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    The process of decision making involves a number of steps that can simplify the process, if not the decision itself. Identifying the issue at hand is clearly the first step. From there, it is necessary to gather the required information to help figure out what sort of solution would work best. After formulating solutions, you can weigh the advantages and disadvantages of each, until you can finally make your selection and complete the process. Which steps you follow and how you follow them is in part determined by what sort of decision you make. Depending on such factors as the nature of the situation and your own decision-making style, your decision for any given situation may be rational—or it may be based on intuition.

    Organizational behavior is the study of how people interact in the workplace and how this interaction affects the organization. Managers are a key component within an organization and greatly impact internal interactions. They are the people who most directly influence the behavior of employees—whether through motivation, rewards, mentoring, or discipline. Managers need to be good at planning, organizing, leading, and controlling, but they also need good interpersonal skills. How managers get along with their employees can have a big impact on how those employees do their jobs. If management provides a supportive work environment and employees feel valued and respected, they will be more content and more productive.

    Managers in today’s organizations are expected to do the right thing. Ethics is the set of moral principles or values that defines right and wrong for a person or group of persons. Workplace Deviance is unethical behavior that violates organizational norms about right and wrong. The U.S. Sentencing Commission Guidelines for Organizations were established so that companies can be prosecuted and punished even if management didn't know about the unethical behavior. This course discusses ethical management.

    Many seeds of today’s management practices are found throughout history. This course discusses some of the major theories that have led to today’s management practices.

    Managers serve specific roles within an organization, which may differ depending on the level of management they fill. This course will discuss the various levels of management and the roles those managers play.

    Companies that want to succeed over the long-term need to understand strategic management. The process itself is straightforward: identify the company’s mission and goals, perform both internal and external analyses of the company, decide what actions need to be taken, take the required actions, and evaluate the results of those actions. Different organizational strategies can help companies through the process. Companies need to choose the strategies that best fit their needs and be willing to adapt if necessary. Strategic management gives managers a road map that shows where problems are and where they might develop. Armed with practical information, managers can prepare for changes and know how to accommodate those changes when they arrive.

    Besides negotiating organizational structures, today’s manager needs to understand how to use various organizational processes to achieve results. This course discusses how companies can be organized, internally and externally, to ensure a more effective organizational process

    Control is an organizational process that creates standards towards achieving goals, compares the actual company performance to the standards, and then takes action to correct deviation from the standards and restore performance. Control is a continuous, dynamic, cybernetic process. When performance deviates from the standards, managers analyze the deviations and create and execute plans that should achieve the desired performance and meet the preset standards. There are times, however, when it is not economical or particle to have control processes in place. An important part of the management process is setting standards, monitoring performance towards the standards, and taking action when there is a gap between the two.

    Setting specific team goals is critical to team success, because improving team performance is much more complex than improving the job performance of a sole worker. Organizations can take actions that ensure that team goals result in superior team performance, such as setting stretch goals and selecting the right people to work on the team. Team training is an important element of team effectiveness, because skills developed working alone may not be enough for the team environment. Lastly, to have effective teams, companies need to have the right compensation plan that rewards team performance while meeting each individual’s need to be recognized and rewarded. Having work teams in an organization, by itself, does not ensure that teams will be productive.

    Operations management is the process of managing the daily production of goods and services, a key part of a manager's job. Organizations depend on both the quality of its products and services and on productivity. Productivity is a measure of performance that indicates how many inputs it takes to create an output, and is measured as either partial productivity or multi-factor productivity. Quality is a product or service free of deficiencies; it can also be defined as the characteristics of a product or service that satisfies customer needs. Quality standards include ISO 9000, The Baldrige National Quality Award, and Total Quality Management.

    This course will describe ways to identify and prevent workplace harassment, as defined by Title VII of the Civil Rights Act of 1964 and subsequent acts and case law. The course will familiarize readers with an individual’s, supervisor’s, and company‘s responsibilities to maintain a workplace free of harassment, in accordance with standard organizational policies as well as Federal, State, and Local Laws.

    Trade barriers and free-trade agreements create new business opportunities and they intensify competition, both of which are the manager's top jobs. This course discusses how trade is both blocked and allowed in the global business environment.