...what my strengths were and what areas I was most successful in. I enjoy working in groups and have had a manager compliment that I am easy to work with and she can partner me to work with anyone, as I am patient and understanding of each individuals work personality. I learn by listening to other and analyzing their work style and personality to create a strong team dynamics. When I do the mirror test, my values are working in a flexible environment. I thrive in a place that I feel valued and the company gives proper recognition (the give and take mentality). “To Work in a organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to non performance.” Drucker, P. F. (2005). Managing Oneself. Harvard Business Review, 83(1), page 5. I have had experiences where I have dedicated my time and energy into a company only to be taken advantage of and...
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...Leadership Reflection This paper reflects on the following questions: What do you think is your passion? Why do you say this is your passion, as it may be manifested in your personality, personal history and lineage? --- As I was reflecting on this intently, I came across this online article from Harvard Business Review where Peter Drucker, one of the most influential people in the area of modern management, talked about the topic on managing oneself. And an excerpt from this article below quite interests me the most. “Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.” - by Peter F. Drucker, Harvard Business Review: “Managing Oneself”; http://hbr.org/2005/01/managing-oneself/ar/1 This struck me quite a bit as I found this a bit ironic, because this somehow describes how things are unravelling, particularly on the state of my profession right now, and the state of things, in general. Well, I am not quite sure what I’m really good at. It’s not like I’m inept. It’s just that I am not sure if I’m really good at something. I’ve always engaged myself with so many things back then as my personal history reveals, as “jack of all trades, master of none” identity. For example, I have passion for creating...
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...This paper reflects on the following questions: What do you think is your passion? Why do you say this is your passion, as it may be manifested in your personality, personal history and lineage? --- As I was reflecting on this intently, I came across this online article from Harvard Business Review where Peter Drucker, one of the most influential people in the area of modern management, talked about the topic on managing oneself. And an excerpt from this article below quite interests me the most. “Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.” - by Peter F. Drucker, Harvard Business Review: “Managing Oneself”; http://hbr.org/2005/01/managing-oneself/ar/1 This struck me quite a bit as I found this a bit ironic, because this somehow describes how things are unravelling, particularly on the state of my profession right now, and the state of things, in general. Well, I am not quite sure what I’m really good at. It’s not like I’m inept. It’s just that I am not sure if I’m really good at something. I’ve always engaged myself with so many things back then as my personal history reveals, as “jack of all trades, master of none” identity. For example, I have passion for creating music – composing lyrics...
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...interpersonal relations. They will process this information to make a decision for the organization. Introspective and self-aware are important characteristics that relates to effective management. The main focus should be on manager’s understanding and response “to the pressures and dilemmas of the job” (p.173). As managers face with new challenges, assistance is unavailable from management science so they tend to rely on their intuition to find solutions. For instance, managers need to find ways to improve the production process in response to technological obsolescence. A manager who has an introspective personality is more likely to enhance his learning and perform his duties effectively. On the other hand, the article titled “Managing Oneself” by Peter Drucker (2005) is based on deep understanding of an individual’s strengths, performances, values, interpersonal skills, belongingness, and greatest contribution. With response to the five questions posed by the author, I have done a self-reflection exercise. First, my prominent strength is my competence in math and business. To fully realize this strength, I have pursued my accounting degree. Second, how one performs is a matter of personality and learning technique. Common personality traits, such as a being a reader or a listener, determine an individual’s performance. In my case, I am a listener like Lyndon Johnson (p. 103)....
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...| Peter F. Drucker is the management scholar. He is thought to be the establishing father of current management. Peter Drucker, whose life crossed the previous century (1909 – 2005), was an exceedingly instructed native of the world: an innovative soul who composed thirty-nine books including numerous fantastic chips away at business management. He was a man of numerous parts: a sharp eyewitness, a long lasting understudy, an educator, mentor of eminent corporate pioneers, and the organizer of an official school in Claremont, California, that bears his name. Peter Ferdinand Drucker was an author, management advisor and college teacher. His written work concentrated on management related writing. Peter Drucker made well known the term information specialist and is thought to have unknowingly introduced the learning economy, which viably challenges Karl Marx's reality perspective of the political economy. George Orwell credits Peter Drucker as one of the main journalists to foresee the German-Soviet Pact of 1939. Much has been said and composed of his accomplishments, but then there is a lesser-known side to Peter Drucker; that other side is the subject of this paper. He was hesitant about his own reasoning of life. He additionally emphatically protested being known as a ‘management master’ – a sobriquet frequently attached to him. As opposed to being a supplier of answers, Drucker constantly remained an examiner: his showing strategy was Socratic. What mattered most was the...
