“BARNES AND NOBLE – THE ROBERT BOIRE DECISION”

“Barnes and Noble – CEO – Robert Boire”

                With the recent “letting go” of Barnes and Noble CEO, Robert Boire, one cannot help,to wonder if the franchise is going to continue on with the plan of serving wine and beer.

As a fellow book nerd, I cannot imagine finding the only copy of the latest James Patterson novel at the bar in a pool of condensation that came off of a Miller Lite can. The book store is a place that we book nerds go so we do not have to go to the bars and socialize with people who decided to attend happy hour for escapism. It is a quiet place where we can get some reading done and beam ourselves into other dimensions via words.

Barnes and Nobles believes that this will help them with the competition. In my opinion, I think it is going to cause more harm than good because now you have a bar with books. One question comes to mind while thinking about this: Will there be a limit on how much a patron is served? Will that serving be less than what is served in a normal bar? If so, I think there is going to be a lot of angry drinkers and if not, there will be more angry readers.

I think they should leave it alone. Continue to serve coffee and maybe have more incentives for their true customers. Because let’s face it, would you rather make money on the add on product or the product that you started your business for?

Reference:

http://money.cnn.com/2016/08/16/news/companies/barnes-and-noble-ceo-fired/

http://money.cnn.com/2016/06/24/investing/barnes-and-noble-beer-wine-alcohol-booze/

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barnes-noble-pic-09-12-16

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DISCUSSION SERIES (Part 3 of 3) – “Strategically Implementing and Managing Human Resources in a Family Business”

Human Resources Development - www.star-printexpress.com - 05-23-16

Hello All,

The introduction of this discussion series began by, examining and determining what business tactics are ascertained by the leadership of a family business entity in order to institute a human resource strategic dynamic that is constructively fundamental for business operations. By establishing, a human resources dynamic that is encompassed of ethical and professional business practices can strengthen a foundation that is consistent with fostering human resources strategies successfully.

Part (2) of our discussion reflected on identifying “Analytical Human Resources Tactics” that can be beneficial for managing a human resource structural dynamic in a family business operation.

As part of our wrap-up of this discussion series Part (3) focuses on “Implementing Strategic HRM Polices, Examination of the Literature, and Conclusion” of “Strategically Implementing and Managing Human Resources in a Family Business.”

Implementing Strategic HRM Policies

Integrating human resource strategies into a family business entity without the structure of a dedicated Human Resources Department should be introduced through proper leadership guidance and ethical principles. Having proper leadership in place is a key element to executing effective strategies that will be beneficial to a family business entity. Kouzes and Posner (2012) emphasize that illustrating proper leadership protocols is essential to leading others in a professional and respectable manner. When family business leaders demonstrate this momentous viewpoint a fundamental leadership strategy is exhibited:

When making extraordinary things happen leaders engage in what is called the Five Practices of Exemplary Leadership. They are (1) Model the Way, (2) Inspire a Share Vision, (3) Challenge the Process, (4) Enable Others to Act and (5) Encourage the Heart. The Five Practices are available to anyone who accepts the leadership challenge-the challenge of taking people and organizations to places they have never been before, of doing something that has never been done before, and of moving beyond the ordinary to extraordinary. (Kouzes & Posner, 2012, p. 15).

In essence, having proper leadership in place signifies developing human resource strategies that substantiate a family entity’s business organizational standards. Effectively communicating a human resources dynamic to a family business’s workforce is paramount to consistently acclimatizing human resource strategies that can be valuable to a family business entity. “A high degree of consistency, is normally associated with personal and intellectual strength. It is the heart of logic, rationality, stability, and honesty” (Cialdini, 2009, p. 53). Avowing human resources strategies with consistency organizational wide can enable a family business infrastructural operations to operate efficiently.

Instituting leadership credibility and organizational value is important aspects to envision when creating human resources policies and procedures for a family business entity. “In a values-based organization, people at every level come together for a higher purpose. Expectations for everything from ethical behavior to performance objectives are clearly communicated” (Kraemer Jr., 2011, p. 7).  Each colleague that is associated with a family business entity should have robust individual characteristic values. The fundamental leadership that is in place should possess the proficiency to tap into theses individual foremost values to afford the opportunity to establish a strong ethical foundation that supports human resources dynamics. “As a leader, you must also affirm the shared values of the group” (Kouzes & Posner, 2012 p. 17). Integrating principles that comprise a values-based leadership model is significant to transition quality leadership attributes and dynamics into a human resource structure that complements a family business infrastructure. “The principles are self-reflection, balance, true self-confidence, and genuine humility. The principles are interconnected, each building and contributing to the others. Together they form a solid foundation for values-based leadership” (Kraemer Jr., 2011, p. 5). The Human Resources Department at the Society for Human Resource Management defines a values-based organization as:

A values-based organization (VBO) is a living, breathing culture of shared core values among all employees. This is different from the traditional structure which is a more machine-like, business approach that focuses on an authoritarian type relationship or rigid organizational structure. A values-based organization is a culture shaped by a clear set of ground rules establishing a foundation and guiding principles for decision-making, actions and a sense of community. (Society For Human Resource Management, 2012).

Declaring and authenticating quality leadership attributes with importance placed on a values-based initiative associates creating effective human resources strategies for a family business entity.

