Thebusinessworldtodayiscompetitive.It'sfulloffierce,educated,andmotivatedpeople.For somepeopleit'stoughtorisetothetopandforsomepeopleitcomesmucheasier.It'snotalways abouthardwork!Onemightaskforamaptotheyellowbrickroad,butfewpeopleareever providedwithit.Mostpeoplearestuckinanoceanmakingcalculatedguessesastohowtheycan reachland.Whichrouteisthebest?Howmuchschoolisenough?Howmanycertificatesof accreditationisenough?Howmuchworkexperienceisenough?Allofusaskthesequestions attemptingtonavigateourshipsinacompetitiveworldwereonlyafewindividualsevergettotheir targetedcareerpositionHowmanyofthoseinleadershippositionsarewomen?showmore content...
They'relookingfordirectionfromtheirtopleadership.Whenwespeakoftopmanagementthefirst thingthatcomestomindistheCEOIfyouhadtoquicklynamethreeCEO'soffthetopofyour headwhowouldtheybe?I'msuremanyofyouwouldhavesaidBillGates,SteveJobs,orMichael Dell.Thereisanun–shockingstatisticthatthevastmajorityofpeoplewhoholdtopmanagement positionsaremen.
EvenfortheaverageJoeitwouldbedifficulttobecomeaCEOofabilliondollarcompany.There aremanymoreweedswomenneedtocutthroughtoreachthetopoftheirrespectivefieldsThelist ofchallengesthatwomenfaceareexponential.Thefollowingarewhatmanywouldbelievetobe thetopthreechallenges.Womenhavefaceddiscriminationtowardstheirgender,theirabilitytobe assertive,andsomepeoplesaywomendon'thavetheabilitytotaketheiremployeestothenext level.
BeingdiscriminatedagainstforbeingawomanisthemostobviouschallengeIfyouthinkaboutthe historyofourcountry;ithasonlybeenabout90yearssincewomengottherighttovotein1920.In lightoftheelectionthatjustpastI'msuresomeofusstilltakethoserightsforgranted.Ithasbeenan uphillbattleforwomenseekingequaltreatmenttomenintheworkplaceYetthereisstillgender discriminationapparentintoday'sworkforce.
ThepeopleintheUnitedStatesaswellasmanyothercountries
WomeninBusinessEssay
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EssayaboutBusinessChallenges
1.Themostsignificantchallengetobusinesssuccessyouseeinthisrapidlychangingglobal economy;
Onesignificantchallengetobusinesssuccessinthisrapidlychangingglobaleconomyisthatmany businessarefocusedonefficiencyandeconomicofscalesJustliketheexampleprovidedby MichaelH.HugoonChapter1,manycompaniesarefocusedonloweringoperatingcostasmuchas possible.Thisiscausingforexecutivesnotleaveanyroomforunpredictedchangeslimitingthe company'sabilitytorespondtocustomer'schangingneeds
2.Anorganizationthathasbeensuccessfulintheglobalmarketplaceusingvirtualteamsandthe bestpracticesitused(asdiscussedinChapter7ofBusinessAgility:ASustainableshowmore content...
Whilethisisapracticeenforcedthroughoutthecompany,itwasnecessarytomakesurethatthis communicationswerecleartothevirtualteaminordertomaintainmoraleandtheteam'strustinthe company.
3.HowtheMarketplacesimulationincorporatesthesechallengesintosimulationgameplay;
TheMarketplacesimulationincorporatesthesechallengesbyprovidingstudentwithreal–world businessproblemsandroles.Teammembersarechallengedtomakedecisionsandusedcritical thinkinginordertosolvethisproblemsvirtuallyWhileTheMarketplacegivestheteamthetolls necessarytohaveeffectivecommunication,ultimatelyeachteammemberscontributestotheoverall successoftheteam,justlikeinarealbusinesssituation.
