Tag: management

Building Winning Teams: John Giardino’s People-First Business Philosophy

Behind every successful business is not just a great product or service, but a great team. For John Giardino of Massapequa, leadership is less about telling people what to do and more about creating an environment where teams thrive. His philosophy is simple: when you build strong teams, you build strong businesses.

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Hire and Develop the Best

Giardino’s leadership approach begins with hiring and developing the best. In his view, businesses grow only as fast as their people grow. He looks for talent not just with skill, but with drive, accountability, and a hunger to improve.

“Hiring the right person is only half the battle,” Giardino explains. “The real work is helping them develop, giving them challenges, and showing them they have a future in the company.”

Peer Reviewing and the Buddy System

One of Giardino’s unique principles is the use of peer reviewing and buddy systems. By pairing team members together, he ensures accountability, faster learning, and better results.

“When two people work in tandem, the quality is five times higher,” says John Giardino. “Peer accountability isn’t about criticism — it’s about raising each other’s standards.”

This system creates a culture where no one operates in isolation. Everyone is part of a feedback loop designed to improve performance and outcomes.

Small, Self-Contained Teams

Giardino also believes in small, self-contained teams — units that have everything they need to succeed without waiting on outside resources. This setup creates speed, agility, and ownership within each group.

“Smaller teams move faster,” Giardino explains. “They communicate better, they hold each other accountable, and they execute without layers of bureaucracy.”

Courageous Conversations

Another cornerstone of Giardino’s leadership is the commitment to courageous conversations. He believes the best teams don’t avoid difficult discussions — they face them with respect.

“Strong teams don’t hide from conflict,” says John Giardino of Massapequa. “They embrace it, challenge ideas, and then align around the best solution. Respectful disagreement is how you get to the truth.”

This principle ensures that innovation and improvement are constant. Teams are encouraged to speak up, question assumptions, and refine ideas together.

Respect and Integrity as Non-Negotiables

For Giardino, a winning team culture must be grounded in respect and integrity. He insists that businesses cannot sacrifice ethics or dignity — not even 1%. This creates trust, both internally among team members and externally with customers.

“When people feel respected and know integrity is non-negotiable, they give their best,” says Giardino. “That’s the foundation of loyalty and high performance.”

Why Teams Win More Than Individuals

While some businesses are built around individual leaders, Giardino’s philosophy is that teams create lasting success. Individuals may win occasionally, but only well-built teams win consistently.

For small businesses in particular, the strength of the team often determines whether the company can grow, scale, and compete with larger players. This is why Giardino prioritizes systems, culture, and structures that make teamwork the default mode of operation.

A Massapequa Leader With a People-First Mindset

Though his leadership journey has extended beyond his hometown, John Giardino of Massapequa remains rooted in the belief that business is ultimately about people. His focus on building teams, fostering respect, and creating accountability reflects both his personal values and his business philosophy.

Conclusion

For John Giardino, building winning teams is not a slogan — it’s the core of his leadership. By hiring and developing the best, creating buddy systems, empowering small self-contained teams, and encouraging courageous conversations, he builds cultures where people perform at their highest potential.

The result is simple but powerful: when teams win, businesses win. And for Giardino, that principle is as true in Massapequa as it is in any market around the world.

Impact of  Mobile Technology in Enhancing Business Operations and Document Management

Mobile technology has indeed transformed the way businesses operate. Among the most basic features are streamlining processes, improving communication, and enabling employees to work from anywhere. One key area that mobile tech has revolutionised is document management. With this development, businesses are now able to store, access, and manage important files on the go. 

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Did you know that a lot of mobile document management platforms have become increasingly popular for businesses needing secure and reliable document storage solutions? One of which is the Trust document management system, which helps improve business efficiency.

A Game Changer for Business Operations

You should know that staying connected and responsive is essential for the success of your business. Fortunately, you just have to love it because mobile tech has allowed businesses to increase flexibility, enabling employees to work from anywhere through their mobile devices.

It also boosts productivity, so teams can now collaborate in real time, share files, and manage tasks without being stuck in the office. Likewise, it can improve customer service allowing businesses to respond quickly to customer inquiries, provide support, and make decisions in real-time.

Importance of Document Management Systems

Among other things, the purpose of a document management system is to store, organise, and manage documents which will be accessed only by authorised personnel. These are critical for businesses that handle confidential information or need to maintain strict compliance with legal or regulatory standards.

