides, and so forth. Healthcare organizations also benefit from diversity. Understanding patients who speak another language is a necessity. Other vital health-care concerns may involve cultural practices. Having someone on staff who understands these practices may be vital in caring for a patient. For example, in the southern United States it is not uncommon to find pregnant rural women eating laundry starch for its' supposed "good effects". In reality, this practice may cause anemia and endanger both the unborn child, as well as, the mother. Without the presence of a culturally aware staff person, this practice may not even be suspected by people who are not familiar with local culture.

Diversity also brings other rewards. It expands an organization's horizons and allows the organization-increased opportunities. Some of these opportunities may be quite unexpected. The case of the Chinese lady who worked as a chemist at Torinno Food Company provides a good example of this type of situation. She was a member of a product development group who was trying to solve a flavoring problem associated with the development of a new soup. Following a number of scientific attempts to solve this dilemma, the lady broke all the rules of her white, male-dominated group by simply going to the kitchen and utilizing her knowledge of Chinese cooking to solve the problem.

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Diversity is a Positive Challenge

Mere compliance with the law is not sufficient to actually create an organization that values true diversity. Diversity takes a number of forms: gender, age, level of perceived capabilities (disabilities), culture, education, and, language.

Diversity is also good for organizations. No longer is it possible for large business firms to remain competitive without considering globalization as a positive objective. As globalization increases, both domestic and foreign firms find themselves increasingly interdependent on markets, sourcing, and customers. Language differences, understanding the nuances of cultural variation, and establishing good faith with both foreign investors and customers now demands workforce diversity.

The special advisor to the Asia Pacific Foundation of Canada, Sandra Wilking, is cited in a recent study as stating that many Canadian businesses are losing opportunities in the Asia Pacific region due to their concerns about language differences, culture, and business practices. . Assuming that one's regional or national practices will be understood in other cultures is false and self-defeating. Such an attitude is also very expensive.

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The Role of the Government in Human Resource Management

The government is a basic external factor that effects the practice of HRM through the enactment of laws. In the United States, there are a numerous laws intended to protect the workers. Among these employment legislative acts are laws that prevent discrimination.

It is against US Federal law to discriminate against anyone on the basis of: race, sex, age, religion, national origin, marital status, physical or mental disability, being a disabled veteran or Vietnam-era veteran, or being pregnant.

According to the Civil Rights Act (1991), individuals are permitted to sue for punitive damages in cases of discrimination. Furthermore, discrimination does not have to be intentional to be illegal.

Title VII of the Civil Rights Act does permit certain exceptions:

• Work-related requirements are allowed if those requirements are necessary and a normal part of the job.
• Bona fide occupational qualifications such as mandatory licenses for certain professions-law, medicine, engineering, nursing, clinical social work etc.
• Seniority systems are accepted if they were not created to discriminate.
• Preferential-treatment for those groups who have been victims of discrimination.

Compliance to the law is regulated (in the United States) by the Equal Employment Opportunity Commission. In order to avoid legal action, organizations must carefully analyze their practices of hiring, training, and promoting to insure that they are in complete conformity with these laws.

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The Changing World of Organizations

Reorganization, downsizing, rightsizing, or whatever term is used means the trend is for less bureaucracy and more personal accountability. This has resulted in a change from multi-layered management structures to leaner and flatter organizational design. This has impacted on the human resource management function and forced organizations to practice strategic staffing. In other words, the hiring and retention of employees is now driven by the overall strategic plan of the organization.

The impact of technology has also greatly affected how organizations deal with people. Not only has technology-displaced workers, it has forced organizations to redesign jobs and seek "knowledge" workers. This has made long-standing hiring criteria unacceptable. It has also forced organizations to update their training methods.

The major shifts in organizational design and operation have changed the "deal" between the employee and the employer. The "deal" between the employer and the employee used to mean that if the employee was loyal, worked hard, and did a good job, the employer would provide a secure position with steady pay increases and financial security.

The world has changed. The new "deal" asks the employee to develop needed competencies; apply them effectively; and, remain flexible in work assignments. In exchange, the organization will support skill development; recognize contributions and pay fairly.

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Equity and Efficiency 2

The employees certainly want good working conditions, equitable compensation, and job security. The managers wish to meet the objectives set by the organization. Consumer's interests want economically priced quality goods and/or services. Stockholders are looking for return on their investments. Unions and regulatory agencies strive to protect the interests of the workers and neighbors are concerned with pollution/toxic issues and traffic control.

It is easy to see how the interests of these groups may come into conflict. For example, stockholders may advocate reduction in labor costs through reduction in the total workforce and/or wages and benefits. This will conflict with the interests of the workers. The managers' desire to meet organizational objects may conflict with the workers' desire for higher wages and better benefits. It is the HRM function to balance these needs in the rapidly changing world of organizations.

Although the ultimate responsibility for HR management belongs to the operating managers, the human resource professional is in the unique role to advise and counsel in order to ensure that decisions are tailored to the circumstances.

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Equity and Efficiency

All functions dealing with people must also be administered in a fair and equitable manner. In other words, both the procedures and the decisions of HRM must be fair and equally applied across all levels of the organization.

These procedures and decisions must also be efficient and reflect the aims of the organization. Integrating equity and efficiency can be difficult because they may conflict with one another.

The decisions made in the human resource management area affect all the stakeholders of an organization. A stakeholder is any person or group affected by the organization.

The stakeholders of most organizations would include: employees, stockholders, managers, consumers, unions, regulatory agencies, and neighbors.

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The Basic Activities of Human Resource Management

The importance of staffing cannot be exaggerated. It is the people within the organization who will eventually determine the health and viability of the organization. Providing AND retaining the proper people is an HR responsibility.

The concept of staff development is undergoing rapid transformation because of the change in organizational practices. No longer does staff development simply mean supplying a rigid type of orientation and periodic planned training. It is more likely to consist of setting up a mentor program with training for the mentors, as well as the new workers. Periodic training sessions may now mean assisting the employees in shifting from a more formal setting to a learning organization.

Managing compensation includes monitoring the competition's pay scales and benefit packages, as well as designing the pay scales. Benefit packages have radically changed from vacation time, health insurance, and sick days and now may include "cafeteria benefits," multiple health care options, compensation for learning and tuition reimbursement.

The employee/labor relations function of HR includes the provision of fair and equitable treatment for all employees and may also include labor relation activities such as contract negotiation and, in some cases, collective bargaining.

Maintenance of corporate culture is also part of the global functioning of human resources. It is in the management of human resources that the shaping of the criteria for promotion, disciplinary action, and firing are determined. Orientation and staff development are also human resource functions. It is within these functions that organizational culture is changed or maintained because these activities integrate the values and objectives of the organization.

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About

The Master of Business Administration (MBA or M.B.A.) is a master's degree in business administration, which attracts people from a wide range of academic disciplines.

The core courses in the MBA program are designed to introduce students to the various areas of business such as accounting, finance, marketing, human resources, operations management, etc. Students in MBA programs have the option of taking general business courses throughout the program or can select an area of concentration and focus approximately one-fourth of their studies in this subject.

To get MBA degree, it's a problem? It's too hard for most of everybody.
And this blog can provide more information for your Study.
Thanks for visit.

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