Summary of Chapter No.1 by Ali

To open summar page click this link: http://begooka.blogspot.com/2008/12/management-efficiency-getting-most.html

Summary On Delegation By M. Umer Toor

Please follow the link: http://umertoor.blogspot.com/2008/11/delegation-of-authority.html.
Please do comment, there are some extra points which need check. Thanks.

Summary of chapter 1by Afifa Qaisar

INTRODUCTION TO MANAGEMENT AND ORGANIZATION
WHO ARE MANAGERS:
Someone who coordinates and oversees the work of
oter people so that the organizational goals can
be accomplished.
Managers job is not about personal achievement-- it's about helping others do their work.Keep in mind that that managers may have other work duties not related to coordinating the work of others for example an insurance claim supervisor may also process claims in addition to coordinating the work activities of other claim clerks.
Types Of Management:
There arethree types of Management:
.First Line Managers
.Middle Managers
.Top Managers
First Line Managers:
Managers at the lowest level of the organization
that manage the work of the non-managerial employees.
They involved with producing the organization's products or servicing the organization's customers.They often have the title of supervisor,shift managers,district managers,department managers,office managers and foreperson.
Middle Managers:
Managers between the first level managers and the top
level managers of the organization who manage the
work of first line managers.
They may have the titles of regional managers,project leader,plant managers or divisional managers.
Top Managers:
Managers at or the upper lavel of the organization
structure who are responsible for making organization
wide decisions and establishing the goals and plans
that affect the entire organization.
They may have the titles executive vise president,president,managing director,chief operating officer,chief executive officer or chairperson.
WHAT IS MANAGEMENT:
Coordinating and oversees the work activities
of others so that their activities are completed
efficiently and effectively.
Management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them or atleast that's what managers aspire to do.
Managemant involves the following two things:
.Efficiency
.Effectiveness
Efficiency:
Doing things right,or geting the most
output from the least amount of input.
Effectiveness:
Doing things right,or completed activities
so that the organizational goals are
attained.
For example in the HON Company in Georgia employees make furniture from steel and wood.They use efficient manufacturing techniques such as cutting inventory level,decreasing the amount of time of manufacturing productand lowering product reject rates.These efficient work practices paid off as the plant not only reduced costs by over $7 million in one year but also was named as INDUSTRY WEEK'S best plants for year 2005.Its goals included meeting customer's increasingly stringent needs,executing world-class manufacturing strategies and making employees jobs easier and safer.Through various work methods and programs these goals were persued and achieved.Where as efficiency is concerned with the means of getting things done,effectiveness is concerned with the ends or attainment of organizational goals.
This may be explained by the following example:
WHAT DO MANAGERS DO:
Management Functions:
A management may perform the following functions:
.Planning
.Organizing
.Leading
.Controlling
Planning:
Management function that involves defining
goals,establishing strategies for achieving
those goals and developing plans to untegrate
and coordinate activities.
Organizing:
Management functions that involves arranging
and structuring work to accomplishing the
organization's goals.
Leading:
Mnagement function that involves working with
and through people to accomplish organization's
goals.
Controlling:
Mnagement function involves manitoring,
comparing and correcting work performance.
MANAGEMENT ROLES:
The term Management Roles refer to the specific categories of mangerial behaviour.
In mangament roles there are three different types of roles:
.Interpersonal Roles
.Infonmational Roles
.Decisional Roles
Interpersonal Roles:
Managerial roles that involves people
and other duties that are ceremonial
and symbolic in nature.
Informational Roles:
Managerial roles that involves collecting,
receving and disseminating information.
Decisional Roles:
Managerial roles that revolve around making choice.
MANAGEMENT SKILLS:
A manager's is varied and complex.Managers need certain skills to perform the duties and activities associated with being a manager.
These skills include three types:
.Technical Skills
.Human Skills
.Conceptual Skills
Technical Skills:
Job-specific knowlege and techniques needed
to proficiently perform specific tasks.
Human Skills:
The ability to work well with other people
individually and in a group.
Conceptual Skills:
The ability to think and to conceptualize
about abstract and complex situations.
HOW THE MANAGER'S JOB IS CHANGING:
Managers have to deal with changes taking place inside and outside their organization.
This can be explained by the following diagram:
WHAT IS AN ORGANIZATION:
A deliberate arrangement of people to accomplish
specific purpose.
There are two different types of organization:
.Traditional Organization
.Contemporary Organization
They must be defined as:
WHY STUDY MANAGEMENT:
It can be explained by the value of studying management by looking at the university of management,the reality of workand the rewards and the challenges of being a manager.
The University Of Management:
The reality that management is neede in all
types and size of organizational levels,in
all organizational areas and in organizations
in all countries around the globe.
It can be more explained by the following:

