Welcome

Hello and welcome to Fundamental Business Articles. Here you will find a collection of my past academic writings for business classes in various business disciplines. Everything from International Business to Human Resource Management. I love discussing business from both the academic and practical perspectives.

Too often, once we are finished with formal academics, we never revisit certain fundamentals that were learned while we were matriculated. Here at FBA (Fundamental Business Articles), we will continue to look at the subject of business from an academic point of view and see if we can apply certain fundamentals to solve everyday problems faced by currently operating businesses, with a special focus on small businesses.

I hope many of my posts generate some good responses. I'm not concerned if they are in agreement or if you disagree with my opinion or the opinions of others. The point is to have open discussions and hopefully solve a few problems along the way. Enjoy the read... TRH34NPADNV8

Fitting In

For managers, selecting the best possible employee for the job is very important. When faced with similar choices, the employer must now look at other things that may seem unimportant in order to pick the best person from the candidate pool. This can mean things like one’s personal appearance, how they speak or shake hands are now much more important than it would be if that person outshined their competition by far. Needles to say, fitting into an organization is very important. I disagree with the author of ‘Hire Drill’ on which quality is most important. I believe that a person’s qualifications and ability to perform on the job should be the most important factor in employee selection, but fitting into the organization runs a close second. While personality and social behavior may be highly important to the success or failure of the new hire, organizations must make certain that they are operating as an organization full of competent and hard working people and not one full of buddies and cliques. Too much socializing and too little work makes said company less productive.

I do believe that it is very possible to find qualified people for any position within an organization that don’t have problems fitting in. Candidates with an over-the-top personality may become disruptive in certain work environments and better suited for others. Because of this, a certain amount of emphasis should be placed on the candidate’s personality. The important question is: How much emphasis is appropriate? Screening of a candidate’s personality should be limited to discerning whether someone is highly eccentric or has severely underdeveloped social skills to the point where it would interfere with job performance.

Reference:

Koenecke-Grant, C. (2007, Spring2007). Hire Drill. Marketing Health Services, 27(1), 15-17. Retrieved June 22, 2008, from Business Source Complete database

Extemporaneous Speaking

An extemporaneous presentation is one that is given with little or no advance preparation. For example, a manager may call an emergency staff meeting to handle a crisis. In such situations, there are no written notes, handouts, or PowerPoint presentation. Everything that is discussed is relevant at that specific time and may not necessarily be an organized list of talking points.

There are advantages to using this type of presentation over a memorized and planned presentation. The most obvious advantage is the convenience. There will be situations where one may not be able to memorize and record their presentation in advance, much like the one previously discussed. “Trying to memorize will only make you more nervous and you will find yourself thinking more about the words and not about the message” (Laskowski, 1997, ¶. 1). In the case of an emergency, an extemporaneous presentation would clearly be the best choice.

Other advantages are more subtle. If your goal is to persuade, an extemporaneous presentation may be the best choice. Imagine being the CEO of a large firm. You have met with two employees who are competing for a promotion to the same managerial position. In your meeting with employee A, he takes out a list of valuable contributions that he made to the firm and begins to recite reasons why he should be promoted. Employee B simply discusses, from memory, her valuable contributions and why she would make the best manger. If both presentations are well delivered, the edge would go to the more convincing presenter. In a case like this, the extemporaneous presentation would seem more genuine and may clinch that managerial position for employee B. "The fact is that notes detract from speeches because they prompt the person using them to focus on a piece of paper rather than on the audience. When this happens, a wall separates the speaker from his group. All of the elements that make a good speech—drama, impact and credibility—are lost" (Stevens, 1989, ¶. 3).

References:

Laskowski, L. J., (1997). Impromptu or Extemporaneous Speaking. Retrieved September 17, 2008, from: http://www.ljlseminars.com/imprompt.htm

Stevens, M., (1989). Importance of making your speeches come alive. The Washington Times. Retrieved September 17, 2008, from: LexisNexis Academic.

Dressing For an Interview

I would dress conservatively for an interview to be an entry level manager in a professional organization. I would wear formal clothes that are appropriate for the situation. A suit with a tie would be my first choice. “The color should be neutral or dark-blue, black, or gray is best” (Harvey, 2004, p. 2).  I think grey suits are the best way to go when it comes to job interviews and making a first impression. Black suits may seem over the top, and some people simply may not fancy blue.

