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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