Basically, it offers centralised storage wherein all documents are stored in one location, reducing the risk of misplaced or lost files. Other than that, it also provides employees access to important documents from any device, ensuring they have the information they need, even when working remotely.

Key Features of Mobile-Friendly Document Management Systems

Modern document management systems are designed to be mobile-friendly. It provides cloud integration wherein files are stored securely in the cloud. So basically, this enables you to access them from any device, whether you are in the office or on the go.

It also offers real-time collaboration so that teams can view, edit, and share documents in real-time. This enhances collaboration even when employees are working remotely. At the same time, it provides automated workflows, streamlining approval processes by sending notifications and reminders, ensuring that documents are reviewed and signed off quickly.

How Document Management Systems Boost Security

Quite obviously though, you simply can’t deny the fact that security is a top priority for businesses when handling important documents. Well, get ready to be mind-blown because its new feature offers several layers of protection, especially when combined with mobile access. So, you can be assured that all documents are encrypted during storage and transfer, preventing unauthorised access.

Choosing the Right Solution for Your Business

You might still be looking for a mobile-friendly document management system, right mates? How about the right one that will surely align with your business needs? With that being said, it will ensure that the system can grow with your business and accommodate increasing document volumes.

Well, another highlight feature is providing integration with other tools that will enhance its capability. And it offers a user-friendly interface to make sure that your team will adopt this new feature without much effort, while you improve the overall productivity.

Transformational Leadership in Innovations and Modernization Efforts

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Dr. Raj Vayyavur, Senior, IEEE

 rvayyavur@gmail.com

 Abstract— This paper explores the role of transformational leadership in driving innovations and modernization efforts within organizations. By synthesizing empirical research from the past two decades, we examine the key components of transformational leadership and their impact on organizational change, innovation processes, and modernization initiatives. The findings highlight the significant influence of transformational leadership on fostering a culture of innovation, enhancing employee creativity, and facilitating successful organizational transformations.

Keywords— Transformational Leadership, Innovation, Modernization, Organizational Change, Leadership Effectiveness, Employee creativity, Technology Integration

I. INTRODUCTION

    In an era of rapid technological advancements and global competition, organizations face the constant challenge of innovation and modernization. Transformational leadership has emerged as a critical factor in navigating these challenges successfully. This leadership style, characterized by idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration [1], has been shown to play a pivotal role in driving organizational change and fostering innovation.

This paper aims to synthesize empirical research on transformational leadership and its impact on innovation and modernization efforts. By examining recent studies and meta-analyses, we seek to provide a comprehensive understanding of how transformational leaders influence organizational outcomes in the context of innovation and change.

II. Transformational Leadership: Theoretical FRAMEWORK

Transformational leadership theory, first introduced by Burns and further developed by Bass, posits that leaders can inspire and motivate followers to achieve extraordinary outcomes [2]. Bass and Avolio expanded on this concept, identifying four key components of transformational leadership [3]:

1. Idealized Influence:

Leaders serve as role models, earning respect and trust from followers.

2. Inspirational Motivation:

Leaders articulate a compelling vision and inspire enthusiasm for shared goals.

3. Intellectual Stimulation:

Leaders encourage creativity and innovation by challenging assumptions and seeking new ideas.

4. Individualized Consideration:

Leaders attend to individual needs and provide support for personal growth.

These components form the foundation for understanding how transformational leaders drive innovation and modernization within their organizations.

Fig.1. Transformational Leadership in Innovation & Modernization

III. Transformational Leadership & INNOVATION

Empirical research has consistently demonstrated a positive relationship between transformational leadership and innovation. A meta-analysis by Deng et al. found that transformational leadership significantly predicts individual and team-level innovation performance [4]. The study revealed that transformational leaders foster innovation by:

·         Creating a supportive climate for creativity and risk-taking

·         Encouraging divergent thinking and challenging the status quo

·         Providing resources and support for innovative projects

·         Recognizing and rewarding innovative efforts

These findings are supported by Greimel et al., who examined the role of transformational leadership in virtual teams [5]. Their integrative literature review highlighted that transformational leaders effectively promote innovation in digital environments by leveraging technology to inspire, stimulate, and support team members.

