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e = (max O) / (min I) Max output with minimum input |
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Supervisors Managers Executives |
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| managing people that don't manage people (level of management) |
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| focus on short term tasks of a department (levels of management) |
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| focus on long term strategies of organization (levels of management) |
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Decision-making: entrepeneur disturbance handler resource allocator Information-Processing monitor disseminator spokesperson Interpersonal figurehead leader liaison |
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| Six Major Challenges Facing Today's World |
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1) Increasing Efficiency 2) Increase Quality (effectiveness) 3) Becoming More Flexible and Innovative in serving Customers 4) Properly Using Technology 5) Maintaining Ethic Standards |
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| family benefits in business |
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Steps to Efficiency: Division of Labor Specialization Expertise Efficienty |
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tried to eliminate randomness 5 Principles 1) Managers authority comes because you are in a heirarchy 2) how do we get our positions 3) we must have job descriptions 4) bureaucracy 5) must have handbook of rules |
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switches focus to human aspects Principles 1) Workers know the most about a job 2) managers are coaches and facilitators 3) team work 4) knowledge and expertise gives authority |
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X: built in assumption that workers are lazy and rather not be there Y: built in assumption that workers like to work, willing to sacrifice for others and company |
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location of control, when making choices Internal: 'because of me' (Good leader) External: 'world messes up' |
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| ability to understand your own and other people's mood and emotions; and ability to manage your own emotion |
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E + F = A emotions + feelings = actions |
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| Steps for dealing with Bad Boss |
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1) Before being hired, ask hard questions 2) Observe how others deal with the boss 3) Don't be broad in your argument, be specific when approaching boss 4) Don't talk to peers about boss 5) Keep in mind at most places, human resource dept has no control over management 6) Keep a log of problems - not electronic 7) Always be networking |
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Short interview not designed to ask for a job -ask- career path, activities, lessons -dont ask- "What should I do?" or "Can you get me a job?" |
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1) to avoid harming others 2) to maintain and enhance reputation 3) because it is right |
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3 Questions to ask yourself: when faced with tough decisions |
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1) Does this decision fall within the usual and accepted standards of my profession? 2) Am I willing to personally and openly willing to communicate this decision to all effected parties? 3) Will more than one party benefits? |
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| 5 Benefits of Diversity in Business |
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1) Avoid costly lawsuits 2) More points of view 3) More creativity and innovation 4) Retain the best employees 5) Your customers are diversity; can tune into their needs |
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1) Evaluate extent to how employees are being treated fairly 2) Inform employees about diversity policy 3) Convey to managers that diversity is corp. goal 4) Allow diverse employees to coordinate efforts/interest groups 5) Commit Resources (money, people, time) 6) Support diversity efforts through community 7) Be a Role Model! |
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Ch1 Character p. 4 Two things that make up a leaders character |
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Two things that make up a leaders character: Actions Choices |
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Ch1 Character p. 6 Unaddressed cracks... |
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| Unaddressed cracks in character only get deeper and more destructive with time |
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Ch1 Character p. 6 'above the line' |
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| A leader not only stays above the line between right and wrong, he stays well clear of the 'gray areas' |
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Ch5 Competence p. 32 'Franklin's mind' |
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| Franklin's mind was curious, and he continually sought ways to improve himself and others |
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Ch5 Competence p. 33 'ready to play' |
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| They come ready to play every day -- no matter how they feel, what kind of circumstances they face, or how difficult they expect the game to be |
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Ch6 Courage p. 40 'Courage isn't' |
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| Courage isn't the absence of fear |
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Ch6 Courage p. 41 'fear not' |
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| "Fear not that your life will come to an end but that it will never have a beginning." |
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Ch6 Courage p. 42 'stretching experiences' |
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| Are stretching experiences a regular part of your daily life? Or have you retreated so far into your comfort zone that you don't ever even feel fear? |
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Ch9 Generosity p. 61 content |
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| If you're not content with little, you won't be content with a lot |
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Ch9 Generosity p. 63 'continually look' |
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| Do you continually look for ways to add value to others? |
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Ch12 Passion p. 85 'great passion' |
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| A leader with great passion and few skills always outperforms a leader with great skills and no passion |
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| You can't start a fire in your organization unless one is first burning in you. |
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Ch18 Self-Discipline p. 128 self-discipline can't |
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self-discipline can't be a one-time event |
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Ch18 Self-Discipline p. 130 'talent without' 'motion' |
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Talent without discipline is like an octopus on roller skates. If you know you have talent, and you've seen a lot of motion - but little concrete results - you may lack self-discipline |
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Ch19 Servanthood p. 136 'security' |
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| The real heart of servanthood is security. Show me someone who thinks he is too important to serve and I'll show you someone who is basically insecure. |
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Ch19 Servanthood p. 139 'body first' |
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Begin serving with your body, andyour heart will eventually catch up. |
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