Partaking in proper ethical practices regarding human resource policies in association with the functionality of family business operations is vital to successfully creating honesty, integrity, commitment to employees, obligation to servicing customers and developing infrastructural morals and values subsequently executing these comportments throughout the organization. Apposite leadership that is encompassed in a family business entity can acknowledge the importance of devising the appropriate checks and balances to develop a code of ethics that can be used as a managerial tool to effectively drive a suitable human resources model. “The primary purpose of a code of ethics, for any profession, is to establish norms and expectations for practitioners in order to collectively minimize the risk of harm to clients and the general public” (Welfel, as cited in Francis and Dugger, 2014, p. 131).  Ethics and values cohesive function together concurrently as one component in relationship to operating a family business entity the right way, sincerely taking care of employees by means of leadership revealing employees best interest is foremost in mind and heart, taking care of customers by exhibiting professional courtesy, exemplifying respectability, and steadily conducting business operations in the best manner possible.

An expedient method for family business leadership to produce a code of ethics that personifies the organization’s workforce is the capability to relate to personal competences that connect with emotional intelligence. These five personal competences are:

(1) Self-Awareness: – (Knowing one’s internal states, preferences, resources, and intuitions). (2) Self-Regulation: – (Managing one’s internal states, impulses, and resources). (3) Motivation: – (Emotional tendencies that guide or facilitate reaching goals). (4) Empathy: – (Awareness of others’ feelings, needs, and concerns). (5) Social Skills: – (Adeptness at inducing desirable responses in others). (Goleman, 2006, pp. 26-27).

Family business leaders that can efficacious implement a strong ethical foundation and emphasize this dynamic throughout an organization can establish uniformity defining organizational ethical standards. Leaders can divulge human resources concepts relating to morals, values, empathy, and cognizant elements that drive how decisions are made professionally by illustrating a commitment to conduct business operations ethically regarding the workforce and the infrastructure as a whole. Unveiling a proven track record of ethical magnitudes that is conducive to family business operations across the board epitomizes organizational credibility and heightens workforce productivity.

An Examination of Literature

             The primary concepts examined within this document connect the importance of establishing proper organizational leadership, investing and effectively managing human capital, engaging in proper ethical business practices, exemplifying value for the workforce, and strategically applying human resources concepts that can align the infrastructure of a family business entity. Additional observation focuses on executing Strategic Human Resources Strategies and the benefits that can be realized by adopting policies that are suitable for a family business entity functional dynamic.

Conclusion

             This analysis has reflected on literature that is irrefutable to implementing human resources dynamic for a family business entity that does not have a dedicated Human Resource Department rooted into the organization. Having proper leadership in place is pivotal to implementing a human resources dynamics that complements the operational infrastructure of a family business entity. It is evident that good quality leadership is a key element to a instituting family business operational success, but other factors exist that constitute attaining success for a family business entity. Ancillary concepts that should be asserted into the operational infrastructure of a family business operation that epitomize success is shared values, engaging in proper ethical business practices, and incorporating characteristic traits concurrent with exhibiting honesty, integrity, dedication and commitment, empathy, and effective communication between the family constituents that are associated with operating the family business entity.

Manufacturing a creditable and positively sound infrastructure devoted to allocating the uppermost superiority services to a family business entity’s workforce is crucial to creating strong productivity. The consensus is that family values and an organization’s vision are key fundamentals relating these concepts that drive effective business operations. Ward (2009) point out two clarifications that indicate this interpretation: (1) strategy formulation is a very personal process reflecting the desires and prejudices/biases of the family CEO controlling ownership team, and (2) no one particular strategy is uniquely suitable for a given company at a given time Ward (2009). This consensus identifies what a small family business entity may value entirely and can determine how Human Resources decisions are made affecting small family business operations. The Enterprising Family Vision is the remedy for family business success as Ward (2009) explains.

Human resource concepts and strategies that can be beneficial to a family business operational dynamic and how incorporating specific Human resource strategies can strengthen the infrastructure of a family business entity in order to maintain a successful decorum.

We hope that you have enjoyed our (3) part discussion series on “Strategically Implementing and Managing Human Resources in a Family Business.”

References:

Cialdini R. B. (2009). Influence: Science and practice (5th ed.). Boston:

Pearson Education, Inc.

Dugger, S. & Francis, P. (2014, April). Journal of Counseling & development:

Professionalism, ethics, and value-based conflicts in counseling: An introduction to the

special section. Vol. 92 Issue 2, p131-134. Retrieved April, 2014, from Journal of Counseling &

Development is the property of Wiley-Blackwell. doi: 10.1002/j. 1556-6676.2014.00138.x

Goleman, D. (2006). Emotional intelligence: Working with emotional intelligence.

New York, NY: Bantam Dell A Division of Random House, Inc.

Kouzes, J. & Posner, B. (2012). The leadership challenge: How to make extraordinary things

happen in organizations. San Francisco, CA: Jossey-Bass A Wiley Imprint

Kraemer Jr., J. (2011). From Values to action: The four principles of values-based leadership.

San Francisco, CA: Jossey-Bass A Wiley Imprint

Society For Human Resource Management (2012, December 17). What does it mean to be avalues-based organization?

Retrieved from http://www.shrm.org/templatestools/hrqa/pages/whatdoesitmeantobeavalues-basedorganization.aspx

Ward, J.L. (2009). How family values and vision drive business strategy and continuity.