IV. Transformational Leadership in Modernization Efforts

Modernization efforts often involve significant organizational changes and the adoption of new technologies. Schmitz et al. investigated the impact of transformational leadership on technology integration in schools [6]. Their study revealed that transformational leaders:

·         Empower teachers to use technology in more demanding ways

·         Create a shared vision for technology integration

·         Provide individualized support to address teachers’ concerns and needs

·         Foster a culture of continuous learning and experimentation

These findings underscore the importance of transformational leadership in guiding organizations through complex modernization processes.

VI. Empirical Evidence from Recent Studies

    Recent empirical research has provided additional insights into the relationship between transformational leadership and innovation in various contexts:

  • Tegor et al. found that transformational leadership positively influences organizational competitiveness by enhancing employee skills and fostering innovation [9].
  • Ystaas et al. conducted a systematic review in the healthcare sector, revealing that transformational leadership improves patient outcomes by promoting innovative practices and creating a supportive work environment [10].
  • Kilag et al. demonstrated the positive impact of transformational leadership on educational innovation, highlighting its role in driving curriculum reforms and teaching methodologies [11].
  • Pratiwi and Amini showed that transformational leadership enhances lecturer involvement in higher education institutions, leading to increased innovation in teaching and research [12].
  • Asbari found that transformational leadership, combined with organizational structure and learning culture, significantly enhances school innovation capacity [13].

These studies collectively reinforce the crucial role of transformational leadership in driving innovation across various sectors and organizational types.

VII. Challenges and Future Directions

    While the positive impact of transformational leadership on innovation and modernization is well-established, several challenges and areas for future research remain:

Contextual Factors:

Lawrason et al. highlighted the need for more research on how contextual factors influence the effectiveness of transformational leadership development programs [14].

Virtual Environments:

Greimel et al. called for further investigation into the unique challenges and opportunities of transformational leadership in virtual teams [5].

Cross-cultural Applicability:

More research is needed to examine the effectiveness of transformational leadership across different cultural contexts [2].

Long-term Effects:

Longitudinal studies are required to assess the sustained impact of transformational leadership on innovation and modernization efforts over time.

Integration with Other Leadership Styles:

Future research should explore how transformational leadership can be effectively combined with other leadership approaches to maximize innovation outcomes [15].

VIII. CONCLUSION

    This review of empirical research demonstrates the significant role of transformational leadership in driving innovations and modernization efforts. By inspiring followers, fostering creativity, and creating a supportive environment for change, transformational leaders are uniquely positioned to guide organizations through the challenges of innovation and modernization. As organizations continue to face rapid technological advancements and global competition, the principles of transformational leadership offer a valuable framework for leaders seeking to drive positive change and innovation within their organizations.

Acknowledgment

    I would like to express my deepest gratitude to the researchers, scholars, practitioners, and experts whose invaluable contributions have laid the foundation for this research. Your dedication, insights, and pioneering work have been instrumental in shaping the understanding and knowledge within this field. Without your relentless pursuit of excellence, this research would not have been possible. Thank you for your commitment to advancing the boundaries of knowledge, which continues to inspire and guide future endeavors.

References

[1] B. M. Bass and R. E. Riggio, Transformational leadership. Psychology press, 2006.

[2] B. M. Bass, “Two decades of research and development in transformational leadership,” European journal of work and organizational psychology, vol. 8, no. 1, pp. 9-32, 1999.

[3] B. M. Bass and B. J. Avolio, “Transformational leadership and organizational culture,” Public administration quarterly, pp. 112-121, 1993.

[4] C. Deng, D. Gulseren, C. Isola, K. Grocutt, and N. Turner, “Transformational leadership effectiveness: an evidence-based primer,” Human Resource Development International, vol. 26, no. 5, pp. 627-641, 2023.

[5] N. S. Greimel, D. K. Kanbach, and M. Chelaru, “Virtual teams and transformational leadership: An integrative literature review and avenues for further research,” Journal of Innovation & Knowledge, vol. 8, no. 2, p. 100351, 2023.

[6] M. L. Schmitz et al., “Transformational leadership for technology integration in schools: Empowering teachers to use technology in a more demanding way,” Computers & Education, vol. 204, p. 104880, 2023.

[7] A. E. Rafferty and M. A. Griffin, “Dimensions of transformational leadership: Conceptual and empirical extensions,” The leadership quarterly, vol. 15, no. 3, pp. 329-354, 2004.