4.Howyourreadingsandindividualself–assessmentworkprovidepotentialsolutionstothese challenges
Theunit'sreadingshaveprovidedmanysolutionstothechallengesbusinessesencounternowadays. Tothisday,therearemanycompaniesthathavebusinessplansthatconcentratestrictlyinlowering operatingcost,cutbudgetsasmuchaspossibleandoverworkworkersthatalreadyareoverworked Someofthissolutionsinclude:*Thinkingofthecostumer'sneedsandbeingabletorespondtotheir everchangingneeds*Managementneedstobetransparentandmakesuretocommunicatewith employees,especiallywhentheorganizationsismaking
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BusinessManagementEssays
BusinessManagementTheworldofbusinesshasundergoneradicalanddramaticchangesinthelast decadechangesthatpresentextraordinarychallengesforthecontemporarymanager.Amanageris anorganizationalmemberwhoisresponsibleforplanning,organizing,leading,andcontrollingthe activitiesoftheorganizationsothatthegoalscanbeachieved.Accordingtoawidelyreferenced studybyHenryMintzberg,managersservethreeprimaryroles:interpersonal,informational,and decision–making.Managementisprocessofadministratingandcoordinatingresourceseffectively andefficientlyinanefforttoachievethegoalsoftheorganization.Theconceptofmanagement withinanorganizationtypicallyoccursinanshowmorecontent
Controllingismonitoringtheperformanceoftheorganization,identifyingdeviationsbetween plannedandactualresults,andtakingcorrectiveactionwhennecessary.Withallthesefour functionsthatareinvolvedintheprocessofmanagement,ifallarefollowedcorrectlythe organizationwillbeproperlyranandwillhavefewcomplications.Ineveryorganizationthereare managers,andeverymanagerisclassedondifferentlevelsintermsoftheskillstheyneedandthe activitiestheyareinvolvedin.Managersexistatvariouslevelsintheorganizationhierarchy.A smallorganizationmayhaveonelayerofmanagement,whereasalargeorganizationmayhave several.Inmostorganizationstherearethreelevelofmanagers.Thethreelevelofmanagersare, firstlinemanager,middlemanager,andfinallythetop–levelmanager.Managersatdifferentjob levelshavedifferentjobresponsibilitiesandthereforrequiredifferentskillsFirst–linemanagers supervisetheindividualswhoaredirectlyresponsibleforproducingtheorganization'sproductor deliveringitsservice.Theycarrytitlessuchasproductionsupervisor,linemanager,sectionchief,or accountmanagerFirst–linemanagersalongwithalltheothermanagersareinvolvedinthreeskills conceptual,human,andtechnical.Ineachthreedifferentlevelsofmanagement,eachoneofthese
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IncorporateAmericathetermusedtodescribeapersoninapositionofpoweris"Manager".A leadercanbeamanager,butamanagerisnotnecessarilyaleader.Leadersmotivate,challenge,and influenceotherstoachievegoals.Greatleadershavethenecessaryskillsandattributeswhichallow themtoconnectwiththeteamandorganization.Beingaleaderisnotthesameasmanagingan organizationLeader'spossestheinterpersonalskillsneededtoinfluenceotherstoachieveagoal willingly.Leadingisamajorpartofamanager'sjob.Leadersdonotneedtobeamanagertolead people,butmanagersmustknowhowtoleadaswellasmanage.Eachpersoninacompanybrings hisorherownexperiences,values,andbeliefstotheshowmorecontent
Bova(2008)statesthatthefollowingfourcharacteristicsarefoundingoodleaders:theybelievein opencommunication,theydonotstickwiththestatusquo,theyareselectiveinwhattheymeasure, andtheyhavepassionforvaluesandculture.Eachcharacteristicisessentialtoahealthy organizationalculture.Whenanemployeefeelsheorshehasopencommunicationwithaleader, theyaremoreinclinedtoshareifproblemsarisewhetherornotworkrelatedNon–workrelated issuesmayeventuallytakeatollonanemployee'sperformanceatwork.However,withopen communication,anemployeefeelscomfortableinapprisingtheleaderofasituationsothatfuture problemsareavoided.Notallmanagersareleadersandnotallleadersaremanagers.Thebiggest differencebetweenmanagementandleadershipispeopleskills.Indeterminingifapersonisa leaderoramanager,Bova(2008)listssomedifferenceswithwhichmanyapersonwouldagree Onedifferenceisthatamanagerdirectspeople.Managersessentiallytellemployeestogetthejob done.Manypeopleworkonautopilotuntiltheirworkshiftends.However,peoplewillfollowa leaderLeadersinspireotherstowanttostrivefortheirbestandtogobeyondtheirnormalduties Anotherdifferencebetweenmanagersandleadersisthatmanagerstendtocontrolormicromanage theirdepartment.Suchmanagementstylecausesemployeestobeunhappyandpossiblyrebel. Underthesetypesof
BusinessLeadershipEssay
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