Universia Business Review, 32 26-36.

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Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
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DISCUSSION SERIES (Part 2 of 3) – “Strategically Implementing and Managing Human Resources in a Family Business”

Human Resources Development - www.slideshare.net - 04-11-16

Hello All,

The introduction of this discussion series began by, examining and determining what business tactics are ascertained by the leadership of a family business entity in order to institute a human resource strategic dynamic that is constructively fundamental for business operations. By establishing, a human resources dynamic that is encompassed of ethical and professional business practices can strengthen a foundation that is consistent with fostering human resources strategies successfully.

We will now continue our discussion by focusing on what tactics can be executed to strategically implement and manage a human resource structural dynamic in a family business operation.

Analytical Human Resources Tactics

(Rees & Smith, 2014) assert that the operational structure of human resources comprises an collection of operational elements to include “recruitment and selection,  organizing employee contracts, communicating employment, and dismissal come to mind” which involve developing human resources strategies that can aid in operating a  family business entity ethically and professionally. “However, the HR function may deal with a multitude of aspects, for example, dealing with promotion and career structures, job design, performance assessment, employee welfare, employment relations, management development and communication to employees (Rees & Smith, 2014, p. 8).   Strategically characterizing what human resource protocols that will fit into a family business operational infrastructure should be the first commenced phase regarding the application process. Examining human resource strategies from a business mind-set acknowledges the key area of focus in terms of initiating strategic growth. Employing moral strategies can begin with creating effective interviewing and hiring techniques that constitute recruiting excellence candidates, continuously training employees to develop individual skill sets and improve infrastructural productivity, consistently manage personnel in an ethical and professional manner, establish policies and procedures that will be conducive to organizational operations, and combine all characteristics that interconnect human resources dynamics into an organization. Therefore, it is crucial for the leadership of the family business to make a substantial investment in human capital. Strategically investing and managing human capital incorporates recognizing value in individuals.

There is of course a much more complexity and subtlety in the contribution of people to organizational performance than simply their numbers, skills and experience. To be effective, organizations need people with commitment and motivation. These features combined with processes and procedures to determine productivity of different groups. People generally must collaborate in order to achieve what the organization needs, collaborations that reflects the culture and style of leadership and management at all levels. (Warren, 2008, p. 261).

After embedding these concepts into a family business entities operational infrastructure affording the opportunity to produce managerial flow, constitutes time to take human resources strategies to the level of modernization.

Clearly, staff and the ways in which they are organized, rewarded and managed are critical to performance, which makes the development of effective human resource policies and practices most important. Human resources and human capital are therefore widely acknowledged in the strategy field to be vital; indeed, it is sometimes claimed that people may be the only true sustainable source of competitive advantage. (Warren, 2008, p. 261).

The family business workforce can ultimately define the positive structure of the family business entity. Managing human capital effectively illustrates this important infrastructural dynamic.

This next level of strategic application should direct the family business entity to focus on exemplifying and endorsing its cultural dynamic organizational wide to have the capability to tactically manage individual competencies with the goal of attaining sustainable advantage over the family business entity’s competitors. Operating at this next level, effectively managing employees with finesse and precision can be the epitome of success in correlation to organizational productivity. Exemplifying family business operations of this capacity transcend into revealing a positive outcome of ethical proportions. Visualizing and fulfilling this strategic dynamic personifies asserting enriched training initiatives, strengthens the organizational infrastructure, and delineates the cultural stability of a family business entity.

Two Strategic human resources models that may be ideal for a family business entity to contemplate incorporating into its operational infrastructure encompass inaugurating the Life-cycle model (Rees & Smith, 2014 p. 88) and the competitive advantage model (Rees & Smith, 2014 p. 86). The strategy that defines the Life-cycle model states that:

The logic here is that different HRM policies and practices will be effective at different stages of the organization. When a firm is at the beginning of its life cycle entrepreneurial flexibility is needed, while arriving at the growth stage it needs more stable and increasingly bureaucratic policies and practices. (Rees & Smith, 2014 p. 75).

As a family business entity advances, the principal areas of interest could incorporate establishing a business portfolio, strengthening the family business brand and building a strong business infrastructure. The Life-cycle model can be used as a guiding tool to assist in instituting effective Human resource protocols that will be valuable to a family business operational infrastructure. Considering that the family business entity is striving to move forward and be successful one objective should be to adapt the competitive advantage model (Rees & Smith, 2014 p. 87). The competitive advantage model can be productive for a family business entity from a marketing and advertising standpoint indicating that:

It purposes, for example, creative and innovative behaviors for the innovation strategy, but repetitive and predictable behavior for the cost leadership strategy, high job involvement for innovation and low job involvement for cost leadership. Hence, they put together a ‘menu’ of HR practices which are continua ranging from one extreme to the other. (Rees & Smith, 2014 p. 87).

Contingent on the market segment of the family business entity, fierce competition could exist and the family business entity should have a competitive advantage over comparable businesses. This affords the opportunity for a family business entity to demonstrate to potential customers that this organization is the right choice to conduct business.

Successfully transitioning through these phases illustrates engaging in Strategic Human Resource Management concepts. Strategic Human Resources Management amalgamated human resources and human resources management concepts creating a definitive observation which creates the opportunity to uphold business operations effectively and efficiently. (Allen and Wright, as cited in Rees and Smith, 2014, p. 75).