[8] M. M. Korejan and H. Shahbazi, “An analysis of the transformational leadership theory,” Journal of fundamental and applied sciences, vol. 8, no. 3, pp. 452-461, 2016.

[9] T. Tegor, J. Johannes, R. I. K. Jaya, and S. N. Thasimmim, “Skill, Transformational Leadership, And Competitiveness: Relationships In A Love Triangle,” Al-Tanzim: Jurnal Manajemen Pendidikan Islam, vol. 7, no. 2, pp. 422-434, 2023.

[10] L. M. K. Ystaas et al., “The impact of transformational leadership in the nursing work environment and patients’ outcomes: a systematic review,” Nursing Reports, vol. 13, no. 3, pp. 1271-1290, 2023.

[11] O. K. Kilag et al., “Transformational Leadership and Educational Innovation,” International Multidisciplinary Journal of Research for Innovation, Sustainability, and Excellence (IMJRISE), vol. 1, no. 1, pp. 110-114, 2024.

[12] S. N. Pratiwi and A. Amini, “Efforts to Increase Lecturer Involvement through Organizational Culture, Transformational Leadership and Economic Prosperity,” Al-Tanzim: Jurnal Manajemen Pendidikan Islam, vol. 7, no. 1, pp. 150-164, 2023.

[13] M. Asbari, “The Effect of Transformational Leadership, Organizational Structure and Learning Culture on School Innovation Capacity,” PROFESOR: Professional Education Studies and Operations Research, vol. 1, no. 02, pp. 22-32, 2024.

[14] S. V. Lawrason, R. B. Shaw, J. Turnnidge, and J. Côté, “Characteristics of transformational leadership development programs: A scoping review,” Evaluation and Program Planning, p. 102354, 2023.

[15] P. C. Susanto, L. Agusinta, A. Setyawati, and A. R. P. Panjaitan, “Determinant Organization Commitment and Development Organization: Analysis Servant Leadership, Transformational Leadership, Transactional Leadership,” Formosa Journal of Multidisciplinary Research, vol. 2, no. 3, pp. 541-558, 2023.

Dr. Raj Vayyavur (Senior, IEEE) is a distinguished transformation expert, practitioner, and leader in the IT field with over two decades of experience. He currently serves as the Director of Enterprise Architecture at Public Consulting Group (PCG). His comprehensive expertise spans Enterprise Architecture (EA), Artificial Intelligence (AI), Project Portfolio Management, Software Engineering, IT Management & Governance, and more. Dr. Vayyavur is renowned for his strategic vision, deep technological expertise, and strong business acumen, which he uses to lead transformative initiatives that align IT strategies with business objectives, driving organizational success and delivering measurable outcomes.

A prolific author, Dr. Vayyavur has published numerous research papers on technology, enterprise architecture, and project portfolio management, solidifying his position as a thought leader in the field. His work has been featured in leading journals and conferences, offering actionable insights and bridging the gap between theory and practice. He frequently speaks at prestigious forums, including IEEE conferences, where he shares his insights on the latest trends in technology and enterprise architecture.

Holding advanced degrees in Computer Science, Business Administration, an MBA, and a Doctorate, Dr. Vayyavur is committed to continuous learning and staying at the forefront of industry developments. His active participation in the IEEE and PMI communities, where he serves as a senior member, reviewer, judge, and chair for various committees, further reflects his dedication to advancing the field.

Through his visionary leadership, Dr. Vayyavur has set new standards for technology management, earning recognition as a sought-after transformation expert known for driving innovation and excellence in every project he leads.

 

LEADERSHIP IN MANAGEMENT


As you know, management involves getting work done through the people and by virtue of their positions, managers can issue orders and instructions to their subordinates to get the work done, but it is also necessary to ensure that subordinates put in their maximum effort in performing their tasks and hence managers have to regulate and influence the subordinates behaviour and conduct at work and it is through the leadership role of managers that employees may be induced to perform their duties properly and maintain harmony in group activities. A manager, having formal authority, can direct and guide his subordinates and command their obedience by virtue of his positional power but as a leader, a manager can influence work behaviour by means of his leadership ability to get the cooperation of all members of the group. Leadership may be defined as a process of influencing group activities towards the achievement of certain goals. Thus, the leader is a person in a group who is capable of influencing the group to work willingly and he guides and directs other people and provides purpose and direction to their efforts and according to eminent writers Hodge and Johnson Leadership is “ Leadership is the ability to shape the attitude and behaviour of others whether in formal or informal situations” and According to Livingston Leadership is “ Leadership is the ability to awaken in others the desires to follow a common objective”.