While clothes are very important, other things factor into your overall appearance when being considered for a job. I would certainly make sure that I am well groomed before going to an interview. I would get a fresh haircut and be sure to shave or neatly trim all facial hair. Being clean and appearing that way can be very important to potential employers.

Another important thing that many people seem to miss is the condition of their clothes before they begin their interview. If you look like a million bucks before leaving your home, but, by the time you get to your interview, your clothes look like you just pulled them from a hamper—your efforts would have been in vane. Try to get dressed as close to you interview as possible so that you spend the least amount of time in your clothes before your meeting. “Remember, you are marketing a product—yourself—to a potential employer, and the first thing the employer sees when greeting you is your attire; thus, you must make every effort to have the proper dress for the type of job you are seeking” (Hansen, 2007, p. 1).

References:

Hansen, R. S. (2007). When Job-Hunting: Dress for Success. Retrieved October 1, 2008 from: http://www.quintcareers.com/dress_for_success.html

Harvey, J. (2004). Dressing for the Job Interview. Retrieved October 1, 2008 from: http://www.allbusiness.com/human-resources/careers-job-interview/1603-1.html

Stressors

I definitely believe that stressors are more negative stressors than positive ones. This is an important issue that employers shouldn’t overlook. We all know that stress negatively affects our job performance. Eliminating, or significantly reducing stressors in a work environment can help to improve morale and boost productivity. At first, this may seem like an unnecessary investment but if you look further, stressors on the job may actually be costing the company a lot of money when you take into consideration the loss of productivity. Let’s say the average employee works at 75% of his/her maximum capability when faced with stressors at work. That 25% loss of productivity multiplied by thousands of people can easily equate to millions of dollars in lost revenue for a company. This is why most large companies now-a-days focus tremendous effort on job satisfaction. Spending some capital on the front end may save the company a huge sum on the back end.

Individuals also have the challenge of coping with their stress. In today’s competitive job market, employers are very reluctant to accept loss of productivity for any reason. If an employer suspects that a worker is not meeting the mark, they may be terminated regardless of the fact that the stress they are facing might be work related. A competitive market means that the employer will likely be able to find someone willing to deal with the stress of the job and probably for even a lower salary.

Stereotyping

Stereotyping is an interesting tool that all people use to process information quickly and make fast risk decisions. It is a very valuable tool that everyone uses on a daily basis. Unfortunately, stereotyping people can, and often is very unfair. You mention one having to prove them self more than ordinary due to a label being placed on them because of some preconceived notion. This is unfortunate but very necessary. Man has faced danger since the beginning of time. We instinctively make decisions based on fact or belief to mitigate certain risks and avoid danger to the best of our ability. While walking down the street, late at night, we somehow notice suspicious-looking people. What really makes this person look suspicious? It could be the way they dress, maybe the way they walk – anything in our mind that links them to a dangerous situation will help us to stereotype them in order to make a decision about our own safety. Unfortunately, majority of times our stereotypes are mostly wrong, or completely wrong. It’s been long debated whether or not stereotyping is acceptable or just a tool used by the ignorant to justify their own prejudices.

As an African-American male, I can say with confidence that I know a thing or two about being misjudged based on someone’s ridiculous stereotype. There are numerous ways in which these stereotypes manifest themselves in the workplace. One might deem you less educated/trained or lazy based on some fictional “past experience” which was most likely something they saw on TV or heard about from a friend. I believe the only way to correct this problem is to educate away the stereotypes. “Effective programs for tomorrow's leaders should disrupt stereotyping” (Vongalis-Macrow & Gallant, 2010, ¶. 4). Unfortunately, many will just believe you are the one exception to the rule.

Reference:

McShane, S. L., & Von Glinow, M. A. (2008). Organizational Behavior (4^th ed.). New York: McGraw-Hill/Irwin.