Strategic Human Resource Management is defined as:

It has the ambition of creating models that encompass, and holistically incorporate, both the strategy a business should follow and also those HR activities that support this strategy. IN SHRM the micro prospective that usually prevails in HRM – that is, examining people relationships, behaviors, or organizational polices – shifts towards a more meso or macro perspective, where researchers look at systems in the organizations and also look for relationships that enhance and complement each other. (Rees & Smith, 2014 p. 75).

Achieving this level of human resources strategic deployment can empower a family business entity to attain an authentic understanding of the organization in its entirety. Fundamentally, the family business entity should now have the aptitude to adapt logical business techniques that can be conducive to organizational operations. Human resources concepts can assemble the operational activities of an organization. The organization’s leadership can make decisive decisions that can be very beneficial for a family business processes. The family business leadership and personnel can work together to achieve common goals to progress with the primary goal of attaining successful continuity moving forward.

More to come regarding this discussion on strategically implementing and managing human resources in a family business.

References:

Rees, G. & Smith, P. E. (2014). Strategic Human Resource Management: An International

Perspective. Los Angeles, CA: Sage Publications Ltd

Warren, K. (2008). Strategic management dynamics. Chichester, West Sussex, England:

John Wiley & Sons, Ltd. 

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Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
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DISCUSSION SERIES (Part 1 of 3) – “Strategically Implementing and Managing Human Resources in a Family Business”

Human Resource Series Dis. Pic. (1) - 02-29-16 -www.jmu.edu

Hello All,

How are effective HR strategies identified and implemented to assist a family business with managing human resource dynamics without having a dedicated HR Department to create policies and procedures that are conducive to a family business’s managerial operations? This is an introduction to this discussion series is to discover, examine and determine what business tactics are ascertained by the leadership of a family business entity in order to institute a human resource strategic dynamic that is constructively fundamental for business operations. Establishing, a human resources dynamic that is encompassed of ethical and professional business practices can strengthen a foundation that is consistent with fostering human resources strategies successfully.

Applying business strategies that effectively incorporate human resources strategies should be initiated with guiding tools instituted from the leadership that is responsible for running the daily operations of a family business entity. The leadership can engage in this vibrant process through unifying in a productive communicative arrangement in order to identify human resource strategies that will be favorable to the organization. Initially outlining a discussion of this caliber by way of expounding a proper framing technique is pivotal to how individual perspective will be interpreted and received by each constituent.

In addition, appropriate word choice is essential in order to frame this discussion properly to illustrate an applicable communicative dialogue between constituents. Therefore, “Framing then is the act of communicating that concept” (Fairhurst, 2011, p. 1). By applying an exemplary leadership style along with employing human resource strategies can be vital to achieving operational success.

More to come regarding this discussion on strategically implementing and managing human resources in a family business.

Reference:

Fairhurst, G. T. (2011). The power of framing: Creating the language of leadership. San Francisco, CA: Jossey-Bass A Wily Imprint

Photo Courtesy of: www.jmu.edu

Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
Co. Email: thenonotesshow@aol.com

 

“Apply Systems Thinking and Theory to Organizational Challenges”

Apply Systems Thinking and Theory to Organizational Challenges Pic. - www.linkedin.com - 02-15-16

Hello All,

System thinking and theory constitutes interpreting a management system integration that affords the opportunity to attain an understanding of a system through examination of relationships and connections that encompass the full spectrum of a particular system. This dynamic can afford the opportunity develop thinking strategies to analyze organizational challenges in relation to the infrastructural environment. Implementing this directive can enable the ability to attain understanding, analyze and discuss the strategy and create strategies that is a cohesive, composite assortment of numerous interconnected systems (human and technology) based that unify in order for the organization to be successful.

Developing and applying system thinking and theory strategies to combat organizational challenges consist of creating and developing a strategic plan conceptualized by a team of dedicated and committed individuals. In order for a business/organization to achieve developing a strategic plan based on system thinking and theory concepts it will be important for the organizational leadership to first recognize organizational challenges then implement protocols that can be conducive for the organization to operate successful. As organizational leadership affords the opportunity to step back to self-reflect in order to identify concepts that encompass optimizing operational dynamics can be an essential element of success. “Self-reflection is the key to identifying what you stand for, what your values are, and what matters most” (Kraemer Jr., 2011, p. 13). As organizational leaders, managers, and employees ascertain a true understanding of what matters most to the business/organization, this dynamic can illustrate providing positive experiences relating to handling organizational challenges. As the self-reflection, process is engaged the business/organization can interpret that “self-reflection allows you to gain clarity on issues, both personal and professional, because you have taken the time to think more deeply about them. The more self-reflective you are, the easier it is to make choices that are in line with your values, with awareness of the full impact of your decisions” (Kraemer Jr., 2011, p. 13).

In essence, developing applying system thinking and theory strategies that facilitate effectively handling organizational challenges can enable businesses/organizations to adopt techniques to properly analyze theories that are conducive for organizational operations.

An information system is comprised of computer-based tools that serve the purpose for collecting, storing, and processing data. Information systems assist with facilitating knowledge management for businesses/organizations by creating, controlling, storing, finding and accessing this pertinent information. Analyzing and evaluating information is essential for establishing a framework for inaugurating system thinking and theory management concepts. Generating specified knowledge by assimilating context can support effective decision-making, affording the foundation for action to take place relating to managing organizational operations. Businesses/organizations rely on information systems to carry out and manage infrastructural operations, combat organizational challenges, afford the opportunity to successfully interact with customers, clientele, and suppliers, and have the ability to compete in the market place. This concept defines how applied systems and theory facilitate knowledge management to assist in producing a successful business entity.