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CHARACTERISTICS OF LEADERSHIP

Managerial leadership mainly possess the following characteristics:

  1. Leadership is needed in all walks of life, such as economical, social, political and industrial spheres.
  2. It is the duty of the leader to maintain proper discipline among his subordinates.
  3. It is a continuous process whereby the manager influences, guides and directs the behaviour of subordinates.
  4. A true leader is responsible for including encouragement and confidence among employees of any organization.
  5. The success of a manager as a leader depends on the acceptance of his leadership by the subordinates.
  6. The manager-leader is able to influence his subordinate’s behaviour at work due to the quality of his own behaviour as a leader.
  7. The leader leads his group with authority and confidence.
  8. The leader establishes the relationship between an individual and a group around some common interest.
  9.  A true creates a bond of friendship between organization and subordinates.
  10. Leadership helps others in choosing and attaining specified goals to the maximum satisfaction of both the leader and the follower.
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SOME IMPORTANT QUALITIES OF LEADERSHIP

1. Knowledge and intelligence

 A leader, to be effective, must have knowledge of group behaviour, human nature and activities involving technical and professional competence. He must have an intelligent perception of human psychology and the ability to think clearly and argue cogently on points of dispute.

2. Integrity and Honesty

A leader should possess a high level of integrity and honesty and he should be a role model regarding ethics and values.

3. Motivation Skills

A leader should be an effective motivator and he should understand the needs of the people and motivate them through satisfying their needs.

4. Self-confidence

Confidence about one’s leadership ability makes it possible for a leader to analyse and face different situations and adopt a suitable style and Lack of self-confidence often prevents managers to adopt a participative style and repose trust in their subordinates.

MOTIVATION IN MANAGEMENT


The term motivation is derived from the word motive and motives are expressions of a person’s needs and hence they are personal and internal and in this context, the term need should not be associated with urgency or nay pressing desire for something and it simply means something within an individual that prompts him to action and motives or needs are ‘whys’ of behaviour and they start and maintain activity and determine the general direction of the person and motives give direction to human behaviour because they are directed towards certain goals which may be conscious or sub-conscious. Motives are directed towards the achievement of certain goals which in turn determine the behaviour of individuals and this behaviour ultimately leads to goal-directed activities such as preparing food and a goal activity such as eating food and in other words, unsatisfying needs result in tension with an individual and engage him in search of the way to relieve this tension.

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INTERRELATED TERMS

While discussing motivation, we need to understand three interrelated terms- Motive, Motivation, and Motivators.

1. Motive- A motive is an inner state or desire which energies an individual to move o to behave towards the achievement of goal and motive arises out of needs of an individual and it causes restlessness as he wants to fulfil his motive.

2. Motivation- It is a process of inducing people to perform to their best ability to accomplish a goal and it is a psychological phenomenon which arises from the feeling of needs and wants of individuals and it causes a goal-directed behaviour.

3. Motivators- Motivators are the incentives or techniques used to motivate the people in an organization and common motivators used by the mangers are increment, bonus, promotion, recognition, respect etc. 

 Motivations may be defined as the complex of forces inspiring a person at work to intensify his willingness to use his maximum capability for the achievement of certain objectives. According to Koontz and O’Donnell “ Motivation is a general term applying to the entire class of drivers, desires, needs, wishes and similar forces and to say that managers motivate their subordinates is to say that they do those things which they hope will satisfy drives and desires and induce the subordinates to act in the desired manner”

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FEATURES OF MOTIVATION

1. Motivation is an internal Feeling/ instinct

Motivation is a psychological phenomenon which generates from within an individual and needs are the feelings arising in the mind of a person that he lacks certain things and such feelings affect the behaviour of that individual and causes him to do work and hence, motivation is the process of making an individual feel his needs.

2. Motivation produces goal-directed behaviour

Motivation is a power which leads the employees to the achievement of their goal and the behaviour of the motivated employees clearly shows that they are inclined towards the achievement of their goal.

3. Motivation can either be positive or negative

Positive motivation provides positive rewards like an increase in pay. Promotion, recognition etc. Negative motivation uses negative means like punishment, stopping increments, threatening etc., which also may induce a person to act in the desired way. 