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...www.hbr.org BEST OF HBR 1999 Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform. Managing Oneself by Peter F Drucker . • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Managing Oneself 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0501K BEST OF HBR 1999 Managing Oneself The Idea in Brief We live in an age of unprecedented opportunity: If you’ve got ambition, drive, and smarts, you can rise to the top of your chosen profession—regardless of where you started out. But with opportunity comes responsibility. Companies today aren’t managing their knowledge workers’ careers. Rather, we must each be our own chief executive officer. Simply put, it’s up to you to carve out your place in the work world and know when to change course. And it’s up to you to keep yourself engaged and productive during a work life that may span some 50 years. To do all of these things well, you’ll need to cultivate a deep understanding of yourself. What are your most valuable strengths and most dangerous weaknesses? Equally important, how do you learn and work with others? What are your most deeply held values? And in what type of work environment can you make the greatest contribution? The implication is...
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...www.hbr.org BEST OF HBR 1999 Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform. Managing Oneself • DO N copying or posting is an infringement of copyright. permissions@hbsp.harvard.edu or 617.783.7860 Reprint R0501K OT C 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Managing Oneself 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications OP Included with this full-text Harvard Business Review article: YO by Peter F Drucker . RP OS T BEST OF HBR 1999 Managing Oneself The Idea in Brief We live in an age of unprecedented opportunity: If you’ve got ambition, drive, and smarts, you can rise to the top of your chosen profession—regardless of where you started out. But with opportunity comes responsibility. Companies today aren’t managing their knowledge workers’ careers. Rather, we must each be our own chief executive officer. Simply put, it’s up to you to carve out your place in the work world and know when to change course. And it’s up to you to keep yourself engaged and productive during a work life that may span some 50 years. To do all of these things well, you’ll need to cultivate a deep understanding of yourself. What are your most valuable strengths and most dangerous weaknesses? Equally important, how do you learn and...
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...READING OUTLINE -- WHAT GOT YOU HERE WON’T GOT YOU THERE Writer: Marshal Goldsmith About: The fundamental problems that come with success and the twenty habits that hold people back Content: 1. Peter Drucker said “We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop 2. As we advances our careers, behavioral changes are often the only significant changes we can make 3. Twenty Habits that Hold People Back 1) Winning too much The need to win at all costs & in all situations – when it matters, when it doesn’t and when it’s totally beside the point 2) Adding to much value The overwhelming desire to add our two cents to every discussion. Impact on reducing others commitment 3) Passing judgment The need to rate others and impose our standards on them, specifically when we ask people to voice their opinions about us 4) Making destructive comments The needless sarcasms and cutting remarks that we think make us sound sharp and witty. How to avoid: ask yourself questions before speaking: Will this comment help our customers, company, people I talk to, and people I’m talking about? 5) Starting with “No”, “But” or “However” Nothing productive comes after that 6) Telling the world how smart we are Insulting others. Three steps to stop: pause by asking to yourself “Is anything I say worth it?” conclude that it isn’t and say “thank u” 7) Speaking when angry Using emotional volatility...
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...Entrepreneurial Leadership Running head: Entrepreneurial Leadership Entrepreneurial Leadership Angela Williams Dr. Mensah-Dartey The Business Enterprise April 24, 2011 1. Create a hybrid theory/philosophy which combines the common elements found in the thinking of Case, Kouzes, and Drucker. In your philosophy, be sure to include the new definition of entrepreneurial leadership presented in Understanding Leadership in today’s Dynamic Markets. The common elements found in the thinking of Case (2010), Kouzes (2008), and Drucker (1985) strategies all relate to Entrepreneurial Leadership and have similar qualities. Entrepreneurial Leadership crates visionary scenarios that are used to assemble and mobilize a supporting cast of participants who become committed by the vision to the discovery and exploitation of strategic value creation. The three men also share commonalities such as being risk takers, innovators, investing in people, and being persistent. For instance, Steve Case believes that success requires people, passion, and perseverance (the 3 P’s) and with all together, almost anything is possible. He also believes that entrepreneurship is important in terms of the underlying economic future of our country and that innovation and taking risks in entrepreneurship can get our struggling country back on track. Kouzes could relate to Case’s first “P”, which relates to people. Both Kouzes and Case stresses the importance of people and or his/her feelings....
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...Madonna Business Case Analysis Madonna Business Case Analysis This particular business case analysis will explore the tactic Madonna’s career took to maintain her place in entertainment industry. Madonna is not only the highest earning female entertainer known worldwide, but she has shown to be a tremendous business woman. The case analysis identifies the impact that strategy can be for businesses of individuals as well as organizations. Madonna’s life shows that strategy does not relate in simply creating a detailed plan, but formulating clear goals, recognizing competitive environment, which is affectively implemented and can be easily adjusted. Synopsis of the Case Since the beginning of Madonna’s career she has been thriving to become one of the world’s top entertainers. Due to her endless motivation and perseverance since 1977, a she has maintained her career to earn exorbitant amount of money to entertain. When interviewed by Dick Clark in 1984, Madonna was asked what she wanted to do when she grew up? Her answer was simple: “rule the world” (Grant, 2011. p491) Forbes (2010) placed Madonna in the top 25 moneymakers in entertainment, earning 58 million dollars this year. Her success has not been through sheer luck, but through perceptive business behavior that gives her room to reinvent herself year after year. Her triumph in the industry has allowed her reproduce her work through movies, writing, and numerous additional business opportunities, increasing...