References:

Kraemer Jr., J. (2011). From Values to action: The four principles of values-based   leadership. San Francisco, CA: Jossey-Bass A Wiley Imprint

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Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
Co. Email: thenonotesshow@aol.com

“Technology Meets Business and Management Needs”

Business-to-Business - 2010-2014.commerce.gov - 01-25-16

Hello All,

The focus of this discussion is to ascertain how a non-e-commerce business-to-business relationship can be established to ensure that one business that has the necessary resources that can effectively and efficiently suggest innovative technological strategies that can be appropriate to support another business entity. E-commerce defines how businesses across a multitude of industries use the internet to conduct business operations and function electronically in today’s world.

BusinessTown.com identifies e-commerce as being:

A pre-eminent buzzword of the online business revolution. It captures the excitement and focus of this fast emerging market. But it is more than a slogan or glib partly line. At its core it embodies a concept for doing business online. (www.businesstown.com)

As technology continues to evolve it is important for businesses to embody and develop technology strategies that can strengthen the organization’s infrastructure and enhance overall business operations in order to be competitive in today’s business market.

Establishing an effective communicational dialogue regarding a business-to-business relationship is essential to identify what technology strategies will be most conducive to adapt e-commerce processes into a business operational infrastructure. Framing this initial discussion is how pertinent information is interpreted by the receiver (Fairhurst, 2011). Accurate word choice is pivotal to emphasizing effective communication that encompasses technology strategies. Therefore “Framing then is the act of communicating that concept” (Fairhurst, 2011, p. 1). After framing the communicational dynamic, thus illustrating technology strategies can be the next phase of the discussion.

How does an organization adapt appropriate management information systems that effectively correlate with an organization’s business model and operational endeavors? The first step should be to ascertain a good understanding of what (MIS) is McKinney Jr. and Kroenke (2014) which is essential to developing functional business operating processes. “MIS stands for management information systems, which we define as the management and use of processes, information systems and information to help organizations achieve their strategies” (McKinney Jr. and Kroenke, 2014, p. 10). Creating and analyzing a business model that can be conducive to the operational infrastructure of the business can be the epitome of success. This process can be defined and implemented by the leadership structure of the organization then filtered down into the organization’s workforce for execution into the daily business operations. In essence, having proper leadership in place constitutes developing business strategies that align with organizational standards. An efficient way for the organizational leadership to illustrate business strategies and techniques is to consistently acknowledge and maintain the five practices of exemplary leadership which is to “(1) Model the Way, (2) Inspire a Share Vision, (3) Challenge the Process, (4) Enable Others to Act and (5) Encourage the Heart” (Kouzes & Posner, 2012, pp. 14-24). Asserting the right processes into the workforce, acquiring the proper equipment, and illustrating the correct information through various training initiatives can enable the organization’s management information systems to maximize production and maintain productive workforce continuity.

In order to establish successful business operational continuity it will be important to maintain operational consistency. “To understand why consistency is so powerful a motive, we should recognize that, in most circumstances, consistency is valued and adaptive” (Cialdini, 2009, p. 53). Exhibiting a proven track record that is emphasized through consistently engaging in an effective (MIS) McKinney Jr. and Kroenke (2014) that is conducive across the board can uphold organizational credibility. Establishing credibility relates to identifying values and what matters most organization wide. “Values define the organization, setting the tone for every interaction” (Kraemer Jr., 2011, p. 7). Creating business strategies that compliment organizational value can transition into developing and producing a quality (MIS) for organizational operations. It is imperative for the business entity to be very focused on how to demonstrate quality business strategies in association with handling daily operations activities effectively in order to maintain satisfied clientele stature.

How we think and act influences the culture of the organization in both direct and subtle ways. The way we treat customers, interact with colleagues, report to supervisors, deal with vendors, and so forth reflects our values. If we are not aware of those values, these interactions will not be effective. (Kraemer Jr., 2011, p. 2)

Executing an exemplary (MIS) McKinney Jr. and Kroenke (2014) into a business operational infrastructure is paramount to the overall organizational success and business continuity.

References:

BusinessTown.com (2015, January 12). E-commerce definition. Retrieved from
http://www.businesstown.com/internet/ecomm-definition.asp

Fairhurst, G. T. (2011). The power of framing: Creating the language of leadership. San Francisco, CA: Jossey-Bass A Wily Imprint

Kouzes, J. & Posner, B. (2012). The leadership challenge: How to make extraordinary things happen in organizations. San Francisco, CA: Jossey-Bass A Wiley Imprint

Kraemer Jr., J. (2011). From Values to action: The four principles of values-based leadership. San Francisco, CA: Jossey-Bass A Wiley Imprint

McKinney, E. H. & Kroenke, D. M. (2014). Processes, systems, and information: an introduction to MIS (2nd Edition). Boston, MA: Prentice Hall.

