...The debate of “How to become successful? ” is one of the core questions every person and every parents in this society has been curious of since the dawn of human civilization. Malcolm Gladwell's chapter two and three, “The Trouble with Geniuses, Part 1 and 2”, of his best selling book “Outliers” tries to further justify his idea that there are various unseen factors are at play that can determine if a person becomes successful or not in his life. With these chapters, he takes a deeper look into “The Matthew Effect” with the help of two so called geniuses Christopher Langan and Robert Oppenheimer. Much like previous chapters “The Matthew Effect” and “ 10,000 Hour Rule” , Gladwell's ideas can be considered fairly paradoxical even to this day. Like what Gladwell says, today's society still believes that a high IQ level or the status Geniuses is a sure way a person achieves fame, wealth and success. To dis-spell this general view, he compares each Christopher Langan and Robert Oppenheimer's lives from birth to adulthood and how each of them differentiate from their family background, how they were raised, what they expect of the society and an authoritative figure, how they they dealt with any obstacles....
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...Analysis of Outliers: The Story of Success XXXXXX MNGT 5670 – Managerial Leadership Webster University Abstract A theory is presented to the reader that there are not any successful self-made people, which is contrary to popular beliefs. The theory is presented in the book, Outliers: The Story of Success (2008), authored by Malcolm Gladwell. The theory is further defined by the premise that holds that success is enabled by a person’s culture, environment, when and where they were born, and a strong work ethic. These theories and examples of success are analyzed using the textbook, Leadership: Research Findings, Practice, and Skills (2013) by Andrew DuBrin. Several examples are provided in this paper that illustrate and support Gladwell’s thoughts on opportunity and cultural legacy. Keywords: cultural legacy, success, leadership, Leader Member Exchange Model, in-group, out-group, cognitive factors, behaviors, task-related attitudes An Analysis of Outliers: The Story of Success The author of the book Outliers: The Story of Success, (2008) Malcolm Gladwell, leads us through several compelling chapters of discussion regarding selected individuals who are extremely intelligent, driven, some famous and ambitious. These are the characteristics of individuals that are perceived as being the highly successful members of our society. Successful individuals are termed as “outliers”, people who fall outside the normal acumen of human experience. Gladwell (2008) maintains...
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...understand why. They speak to a central aspect of the American creation myth: the idea that no matter where you are from, no matter who you are, America is the land of opportunity. There is certainly a significant measure of skepticism towards this notion in F. Scott Fitzgerald’s contemporary take on the Jazz Age, but there nevertheless exists a widely held romantic view of these characters, and of the myth they represent, even if it’s not encouraged by the creators of these fictions. In Malcolm Gladwell’s inspiring novel Outlier illustrates the many ways in which society’s most successful people benefit from hidden advantages, and offers some compelling thoughts on how to level the playing field. Gladwell’s central argument, that no one rises to the pinnacle of their profession without many advantages, seems at first hardly controversial....
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...“No pain, no joy.” -Carlos Eire “A bend of the road is not the end of the road… unless you fail to make the turn.” Where these words originate from, I can’t say, but I can say the I have never understood them more because of the inspiring story of Carlos Eire. The memoir of Carlos Eire, Learning To Die in Miami, is a first hand account of a young Cuban refugee boy’s escape from Fidel Castro’s, Castrolandia in 1962. From start to finish Eire recounts as many memories as his conscience and subconscious will allow. In his memoir he focuses heavily on his “nine months and two weeks,” at the “Palace Ricardo.” It is evident to me that Carlos was molded and changed from the experience. In this essay I will focus on this time in Carlos Eire’s life and expose those defining moments from his, “Palace Ricardo” Phase, and argue that not only did it alter his life, it also prepared him and awakened him to his life and years to follow by learning to “bend with the road”. I will also draw from other sources to further illuminate his path to success through this difficult time. To set the tone; when Carlos Eire began his experience at “The Palace Ricardo”, he had already been air lifted from his parents and home in Cuba and shuffled from refugee holding grounds surrounded by strangers where he ate strange food in a strange land. Then he was given to a Jewish foster family. From this place of comfort he grew to love, he was quickly thrown into a house that his parents never hoped for...