INTRODUCTION TO MANAGEMENT AND ORGANIZATION
WHO ARE MANAGERS:
Someone who coordinates and oversees the work of
oter people so that the organizational goals can
be accomplished.
Managers job is not about personal achievement-- it's about helping others do their work.Keep in mind that that managers may have other work duties not related to coordinating the work of others for example an insurance claim supervisor may also process claims in addition to coordinating the work activities of other claim clerks.
Types Of Management:
There arethree types of Management:
.First Line Managers
.Middle Managers
.Top Managers
First Line Managers:
Managers at the lowest level of the organization
that manage the work of the non-managerial employees.
They involved with producing the organization's products or servicing the organization's customers.They often have the title of supervisor,shift managers,district managers,department managers,office managers and foreperson.
Middle Managers:
Managers between the first level managers and the top
level managers of the organization who manage the
work of first line managers.
They may have the titles of regional managers,project leader,plant managers or divisional managers.
Top Managers:
Managers at or the upper lavel of the organization
structure who are responsible for making organization
wide decisions and establishing the goals and plans
that affect the entire organization.
They may have the titles executive vise president,president,managing director,chief operating officer,chief executive officer or chairperson.
WHAT IS MANAGEMENT:
Coordinating and oversees the work activities
of others so that their activities are completed
efficiently and effectively.
Management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them or atleast that's what managers aspire to do.
Managemant involves the following two things:
.Efficiency
.Effectiveness
Efficiency:
Doing things right,or geting the most
output from the least amount of input.
Effectiveness:
Doing things right,or completed activities
so that the organizational goals are
attained.
For example in the HON Company in Georgia employees make furniture from steel and wood.They use efficient manufacturing techniques such as cutting inventory level,decreasing the amount of time of manufacturing productand lowering product reject rates.These efficient work practices paid off as the plant not only reduced costs by over $7 million in one year but also was named as INDUSTRY WEEK'S best plants for year 2005.Its goals included meeting customer's increasingly stringent needs,executing world-class manufacturing strategies and making employees jobs easier and safer.Through various work methods and programs these goals were persued and achieved.Where as efficiency is concerned with the means of getting things done,effectiveness is concerned with the ends or attainment of organizational goals.
This may be explained by the following example:
WHAT DO MANAGERS DO:
Management Functions:
A management may perform the following functions:
.Planning
.Organizing
.Leading
.Controlling
Planning:
Management function that involves defining
goals,establishing strategies for achieving
those goals and developing plans to untegrate
and coordinate activities.
Organizing:
Management functions that involves arranging
and structuring work to accomplishing the
organization's goals.
Leading:
Mnagement function that involves working with
and through people to accomplish organization's
goals.
Controlling:
Mnagement function involves manitoring,
comparing and correcting work performance.
MANAGEMENT ROLES:
The term Management Roles refer to the specific categories of mangerial behaviour.
In mangament roles there are three different types of roles:
.Interpersonal Roles
.Infonmational Roles
.Decisional Roles
Interpersonal Roles:
Managerial roles that involves people
and other duties that are ceremonial
and symbolic in nature.
Informational Roles:
Managerial roles that involves collecting,
receving and disseminating information.
Decisional Roles:
Managerial roles that revolve around making choice.
MANAGEMENT SKILLS:
A manager's is varied and complex.Managers need certain skills to perform the duties and activities associated with being a manager.
These skills include three types:
.Technical Skills
.Human Skills
.Conceptual Skills
Technical Skills:
Job-specific knowlege and techniques needed
to proficiently perform specific tasks.
Human Skills:
The ability to work well with other people
individually and in a group.
Conceptual Skills:
The ability to think and to conceptualize
about abstract and complex situations.
HOW THE MANAGER'S JOB IS CHANGING:
Managers have to deal with changes taking place inside and outside their organization.
This can be explained by the following diagram:
WHAT IS AN ORGANIZATION:
A deliberate arrangement of people to accomplish
specific purpose.
There are two different types of organization:
.Traditional Organization
.Contemporary Organization
They must be defined as:
WHY STUDY MANAGEMENT:
It can be explained by the value of studying management by looking at the university of management,the reality of workand the rewards and the challenges of being a manager.
The University Of Management:
The reality that management is neede in all
types and size of organizational levels,in
all organizational areas and in organizations
in all countries around the globe.
It can be more explained by the following:

