Archive for June, 2008

What is the traditional approach for trying to get focused in business

What is the traditional approach for trying to get focused in business? It is the Pareto principle, commonly called the 80/20 rule, meaning that 20 percent of the effort or activity is always responsible for 80 percent of the results.

It’s absolutely ludicrous and out of date. Pareto’s not around anymore. The principle has already been updated once, by Dr. Edwards Deming. He took a little company called Toyota and made it into the world’s biggest auto company. Deming said it’s 85/15.

But we think there’s another upgrade to that. We think we need to take it to 99/1.

A 1 percent focus will produce 99 percent of the results.

You know, the beautiful thing about focusing on 1 percent with 99 percent results is that you can take 99 percent of your time off!

An article in the Harvard Business Review stated that 10 percent of the managers these researchers had studied over several years across the world were driving 90 percent of the results at their organizations.

These are the managers who understand the principle and have focus!

These managers were focused and had the energy to see their projects through to completion.

Just think of the impact. If you could double 10 percent of the managers to 20 percent, what could you do to your productivity? If you could take it to 30 percent, 40 percent, or 50 percent, think what you could do inside your organization.

The concept is simple: You get more by doing less.

No Distractions
One thing is critical to achieving focus in your life. You must protect yourself from distractions.

You must protect yourself from distractions

One of the most powerful things I did in my life was move to Singapore. I moved to Singapore because it is one of the few places in the world where I don’t have a company.

Arranging the move was a really amazing process. I met with local lawyers. I said, “I want to move to Singapore.” They said, “No problem.” I said, “I need to get a visa.” “No problem.” I said, “Here’s the thing: I don’t want to work in Singapore.” They said, “That’s a big problem. There aren’t any visas for just being here.” So we set up a company to sponsor my visa.

But by living in a place where I have no companies and no office, I am free from everyday business distractions. So I can focus on the things that are actually going to have a big WOW impact at the end of the year.

This article will provide brief overview about the concept and definition of leadership, set of competencies required and choices of power available for leaders through which they can work for organizational benefits

This article will provide brief overview about the concept and definition of leadership, set of competencies required and choices of power available for leaders through which they can work for organizational benefits.

There is no second thought about the fact that like in normal social life, organizations cannot deny existence and effectiveness of leadership for organizational objectives. In the simplest way, leadership can de defined as influencing other to act towards the attainment of a goal (Rehfeld, 1994, Greenwood, 1993) that in organizational sense mean business objectives. To attain such goals, leaders require a distinguished set of competencies, should enjoy some forms of power and can choose from various leadership styles with relevance to scenario requirements (Papers4you.com, 2006).

It was argued that to secure effective leadership, organizations should examine five core competencies including empowerment, intuition, vision, value congruence and self-understanding (Slocum & Hellriegel, 1996). It was argued that through empowerment, leader influences and control followers while intuition-manifested ability of a leader to scan a situation, anticipate changed, and take risk as well build trust. Similarly a leader should have self-understanding of his opt her own strengths and weakness to make best use of his strengths and avoid strategies that can be adversely affected by weaknesses. Moreover the leader should have vision to imagine scenarios and future path and deciding ways to achieve best possible set of strategies related to his visionary future (Papers4you.com, 2006). However one the most important required competency is value congruence that is leader should have ability to understand organizational goals as well as employees’ values and then reconcile both to optimal level.

Koontz & Weihrich (1990) asserts that for leadership choice organizations should identify the person with a particular set of effective leadership ingredients. That ingredients include ability for effective and responsible utilization of power, ability to realize that in different situations and times human beings get motivated differently, should have inspiration power and ability to ensure conducive motivating climate of his or her team.

Once a leader is chosen with best match of these competencies, leader should consider the best use of available powers he possesses. According to Slocum & Hellriegel (1995), five different powers are available to leaders. They can use legitimate power due to their formal position in organizational hierarchy as well as reward and coercive powers by facilitating ability to influence followers by either rewarding them or to obtain their compliance through punishments’ fear. As far as leader’s own personality charisma is concerned, leader should have ability to use referent power through which followers feel proud to get identification from association with leader. However leaders should have specialized knowledge of the tasks they are controlling so that followers can feel their expert power as well.