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...FINAL EXAM 1 - Equity, like beauty, is in the eye of the beholder. What one person sees as fair and reasonable another interprets as injustice. Like beauty, injustice is something that can grow on a person. Right now it may not seem that its “not really about the money” but tomorrow things may appear quite a bit different. Equity theory is based on cognitive dissonance theory (where two contradictory ideas are held simultaneously resulting in feelings of discomfort) developed by social psychologist Leon Festinge. When a person feels that they are being treated unfairly, when they perceive that their work is rewarded differently when compared with others, they experience a form of cognitive dissonance. The theory suggests that he/she will take corrective action in order to return to a state of balance. When the perceived inequity is negative (when a person is doing more work for less pay than peers for example) these actions, which can be either overt or subtle, will result in counter productive work behaviors. The corrective action may not be conscious but it will be there regardless. Even if a person enjoys his/her job, work behaviors will begin to shift. If the inequity is negative these changes will likely take the form of subtle actions - tardiness, less enthusiasm, slower work, etc. - which will tend to reduce the inequity by lowering the reward to work, or outcome to income, ratio. Over time, these behaviors can do far more harm to a company than might have...
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...corporate governance model that’s familiar in Asia, Africa and most developing nations places strong emphasis on trust and relationships. This can be beneficial for stakeholders: the typical pattern of ownership in businesses means that there can be a longer-term view of an organisation’s success compared with that in a western company. But the system is potentially vulnerable to corruption and cronyism. It can also be difficult to implement basic control procedures. 2. The prestige of what can be broadly termed the western governance model has diminished in the aftermath of the financial crisis. This model has driven globalisation and has emphasised a combination of legislation and standards as well as transparency, with a focus on developing appropriate structures, processes and frameworks. This is widely understood and helps to create a level playing field. But major financial failures over the past two years, such as that of Lehman Brothers, have shown that there are limits to what can be done to tighten checks and balances. A new emphasis on the behavioural aspects of governance is overdue. 3. Both models have their strengths and it is important to understand the benefits and drawbacks of each. CIMA’s model of boardroom leadership is useful in illustrating the importance of both behavioural and structural issues in achieving good governance. One particular area where both western and Asian models remain unduly weak is in creating a culture that allows people in...
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...Introduction & trends in HR 1-“The point is that these differences demand attention so that each person can maximize his or her potential, so that organizations can maximize their effectiveness and so that the society as a whole can make the wisest use of its human resources” (Cascio). 7-S framework created by McKinsey & Company distinguishes seven components in a company’s architecture: strategy, structure, systems, staff, style, skills and shared values. PF Drucker had remarked that “man, of all the resources available to man, can grow and develop purpose of human resource management is to improve the contribution made by people to organizations, (Davis) through effective and efficient use of resources HRM is, to some extent, concerned with any organizational decision which has an impact on the, workforce or the potential workforce (Bernardin). It is basically a method of developing potentialities of employees so that they get maximum satisfaction out of their work and give their best efforts to the organization” (Pigors and Myers). Terry, HRM is not a one short deal “An identifiable ability that is perceived to add immediate or future value to any prescribed activity, discipline or enterprise”(Maurice, 2003) Rudrabasavaraj, personnel administration in India, as it is interpreted, discussed and practiced is largely static, legalistic and Ritualistic Factories Act, 1948; Trade Unions Act, 1926; The Payment of Wages Act, 1936; The Minimum...
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...Outliers THE S T O R Y OF S U C C E S S MALCOLM G LAD W E L L # 1 bestselling author of The Tipping Point and Blink $27.99 $ 3 0 . 9 9 in C a n a d a Why d o s o m e p e o p l e succeed far more than others? T h e r e is a story that is usually told a b o u t extremely successful p e o p l e , a story that focuses o n intelligence a n d ambition. In Outliers Malcolm Gladwell a r g u e s that the true story o f s u c c e s s is very different, a n d that if we want to u n d e r s t a n d h o w s o m e p e o p l e thrive, we s h o u l d s p e n d m o r e time l o o k i n g around them — at s u c h things as their family, their birthplace, or even their birth d a t e . T h e story o f s u c c e s s is m o r e c o m p l e x — a n d a lot m o r e interesting — than it initially a p p e a r s . Outliers e x p l a i n s w h a t the B e a t l e s a n d Bill G a t e s have in c o m m o n , the e x t r a o r d i n a r y s u c c e s s o f A s i a n s at m a t h , the h i d d e n a d v a n t a g e s o f star athletes, why all t o p N e w York lawyers have the s a m e r é s u m é , a n d the r e a s o n y o u ' v e never h e a r d o f the w o r l d ' s s m a r t e s t m a n — all in terms o f g e n eration, family, c u l t u r e , a n d c l a s s . It matters w h a t year y o u were b o r n if y o u want to b e a S i l i c o n Valley billionaire, G l a d w e l l a r g u e s , a n d it matters w h e r e y o u w e r e b o r n if y o u want to b e a s u c cessful p i l o t . T...