Vongalis-Macrow, A. & Gallant, A. (2010). Female Leaders Are Still Stereotyped.  Retrieved January 28, 2011 from: http://www.businessweek.com/managing/content/oct2010/ca20101012_599532.htm

Motivation

I completely agree that “Motivation comes from a variety of needs.” I would like to explore this Idea. People’s motivation are constantly evolving. Understanding the things that motivate employees are critical to the success of a company. By addressing employees’ needs and desires, a company will be able to retain quality employees that perform at high levels. Neglecting those needs however, could prove catastrophic. According to Leopold (2004), “non-financial incentives are now a central tool in the drive for maximizing staff productivity and retaining talent in the workplace” (¶. 2). Employees may leave one firm to join a competitor if they feel like their needs will be better met. These ‘needs’ or motivational factors are constantly changing. The success of labor rights movements has made the expectations of a safe workplace much higher than in the past. Many people back as recently as fifty years ago, believed that injury or even death are just some of the risks associated with a particular job.

I think that the economy has a lot to do with the expectations of employees and what motivates them. During a recession or economic slowdown, job security will probably rank much higher than wages. In time of economic growth, I would expect those rankings to be reversed. When the economy is booming, unemployment is low and there are many job opportunities. Workers can be very selective about what job they take and how much they work for. During a recession, unemployment is high, many people are losing their jobs and those people may find themselves competing for their own jobs. In this situation many would probably take a job that pays lower but is more secure than a higher paying job.

Reference:

McShane, S. L., & Von Glinow, M. A. (2008). Organizational Behavior (4^th ed.). New York: McGraw-Hill/Irwin.

Leopold, C., (2004). Prize Catch. Retrieved January 26^th 2011 from: LexisNexis Academic.

Nayab, N. (November 12, 2010). Motivation Theories and Organizational Behavior. Retrieved January 19, 2011 from: http://www.brighthub.com/office/human-resources/articles/95269.aspx

Autonomy

Autonomy is defined as the degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it. The article entitled Creative Management Practices for Making Work Work embodies the true definition of autonomy. The article talks about the trend that companies are taking to increase employee’s morale by helping them to manage their work life balance not only to benefit the employees but “because it makes good business sense” (Galinsky, Wigton, & Backon, 2009). Many companies are taking the extra step in managing employees’ performance by giving them the freedom and independence of how they feel at work. The article discusses how the approaches of taking an interest in the employees work life balance “create effective and flexible workplaces, where work “works” for both the employer and employees” (Galinsky, Wigton, & Backon, 2009). The article highlights many organizations that have taken this approach in the welfare of the employee and the success it brings to the company. In summary, giving the employees more freedom in the workplace and not just playing by the policy rule book encourages development and growth both personally and professionally that not only benefits the employee, but the company.

Empowered Employees = Productive Work Environment is not a difficult concept to grasp, however it is not implemented into the day to day work place. Autonomy played a major role in the job satisfaction and personal life of many of the employees who worked for organizations that take this approach. Many of the practices that companies are taking detailed in the article that aided in the success of the employees and the bottom line the business are; voluntary reduced hours; allowing employees to work at home one or two days a week to save on commuting costs; allowing employees greater scheduling flexibility if their spouses have lost a job or seen their hours reduced and the family needs to make changes; and reassigning responsibilities when no hiring is possible. (Galinsky, Wigton, & Backon, 2009)

Employers like Rice University are focusing on the health and wellness of their employees utilizing “the notion of "employees helping employees," often assisted by screenings, healthy lifestyle programs, and "coaches." For example, Rice University in Houston has an on-campus subsidized Weight Watchers program open to its 2,700 employees. Collectively, employees have lost more than 2,000 pounds. They also have access to lifestyle screenings and yoga classes, and they can shop for healthy foods at a weekly farmers' market on the campus.”

“Beyond the basics—employers have expanded the use of flexibility to ensure that all employees have access and they are providing coaches to ensure their offerings will be used. RSM McGladrey, an accounting, tax, and business consulting firm in New York, has introduced FlexYear, a program that provides a schedule similar to a teacher's. FlexCareer, another option, lets employees take up to five years off for personal reasons and provides resources, such as subsidized training, to keep participants connected with the organization and industry so they can come back to work with greater ease. Coach-on-Call gives employees free access to a professional coach offering advice and support on work-life issues. And the New Parent Coach provides resources, support, and information to help new parents navigate through pregnancy, leave, and the transition back to work.”

References

Galinsky, E., Wigton, T., & Backon, L. (2009). Creative Management Practices for Making Work Work. Bloomberg Business Week , 1-2.

McShane, S. L., & Von Glinow, M. A. (2008). Organizational Behavior: Emerging Realities For The Workplace. New York: McGraw Hill.