Photo Courtesy of: 2010-2014.commerce.gov

Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
Co. Email: thenonotesshow@aol.com

“Develop Strategies for Deploying Human Resource Capital, including Cultural Diversity and Multiple Generations”

Hello All,

For an organization to develop strategies for deploying human resources capital including cultural diversity and multiple generations begins with the leadership reflecting on and recognizing individual value, displaying respect and appreciation for the organizational workforce. Implementing effective business strategies that can encompass Human Resources strategies should originate from the executive management responsible for running the daily operations of a business entity. Executive management can engage in this vibrant process through unifying in a productive communicational arrangement to identify Human Resource strategies that will be favorable to the organization. Initially outlining a discussion of this caliber by way of elucidating a proper framing technique is pertinent to interpret idealist views and individual perspective delivered and received by the workforce. Interpreting what Human Resources Management strategies will be harmonious for a business entity to institute while engaging in an applicable communicational dialogue is vital to ascertaining a full consensus that is advantageous to an organization’s operational infrastructure. Maintaining an operational infrastructure consistency that constitutes ethical and professional practices can be beneficial for business operations. “To understand why consistency is so powerful a motive, we should recognize that, in most circumstances, consistency is valued and adaptive” (Cialdini, 2009, p. 53). Substantiating credibility initiatives associated with identifying organizational values and what matters most can be essential elements for implementing Human Resource strategies. “Values define the organization, setting the tone for every interaction”(Kraemer Jr., 2011, p. 7).

Ascertaining the ability to lead culturally begins with examining and attaining an understanding of how culture is defined. Culture is “the collective programming of the mind that distinguishes the members of one group or category of people from others. Culture is learned, not innate. It derives from one’s social environment rather than from one’s genes” (Hofstede, Hofstede, & Minko, 2010, p. 6). “Culture is about how to be a good member of the moral circle, depending on one’s personal or ascribed properties, about what to do if people are bad, and about whom to consider for admission” (Hofstede et al., 2010, p. 14). This society is currently comprised of four generations – “The GI Generation, Baby Boomers, Generation X, and Generation Y” (Delcampo, Haggerty, Haney, & Knippel, 2011, p. 9). Each generation is unique in design illustrating individual cultural dynamics within each population that is represented. according to Underwood (as cited in Delcampo et al., 2011, p. 5), “Generations are defined as “an ‘age cohort’ that shares unique formative years’ experiences and teachings (roughly the first 20 to 23 years of their lives) and thus develop unique core values and attitudes that are different from other generations.” As an organization strives to develop instituting principles of cultural leadership, the organization can consistently demonstrate being a strong, positive voice through positively illustrating cultural diversity initiatives. “Establishing true integration among members of culturally different groups requires environments in which these people can meet and mix as equals” (Hofstede et al., 2010, p. 388).

Maintaining an open-mind and illustrating a dynamic based on mutual respect regarding cultural ethnicities across individualized populations is imperative to recognizing cultural diversity. Illustrating values that matter most individually and collectively that reflect on culturally generated populations then respectfully sharing pertinent information fosters collaboration and unity across generations. Emphasizing this concept can interpret the true essence of an organization’s intent to develop effective strategies for deploying human resources capital including cultural diversity and multiple generations.

Having proper leadership in place is pivotal to implementing a Human Resources dynamic that connects with the operational infrastructure of a business entity. Although good quality leadership is an essential key component to business operational success, other factors constitute achieving success for a business entity. Supplementary aspects that should be asserted into the infrastructure of a business operation in order to attain success is shared values, engaging in proper ethical business practices, and incorporating characteristic traits consistent with displaying honesty, integrity, dedication and commitment, empathy, and effective communication between executive management and the workforce responsible for running daily operations of the business entity.

References:

Cialdini R. B. (2009). Influence: Science and practice (5th ed.). Boston: Pearson Education, Inc.
Hofstede, G. Hofstede G.J., & Minko, M. (2010). Cultures and organizations: Software of the mind. New York: The McGraw Hill Companies.
Kraemer Jr., J. (2011). From Values to action: The four principles of values-based leadership. San Francisco, CA: Jossey-Bass A Wiley Imprint

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Human Capital Resources - mangrovesoftware.com - 12-07-15

Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
Co. Email: thenonotesshow@aol.com

Knowledge Management Strategies for Businesses/Organizations – “How is Knowledge Management Made Possible?”

Hello All,

How do businesses/organizations attain adapting knowledge management processes into an operational infrastructure? Accomplishing this achievement should begin by effectively implementing this process to ensure that this strategic concept is conducive to a business’s organizational dynamic. Valuable and pertinent information provided by an organizational workforce that is unified together reveals individual knowledge that is shared vocally or through documentation of this knowledge within a business/organization or evolution. This acquired knowledge can be expended to generate capital, increase output of tangible possessions, improve competitive advantage, or can augment value of supplementary forms of wealth. McKinney Jr. & Kroenke (2014) assert that the knowledge management process in an organization creates value from intellectual capital and shares that knowledge with employees, managers, suppliers, customers, and others.