SUPERVISION OF MANAGEMENT

Supervision is an important aspect of the directing function and it involves the managerial task of observing the subordinates at work to ensure that they are working according to plans and policies of the organization, keeping the time schedule and supervision also includes helping subordinates to resolve their work problems. Managers at all level are in direct contact with subordinates and oversee their work performance and the top management supervises the work of middle-level managers, who in turn supervise the first-line managers or supervisors and the first-line managers are in direct contact with the operatives and thus, all levels of management are generally engaged in supervising the work of their immediate subordinates. According to R.C. Davis “Supervision is the function of assuring that the work is being done in accordance with the plan and instructions”. Supervision includes the following three elements:

  1. Commanding
  2. Guiding
  3. Controlling

This is the reason why, “Supervisors are known as a friend, philosopher, and Guide of workers”.

ROLE OF SUPERVISORS

Supervision has special importance only at the lower management level and the question which is now required to be discussed is to what role does a person working at the managerial level, the supervisor play in the organization.

1. Supervisor as a key man

 In every organization, the work of putting the plans into action is done by non-managerial staff who works under the guidance of a supervisor but however, at this level, even a little carelessness may cause the closure of the organization and that is why the supervision is referred to as the key man in the organization.

2. Supervision as a middle man

   In the organization, the supervisor plays the role of a middle man and he acts as a link between the higher-level managers and him workers, and his main job is to prepare a co-operative atmosphere among the two parties in order to facilitate the achievement of the goal of the organization.

3. Supervisor as a human relation specialist

A supervisor is likely to face a number of problems related to human behavior, for which one has to try and find out solutions and he can do so only if he is a human relation specialist.

FUNCTIONS OF SUPERVISOR

1. Planning the work or schedule activity

The supervisor is a low-level manager and he is required to study and analyze the work of his department and decide what, where, which, why, and by whom the work is to be performed. He has to chalk out daily and weekly program and he has also to arrange the raw materials, machines, tools, and equipment and the successful supervisor is an efficient planner.

2. Achieving the target

It is the most important duty of the supervisor to achieve the target prescribed for his department by the management and this can be achieved if the supervisor enables the best possible use of the available resources of the department towards the desired goal.

3. Enbaling standardized output through instruction and guidance

It is the supervisor, who ensures that the actual performance corresponds to the norms and standards laid by the management and the supervisor must satisfy himself as to the quality of the output and he should concentrate on both quality and quantity of goods. 

STAFFING


Staffing may be defined as the managerial function of employing and developing human resources for carrying out the various managerial and non-managerial activities in an organization. The function is concerned with attracting, acquiring and activating the human resources for achieving organizational goals and staffing also involves upgrading the quality and usefulness of members of the organization with a view to getting higher performance from them and in other words the policy of selecting ‘right man for the right job’ should be adopted. The staffing function includes such activities as manpower or human resource planning, recruitment, selection, placement, training and development, remuneration, performance appraisal, promotion, transfers, and so on. Staffing is a continuous function of managers and this is because the organization’s need to retain and maintain its personnel is a need ending process and managers have to keep a regular watch on the size and composition of personnel needed by the organization. As said by Weihrich and Koontz “The managerial function of staffing involves the filling and keeping filled, positions in the organizational structure”.

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NATURE OF STAFFING

Staffing is related to people not with goods and it is a human factor related to people and staffing is also influenced by the social, economical, political, and educational environment of the country. Speaking, staffing is a function of far-reaching consequences and the reason is that managers are not shown as an asset in the balance-sheet of the organization whatsoever money we may have to spend on their selection, education, training and development and hence, we may conclude that staffing is a function of a for reaching consequences. According to Theo Haimann “Staffing is also a liability of the management like its other functions which is to be done by a manager continuously”. Recruitment, selection, training, and development of employees is a continuous process and with the increase in the size of the organization, continuity in staffing also increases. Staffing is influenced by the internal and external environment of the organization and the internal environment includes policies regarding promotion, retirement, etc., while the external environment includes the social, economic, political, and educational environment of the country and speaking both internal and external effect the staffing function.

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In management selection, training, development, and evaluation of manpower are interlinked and hence convert staffing into a system and it is treated as a sub-system of management system because it is linked with organizational structure. Staffing is done not only to fulfill the present vacancies but also to fulfill the future vacancies and here we have to forecast the number and type of vacancies in near future and the level of the educated and trained people required for fulfilling these vacancies and arrange for the fulfillment, education, and training for these vacancies in advance. Staffing is not a phase of organizing but a separate managerial function and staffing is the responsibility of the managers. Staffing helps in determining and securing qualified and capable personnel for various jobs and it places round pegs in round holes and square pegs in square holes and it aims at economical and better employee performance.