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...crucial challenge for organizations. This challenge creates a natural tension which, in most cases, always requires more time and money to manage than anticipated. Projects provide the means by which organizations can transform their business operations. Project management, therefore, is the mechanism by which this transformation process is managed. This white paper discusses the business benefits that organizations can attain by adopting a structured, controlled, repeatable and robust project management method. The particular project management method ‘under the spotlight’ in this white paper is PRINCE2®. The content of this white paper is structured as follows. Section 2 discusses what PRINCE2 is and its place within the global project management industry, whereas Section 3 defines exactly what is termed ‘PRINCE2 Business Benefits’. Section 4 ‘makes the case’ as to why formal project management (and, indeed, a structured approach) is needed with Section 5 exploring the business benefits of adopting PRINCE2 from the perspectives of 1) the commercial sector, 2) the public sector, 3) the voluntary (or ‘third’) sector and 4) the individual. Section 6 provides some practical advice as to how organizations can adopt PRINCE2 and ‘exploit’ the business benefits of using this method, with Section 7 wrapping up the paper’s findings. Finally, Section 8 lists the referenced publications and provides recommendations for additional reading. Of course, it is recommended that this white paper...
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...Planning and Financing Management Series Building Block 2 The Business Plan and Executive Summary MaRS is a member of MaRS Discovery District, © December 2009 See Terms and Conditions MaRS – Business Planning and Financing Management Series THE BUSINESS PLANNING AND FINANCING MANAGEMENT WORKBOOK Introduction: What to expect In his book Outliers, Canadian author Malcolm Gladwell looks at the relationship between statistical probabilities and the chance of success in your chosen field of work or sports. His essential claim is that you need around 10,000 hours of practice to become really good in a particular field. This workbook guide will not take 10,000 hours to complete, so you should not expect that you will become an expert in business planning and financing management by going through the activities outlined within. Rather, the purpose of the workbook guide is to help you understand and focus on the key issues in the field of business planning and financing management, and to introduce you to frameworks within which to think and discuss essential areas of your business. The process offered will provide sufficient grounding in the topic so that you will know what questions to ask advisors and consultants, and, in the case of consultants, how to evaluate their work. Additionally, this workbook guide provides a launch point for a number of vital business decisions you will have to make to develop your start-up. As a best practice, it is critical to return to these workbooks...
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...The Presentation Secrets of Steve Jobs How to Be Insanely Great in Front of Any Audience Carmine Gallo Columnist, Businessweek.com New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by Carmine Gallo. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-163675-9 MHID: 0-07-163675-7 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-163608-7, MHID: 0-07-163608-0. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work...
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...Download free eBooks at bookboon.com 2 An introduction to Business Research Methods 2nd edition © 2015 Dr. Sue Greener & Dr. Joe Martelli & bookboon.com ISBN 978-87-403-0820-4 Download free eBooks at bookboon.com 3 An introduction to Business Research Methods Contents Contents 1 Research problems and questions and how they relate to debates in Research Methods. 10 Chapter Overview 10 1.2 Introduction 10 1.3 The nature of business research 11 1.4 What kind of business problems might need a research study? 14 1.5 What are the key issues in research methods we need to understand? 16 1.6 Questions for self review 23 1.7 References for this chapter 23 1.1 2 Putting the problem into context: identifying and critically reviewing relevant literature 25 2.1 Chapter Overview 25 2.2 How does literature relate to research? 25 2.3 what kinds of literature should we search for? 26 2.4 Effective literature searching 29 2.5 Critical analysis of literature 32 www.sylvania.com We do not reinvent the wheel we reinvent light. Fascinating lighting offers an infinite spectrum of possibilities: Innovative technologies and new markets provide both opportunities and challenges. An environment in which your expertise is in high demand. Enjoy the supportive working atmosphere within our global group and benefit from international ...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing...
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...appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental,...
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