A primary example of an important component that emphasizes the functionality of a knowledge management process is when an organization’s personnel can possess extensive knowledge regarding presenting financial expense reports for incurred company expenses, and this knowledge is attained organizational wide, kept by personnel intellectuals, and is not information that can be examined. By not effectively implementing an information system to support the knowledge management process, the organization’s personnel that has submitted a financial expense report may neglect document the appropriate company expenses (McKinney Jr. & Kroenke, 2014). Strategically executing knowledge management processes in businesses/organizations constitutes adapting an information system that supports business intelligence concepts. Business intelligence is a strategy that encompasses identifying computer application methods that have the capability to seek out and examine information, for example by income generated for services rendered and product sales, or supplementary expenses. Elaborating on this idea more definable from a business standpoint, business intelligence has been acknowledged as being a:

Computer-based techniques used in spotting, digging-out, and analyzing ‘hard’ business data, such as sales revenue by products or departments or associated costs and incomes. Objectives of a BI exercise include (1) understanding of a firm’s internal and external strengths and weaknesses, (2) understanding of the relationship between different data for better decision-making, (3) detection of opportunities for innovation, and (4) cost reduction and optimal deployment of resources. See also competitive intelligence. (http://www.businessdictionary.com/definition/intellectual-capital.html)

Further refection indicates that knowledge management embarks on ascertaining what is in heart of human potency that is concealed in the thoughts of individuals working in a business’s/organizations. Knowledge management correspondingly requires adopting a system that can consent to the creation of new knowledge, a distribution system that can afford the opportunity to influence a workforce, with the ability to set knowledge as quality in products, services and techniques. Conversely, knowledge management takes steps past storing and management of statistics, or even of information. It will be important to implement a more well-thought-out approach to transfer knowledge between management and the workforce that is essential for effective productivity and enabling access to information in an opportune manner
(Mason, M., 2015).

Therefore, it will be crucially important for the businesses/organizations top leadership, managers and employees to unite together to identify the most important possessions that exist in experience and proficiency individually and collectively to ascertain the supreme benefits produced from knowledgeable investments. Once a distribution system has been implemented into the operational infrastructure of a business/organization then knowledge management can be effectively managed and apportion throughout the entire organizational workforce. By knowledge management being achieved and applied in an effective manner, this concept can constitute a more cooperative atmosphere, possibly eliminate repetition based in individual effort and inspire sharing knowledge. Illustrating this initiative effectively can constitute saving time and revenue for businesses/organizations (Uriarte Jr., 2008).

References:

Mason, Mayo K. (2015). Knowledge management: The essence of the competitive edge. Retrieved from http://www.moyak.com/papers/knowledge-management.html

McKinney, E. & Kroenke, D. (2014). Processes, systems, and information: An introduction to mis (2nd Edition). Boston, MA: Prentice Hall

Uriarte Jr., F. A. (2008). Introduction to knowledge management: A brief introduction to the basic elements of knowledge management for non-practitioners interested in understanding the subject. National Academy of Science and Technology: Government of Japan. (Japen-ASEAN Solidarity Fund). ASEAN Foundation

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Knowledge Management Pic. - www.linkedin.com -11-14-15

Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
Co. Email: thenonotesshow@aol.com

“The No Notes Show LLC, ®” – Identifying Systematic and Strategic Dynamics Affecting this Organization such as the needs and Perspectives of Relevant Stakeholders.

Hello All,

The ability to developing business strategic dynamics that affords the opportunity to understand the functionality of operational flow as this organization progresses forward can enhance business operations. It is important for The No Notes Show LLC, ® organization to implement effective systematic and strategic dynamics that affect the needs and perspectives relevant to this organization’s clientele and core audiences acknowledged as organizational stakeholders. This organization’s business strategy focuses on performance productivity that identifies business initiatives, choices, policies and procedures adopted with the primary goal of improving business performance, and outcomes identified by effective leadership tactics.The purpose of instituting this strategic dynamic is to identify business practices and strategies that are beneficial to this organization’s business operations model. Systematic and strategic dynamics incorporate implemented strategies that The No Notes Show LLC, ® organization has adopted to strengthen and maintain a strong infrastructural foundation. Illustrating good quality leadership characteristics is a key multiplier to addressing the needs and perspective of relevant stakeholders. Engaging in effective communication, presenting a quality presentation, and operating in an ethical and professional manner are the required elements needed to get a “foot-in-the-door” as oppose to a “door-in-the-face.”

Demonstrating these concepts interprets the true essence how this organization conducts business and adheres to this organization’s vision and mission to assert peace and prosperity locally and throughout the world.  Creating a creditable and positively sound infrastructure dedicated to delivering top quality services to stakeholders is the goal. This organization illustrates a unique business dynamic that acknowledges stakeholders by delivering valuable and pertinent information to society and provides quality services. Business practices and strategies that this organization engages in describe its core purpose. The No Notes Show LLC, ® is an organization that will consistently operate within an ethical and professional manner with the primary objective of attaining a “Foot-in-the-door” not a “Door-in-the-face.”

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Systematic and Strategic dynamics - www.slideshare.net - 10-22-15Written by:

Steven Rodriguez, President & CEO
The No Notes Show LLC, ®
Co. Website: http://www.thenonotesshow.com
Co. Email: thenonotesshow@aol.com

A HALLOWEEN SPECIAL PRESENTATION – The “Ins and Outs” of Carrie – “CARRIE WHITE”

The “Ins and Outs” of Carrie

           Carrie White is a well-known character in pop culture. Her telekinetic ability and tragic end is a reminder to all that we do not know what is truly going on with a person, especially the people who are victims of bullying. Brian De Palma who directed Carrie 1976 gave viewers a view of Carrie’s life from the outside looking in and in the remake Carrie, 2013, director Kimberly Peirce focuses on making her audience become one with Carrie. In Brian De Palma’s 1976 version of Carrie, he takes the slow approach to introduce the horror elements to the film. In the beginning, we are introduced to innocent Carrie White as she misses a hit while playing volleyball and after being tormented, she take a shower in the gym locker room. As Carrie showers alone, she begins to menstruate for the first time and she thinks that she is dying. While all of the girls tease her, throw tampons and laugh is shocking and scary enough, the bursting light bulbs could easily be missed while the gym teacher protects and comforts Carrie. It is not until the end of the movie that we see Carrie’s wrath. Director De Palma took the slow affect adding suspense to build the audience while Peirce left no suspense at all.