How to manage personal finances

Finding out “why”


This is the first step in planning your budget. The reasons could be you want to minimize your spending habits or you have a debt repayment plan and to be debt-free or want to save for any of your long term goals. This step is very necessary because without deciding the purpose of your financial budgeting you can’t plan a proper budget.

Priorities setting


After deciding your whys you need to set your priorities according to your priorities. It is about finding out what’s important to you then controlling the habits of spending and saving to achieve the “why”.
These include your long term and short term goals and syncing them in the order of your priorities. Like you are going to marry soon so you want to buy a house in the future or if there is a couple who wants to plan their children’s higher education expenses, so priorities should be decided at this level.

Track your spending habits


This is the most important step while planning a budget. Spending habits as if you are spending on the unnecessary things in your life. Check your monthly expenses yearly expenses and try to figure out which is unnecessary for you and cut out them.

Choosing the method

with the 50/30/20 rule, 50 % of your take-home pay goes towards your needs. 30% should go towards your wants or discretionary income. Remaining 20% of your take-home pay should go to your savings. for example, if your income is 50000 then 25000 should go towards your need like housing utility, insurance, groceries. 15000 should go towards your wants and the remaining 10000 should go towards your savings.

There are various methods of budgeting like zero-sum budget, anti budget, money flow, etc. Find out which one is best for your according to your spending and priorities.

live with your Budget


There is no use of the method you have decided if you don’t implement it in your life. create a spreadsheet use pen and paper for creating the spreadsheet or you can use many digital tools that are available online for the same like Mint, Clarity money, Tiller money, You need a budget, Digit, Qapital, etc.

Updating the Budget regularly


Review, Revise, Improve
There is no rule for improving your budget. It is up to you your personal satisfaction with your spending habit.
You pick up a budget applied and then not satisfied with the can savings then you can revise your budget again make it do some improvements accordingly again apply and see the result.
Here are a few helpful things to keep in mind while updating the budget-
Slash expenses- If in your budget you are finding yourself overspending then see where you can cut those expenses.

Create seasonal budgeting-

Besides the main budget, a seasonal budget for holiday and summer season should also be maintained.

Link existing habits with new ones-

If you have added some more new spending habits then link that with your existing ones.

Set dates to review and tweak-

You should always review your budget whether you are happy with it or not.

Get help if you need–

MMI offers free budget counseling to anyone struggling with the management of the budget.

Entrepreneurship

What is Entrepreneurship?


Entrepreneurship is an activity which is done by a person to bring out the social change in the world, by innovative technologies, services, products, etc.

In a more formal definition, Entrepreneurship is the activity of setting up a business or businesses, taking on financial risk in the hope of profit.

Hence, entrepreneurship is an act by which a person became independent and lives a life on his/her terms and conditions. Entrepreneurship is about being your boss.

Who is an Entrepreneur?

An entrepreneur is a person who brings about changes for the betterment of society.

An entrepreneur is someone who sees the world from a different angle. An entrepreneur is a risk-bearer, organizer, and innovator.

Entrepreneur as a risk-bearer–

As a risk-bearer, an entrepreneur is the one who buys certain factors of production changes them into a product and sells them at uncertain prices in the future. There is uncertainty about the prices, which is not an ordinary risk that can be insured therefore the entrepreneur is a risk-bearer.

Entrepreneur as an organizer-

As an organizer entrepreneur combines the labor, land, capital other resources to make a product. After selling this product in the market and subtracting all the receipts which remained is the profit.

Entrepreneur as an innovator–

As an innovator entrepreneur is the one who introduces a product, a service or a technology in the existing one to improve the lives of the people.

Example of Entrepreneurs–


Every entrepreneur has a different vision to see the world to find out the best opportunity for them as well as for the improvement of society.

Many successful entrepreneurs influence the world in different ways because as every individual is different, every entrepreneur is different.

Steve Jobs will always be the most famous and successful entrepreneur in the world. He formed an apple computer company. Jobs’ inventions have been a boon in technology. He passed away with a net worth of over $8.3 billion.