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...Leadership and Management must go hand in hand. Leaders, in an organization set up rise from the ranks of Mangers. Leadership and Management are not the same thing but they are necessarily linked and complementary. Any effort to separate the two is likely to cause more problems than it solves though it is necessary to differentiate between Managers and Leaders. While every leader may not be a manager, every manager should be a leader. A manager who lacks effective leadership traits will drive a business into the ground faster than we can all imagine. In this assignment, the writer is going to give Scholarly definition of a manager and that of a leader and differentiate between managers and leaders and a conclusion will be reached at the end of this paper. Majchrzak and Rosen (2007) define a leader as “someone responsible for articulating a vision for the team, communicating the vision with passion, setting an execution plan so the vision can be accomplished, forming coalitions of believers, aligning others behind the vision and shaping a team culture by articulating operational values”. Locander et al (2007) define leadership as “the visible manifestation of an organization’s project’s success or failure. Therefore he or she must engage the followers to believe in and achieve desired outcome”. Armstrong (2008) describes leadership as “a process that focuses mostly on developing, communicating and motivating” while Mullins (2007 describes leadership as “a relationship through...
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...the popularity? This is due to Americas thirst for success, management competition, optimistic messages and increased commitment to organizational change (Jon L. Pierce; John W. Newstrom, 2010). Along with the reasons for popularity the authors emphasize that people should follow a guideline for critiquing these management books, the guideline consists of authors credentials, rationale, face validity, target audience, readability/interest, internal validity, reliability/consistency, distinctiveness, objectivity, external validity and practicality (Jon L. Pierce; John W. Newstrom, 2010,p.8-9). The body of the text summarizes management theories from popular authors such as Chris Argyris (Flawed Advice and the Management Trap), Peter Drucker (The Practice of Management), Edwards Deming (Out of the Crisis), and Douglas McGregor (The Human Side of Enterprise and Abraham Maslow (Maslow on Management) Management Theory Highlights The first theory in the summary reading is that of Chris Argyris in (Flawed Advice and the Management Trap). Arygris believes that in the work environment many people accept advice that is “fundamentally flawed” from professionals in which it leads to counter productivity (Jon L. Pierce; John W. Newstrom, 2010). The major focus of his theory falls upon...
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...To drive innovation and archive quality for the organization managers must be outward thinkers. They must be motivated to handle advancement in business technology. Management is the brain of the organization which drives innovation. Managing a successful large or small business should always be entrepreneurial driven, with a goal of creating customers and innovation. "Out of the Crisis" readings, by W. Edwards Deming focused on quality, productivity and organizational vision using Deming's fourteen steps for organizational transformation and a 10 year goal. Mr. Deming identifies chronic "deadly diseases" that plague an organization. Managers that are not mobile, organizationally loyal, or insulated will not be effective in their position, but a prisoner. The concept of variability, a management practice theory, is basically an statistical analysis of production indicators. It involves all business staff from management to line employees to determine a variable...
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...Hewlett-Packard According to Noe et al. (2003), many companies establish goals and objectives as a means of communicating desired employee performance targets. The authors suggest that company interests can only be achieved when those interests are aligned with the skills and energies of the individual employee. A process of negotiation and compromise must occur between management and the employee in order to define specific standards of performance that match both corporate goals and individual abilities and interests. Noe et al. go on to report that mutual goal setting is an essential first step in the performance appraisal process and is required to provide a foundation for assessing both past and future employee performance. To quote Drucker (2005), “A person’s strengths and the way that person performs rarely...
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...Organizational Behavior and Work M, W. 3:55 p.m. – 5:15 p.m. Hickman Hall – Room 205 Cook/Douglass Campus Faiza Abbas E-mail: faizaa@eden.rutgers.edu Cell : 401-301-0481 Office: Labor Education Center, Office 156 Office Hours: By appointment ______________________________________________________________ This is a preliminary syllabus and subject to change. COURSE OVERVIEW: Why should we study Organizational Behavior? We will explore the answer to this question throughout this semester. Briefly, the importance of Organizational Behavior lies in the fact that it helps us understand organizations. It is not just important for individuals who are trying to enter the fields of Human Resource Management or Business Administration, it is important for any individual who plans to work in an organization. Organizational behavior increases individual understanding of how people work in organizations, how they interact with the organization and with each other, and as an employee how can they improve individual satisfaction and organizational productivity. In short, Organizational Behavior studies individuals, groups, and organizational structures and how they interact with each other. This being said, it would also be pertinent to add that Organizational Behavior is a very vast subject and it would almost be impossible to cover it extensively in one semester. Therefore, the purpose of this course is to give you a basic understanding of the field and to provide you with basic...
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