Hence the discussion implies that every member of organization can not become a leader so choice of leader should be made with relevance to the competencies and skilled required for effective leadership as well as ability to use power so that followers can get influenced

References

Greenwood, R,G, (1993), ‘Leadership Theory: A Historical Look at its Evolution’, Journal of Leadership Studies, Nov, 1993, 3-20

Koontz, H & Weihrich, H, (1990), ‘Essentials of Management’, New Delhi: Tata McGraw-hill

Papers For You (2006) “P/M/507. Review of theories on leadership: evolution, styles, keys to success”, Available from http://www.coursework4you.co.uk/sprtmgt2.htm [22/06/2006]

Papers For You (2006) “E/M/29. Theory of leadership and methods of research”, Available from Papers4you.com [21/06/2006]

Rehfield, J, E (1994), ‘Academy of a Leader’, New York: John Wiley & Sons

Slocum, h & Hellriegel, D (1996), ‘Management’, Seventh Edition, Ohio: South-Western College Publishing

People view crime by professionals as particularly abhorrent, particularly heinous

People view crime by professionals as particularly abhorrent, particularly heinous. When an accountant steals from a client, a lawyer perverts justice and a doctor murders a patient, these crimes seem even more offensive. An examination of what it means to be a professional provides an insight into society reaction to professional criminality. It also provides an insight into the lesser (but related) mischief of inadequate professional behavior and the greater virtue of exemplary professional conduct. A central theme is that improving the emphasis on, and rewards for, exemplary professional conduct will reduce the extent of both professional crime and inadequate behavior.

Accordingly, society should not make a fetish out of crime in the professions and suggest a more positive co-ordinated approach to raising professional standards; an approach that recognizes that professional work falls into a normative continuum of which crime is only a small part. Whilst emphasizing the essential ‘backstop’ role for shaming and punishment, we suggest that praise and rewards for high professional standards are more important. Our approach also recognizes that there are many distinctions among professionals important for ethical issues and that incentive must be tailored to the particular profession and type of practice to encourage members of each to embrace a critical morality.

Legal profession is taken as an example to examine two problems that impede the attainment of higher standards by lawyers. In particular, it suggests that institutions must be redesigned so that they support and uphold the public values that justify the existence of the professions.

Recent writers on the subject of professionalism have, in near universal agreement, raised their voices in alarm. It is claimed that the professions have been overtaken by a ‘crisis of values’ I; an ethical malaise so deep that many professions may have lost their meaning altogether and become little more than self-interested economic units functioning in a world of crass commercialism? But this begs the question of how to define what a profession is, the answer to which will shed light on why society (rightfully) Views criminal behavior by professionals as especially abhorrent.

Technical definitions of professions and professionalism abound. Most authors point out that although the diverse nature and variety of professions excludes any single definition, there are at least three characteristics historically common to all. First, an individual must embark upon a course of extensive and intellectually demanding training in order to be admitted into a profession. Secondly, a profession is characterized by the provision of advice or service rather than things. Thirdly, a professional is able to maintain a high degree of autonomy over his or her work. The above characteristics stem from society acceptance of the profession right to exist as an entity in the form of a voluntary association, to engage in self-regulation and to exercise monopolistic or at least significant control over both entry to the profession and the provision of services.

Instead, is necessary to think of ways to breathe new life into old ideals and to encourage members of professions to embrace a critical morality. In particular, each profession must creatively consider how to avoid the temptations to misuse its power. It is no surprise that one of the key themes is the need to (re)design professional institutions to achieve this goal.

In the corporate world stress and anxiety are very common which not only affects individuals but also a whole team all together

In the corporate world stress and anxiety are very common which not only affects individuals but also a whole team all together. To reduce these negative impacts on the employees and inculcate team building spirit in them corporate retreats are now being used. Corporate team building and Business Management Training activities are an essential part of strengthening relationships and developing skills within the workplace. Team building activities should be engaging and encouraging working through problems and coming to a solution that leaves everyone feeling satisfied and motivated to succeed at their jobs.

Extra-curricular activities are a new addition to the corporate retreats. There are several firms which provide corporate retreats to the organizations according to their needs and have fixed budgets for this purpose. One of the very meaningful ways of this is organizing charitable events which can serve as a great way to boost morale and teamwork. Not only you are participating in a social cause which gives mental satisfaction but also you’re raising awareness and encouraging your employees to be altruistic individuals, like raising funds for an autonomous social welfare organization.

Workshops are another common form of corporate team building activities. A good workshop will feature an important topic (leadership, workplace safety, dealing with stress) and turn it into an engaging topic of discussion by using exciting presentations, perhaps a speech by a motivational speaker, and then proceeding to apply the newly learned information to workplace challenges with interactive activities. Team members need to trust each other as well as trust each other’s expertise. They need to feel confident that the other members are doing their share, so that when the team finally pools their ideas together, a multifaceted solution results.

Individuals comprising a team contribute intrinsic skills and intuitive knowledge to the whole of the team, each member making up for what the other lacks. The result is a balanced load of all the skills necessary to complete the assigned task with proficiency. The ultimate success of the team is in working together in a synchronized way and an expert’s guidance can prove to be very helpful in Building Team Spirit .

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