In Carrie 2013’s beginning scene, Director Kimberly Peirce puts the viewers inside the horror of Carrie’s life. We first hear screams and the camera gives us a shot of the door then a view of the inside of the house with shots of different rooms as if we, the viewers, are looking for the woman who is screaming. As the camera lead us up the stairs following a blood trail, we come upon Carrie’s mother Margaret, who is in the bed screaming and believed to be dying. As she prays for guidance through death by what she thinks is cancer, there is blood all around her and the room lit by candlelight giving the scene a vigil effect. With a final scream and then silence with an above medium shot of Mrs. White. We assume that she is dead, but it is in fact the birth of Carrie. Assuming that her faith is being tested, she grabs a pair of scissors and raises them to stab the newborn Carrie, but suddenly stops. It is as though Carrie stopped her with her newborn powers. Both films took different approaches to introduce the horror elements of the films. Assuming that most of the audiences already know the story of Carrie by putting the blood, shock and disgust was a way to let the audience know that this movie was taking an unconventional route in the genre (Nichols 250).

However, the social aspect of each film makes a difference in time. In 1976, bullying was acts of harassment and spreading rumors by word of mouth. No one talked to the victim or he/she were beaten up. Bullying is the major issue in the famous locker room shower stalls scenes and it is modernizes in the 2013 version of Carrie. “Peirce takes full advantage of this zeitgeist, updating the story for the Facebook and YouTube age…” (Michael). Cyberbullying is a huge problem in today’s world. In Peirce’s film, it is (via) social media and text messaging that puts Carrie’s social problems on a different level. As Carrie lays scared and screaming on the shower floor, one student takes out her cell phone and records the incident. Later on, the whole world can view it on YouTube. As the problem continues the facts remain that “severe and continued incidents of bullying have even led to suicide” (Encyclopedia).

There is no doubt each director gave viewers a different view of bullying. Director De Palma gives a wide shot from above as Carrie played a game of volleyball. We see that she is participating in the game with classmates and as the ball comes to her, she fails to hit it. Then while everyone leaves the volleyball court and heads into the locker room, they curse at her. This wide shot lets us see how her peers are treating her. Director Peirce, on the other hand, uses a wide shot from behind Carrie. Chloe Moretz stated in an article in USA Today, “I think (audiences) need to see the true vulnerability of a modern-day Carrie” (Mandell). As viewers, we see what stands before Carrie, medium shot taken from behind her were to put viewers in Carrie’s shoes and feel what Carrie is feeling showing a form of psychological realism (Nichols 43). As a large amount of students who laugh at her when she hits the ball and it hits her teammate in the head, one cannot help feel what it is like to be victimize of bullying.

Consequently, the ultimate act played on Carrie. She attends the senior prom and both films shine a red light on Carrie making her forever tainted by locker room incident. A few students purposely fix the ballots so she and her prom date are elected prom king and queen. As they take the stage to receive their crowns, someone dumps a pail of pig’s blood on them in front of everyone and if that was not enough, the shower stall video plays on a screen right next to the stage. Enraged Carrie loses control of her telekinetic ability and tragically, there are fatalities. At the end of Carrie, 2013 it is expressed, “Carrie had some type of power. She was just like me, like any of you. She had hopes and she had fears and we pushed her and you can only push someone so far before they break” (Dir Peirce). Her act of retaliation expresses that Carrie/victims do not believe that the bullying will ever end and she/they have nothing to lose by getting revenge, however the means. Though both films were from two different eras, made by different directors, they both did an excellent job of conveying the same message.

Works Cited:
Carrie. Dir. Brian De Palma. Perf. Piper Laurie, Amy Irving, John Travolta Sissy Spacek. 1976. Film.

Carrie. Dir. Kimberly Peirce. Perf. Julianne Moore, Gabriella Wilde Chloe Grace Moretez. 2013. Film.

Encyclopedia, Funk & Wagnalls New World. “Bullying.” 2014. Funk & Wagnalls New World Encyclopedia. Web. 27 June 2015.

Mandell, Andrea. “Modern-day ‘Carrie” still aims to be scary.” 16 10 2013. Academic Search Premier. Web. 27 06 2015.

Michael, O’Sillivan. “Back with a vengence.” 17 10 2013. The Washington Post. Web. 27 06 2015.

Nichols, Bill. Engaging Cinema. New York: W. W. Norton & Company Ltd, 2010. Book.

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Carrie Movie Pic. - (1) - stephenking.wikia.com - 10-22-15

Carrie Movie Pic. - (2) - stephenking.wikia.com - 10-22-15

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Janelle Rodriguez, Vice President & Administration Officer
The No Notes Show LLC, ®
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