Oprah Winfrey is one of the most successful lady entrepreneurs in the world. She is the richest African-American woman. Despite having a past full of thorns she never gave up in life. Now she owns a cable network company named OWN meaning Oprah Winfrey Network. She acquired the name “queen of all media”. She is the only multi-billionaire in American history possessing a net worth of 2.9 dollars.

Elon Musk, who doesn’t know about him. He is one of the most influential South African born American. He launched his first company Zip2 Corporation, in 1995 with his brother, Kimbal Musk and X.com in 1999 which later became PayPal.
In 2002, he founded SpaceX which is a huge success.

These are some of the examples of the most influential entrepreneurs, who are trying to bring a revolution into the world.

Traits of the entrepreneurship–

• Creative thinking– creativity is an important characteristic of an entrepreneur. A creative mind thinks about new ideas. Instead of blaming the situation, they find a solution to a particular problem. They have amazing imagination power. They think that every product, service has a scope of improvement.

• Embrace changes– successful entrepreneurs are very flexible about the changes. They are always ready for the changes and take the advantages out of the situations.

• Hard work vs smart work– Entrepreneurs know when to work hard and when to work smart. They know that neither of the two can substitute each other.

• Use money wisely– Money management skills of the entrepreneurs should be very good. They should know where, when, how much to invest.

• Vision – successful entrepreneurs know everything about their business- why the organization exists, how a product or a service will bring a difference to the existing one, in which market is to be launched.

• Maintain the consistency– successful entrepreneurs are always consistent with their work. They know that success can’t be achieved overnight. They should not give up on the tough situations.
There is a famous saying by an entrepreneur –
“Tough times never last, but tough people do.”- Robert H. Schuller.

SCIENTIFIC MANAGEMENT


The origin of scientific management dates back to the year 1832 when Charles Babbage discussed the principles of scientific management in his book “The economy of manufactures”. In real sense, scientific management owes its origin to Frederick Winslow Taylor, who is commonly regarded as the father of scientific management.

MEANING OF SCIENTIFIC MANAGEMENT

Scientific management may be regarded as a set of scientific techniques that are supposed to increase the efficiency of an enterprise. Under scientific management, the selection of men, machines, materials is made by a scientific approach. Here, all the organizational activities are performed by rationality and proper discipline, this scientific management is a logical approach towards the solution of management and it assumes that the methods of scientific inquiry, analysis and experimentation can be applied to the activities of managers. It means approaching the problems of management in the manner and spirit of scientific research using tools such as definition, analysis, experiments, etc. It is ‘Scientific Management’ as opposed to ‘Traditional Management’ based on the rule of thumb, trial, error. As said by Peter F. Drucker “The cost of scientific management is the organized study of work, the analysis of work into its simplest elements and the systematic management of the worker’s performance of each element”.

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We can summarise scientific management as:

  1. Scientific study and analysis of work.
  2. Scientific selection and training of employees.
  3. Standardization of raw material, equipment, and working conditions.
  4. Reasonable remuneration to employees.
  5. Scientific management is an economical method that makes the best possible use by integration and coordination of available resources.
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MAIN CHARACTERISTICS OF SCIENTIFIC MANAGEMENT

1. A definite plan: To achieve predetermined definite objectives, management needs a definite plan, and the plan should be goal-oriented.

2. A definite objective: In scientific management, every organization has to establish the basic objectives and efforts are to be made by applying physical and human resources to achieve these predetermined objectives.

3. A set of rules: To make scientific management more effective, a set of rules are framed and these sets of rules are tested and verified as regards their effectiveness in the real business situations by a group of persons.

4. Economy: The main aim of scientific management is to achieve the economy of time, money, and labor, and the technique of economy is used for producing maximum at a minimum cost.

5. Scientific analysis and experiment: Before starting any work, the utility, effectiveness, and suitability of plans are to be tested and analyzed, and thus by scientific analysis and experiment, we can choose the best course of action.

6. Increase in efficiency: The techniques of scientific management help in increasing the efficiency of workers and new techniques and improved tools are used for increasing efficiency.

7. Time study: Time study is concerned with labor productivity and according to it, an estimate is made of the amount of work required to be done to perform a job.

8. Cooperation: In the present competitive situation, efforts should be made to establish a cordial relation between labor and capital. Cooperation is essential for efficient management and group efforts for group benefit can be the active cooperation of each individual.