INTRODUCTION TO MANAGEMENT AND ORGANIZATION
WHO ARE MANAGERS:
Someone who coordinates and oversees the work of
oter people so that the organizational goals can
be accomplished.
Managers job is not about personal achievement-- it's about helping others do their work.Keep in mind that that managers may have other work duties not related to coordinating the work of others for example an insurance claim supervisor may also process claims in addition to coordinating the work activities of other claim clerks.
Types Of Management:
There arethree types of Management:
.First Line Managers
.Middle Managers
.Top Managers
First Line Managers:
Managers at the lowest level of the organization
that manage the work of the non-managerial employees.
They involved with producing the organization's products or servicing the organization's customers.They often have the title of supervisor,shift managers,district managers,department managers,office managers and foreperson.
Middle Managers:
Managers between the first level managers and the top
level managers of the organization who manage the
work of first line managers.
They may have the titles of regional managers,project leader,plant managers or divisional managers.
Top Managers:
Managers at or the upper lavel of the organization
structure who are responsible for making organization
wide decisions and establishing the goals and plans
that affect the entire organization.
They may have the titles executive vise president,president,managing director,chief operating officer,chief executive officer or chairperson.
WHAT IS MANAGEMENT:
Coordinating and oversees the work activities
of others so that their activities are completed
efficiently and effectively.
Management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them or atleast that's what managers aspire to do.
Managemant involves the following two things:
.Efficiency
.Effectiveness
Efficiency:
Doing things right,or geting the most
output from the least amount of input.
Effectiveness:
Doing things right,or completed activities
so that the organizational goals are
attained.
For example in the HON Company in Georgia employees make furniture from steel and wood.They use efficient manufacturing techniques such as cutting inventory level,decreasing the amount of time of manufacturing productand lowering product reject rates.These efficient work practices paid off as the plant not only reduced costs by over $7 million in one year but also was named as INDUSTRY WEEK'S best plants for year 2005.Its goals included meeting customer's increasingly stringent needs,executing world-class manufacturing strategies and making employees jobs easier and safer.Through various work methods and programs these goals were persued and achieved.Where as efficiency is concerned with the means of getting things done,effectiveness is concerned with the ends or attainment of organizational goals.
This may be explained by the following example:
WHAT DO MANAGERS DO:
Management Functions:
A management may perform the following functions:
.Planning
.Organizing
.Leading
.Controlling
Planning:
Management function that involves defining
goals,establishing strategies for achieving
those goals and developing plans to untegrate
and coordinate activities.
Organizing:
Management functions that involves arranging
and structuring work to accomplishing the
organization's goals.
Leading:
Mnagement function that involves working with
and through people to accomplish organization's
goals.
Controlling:
Mnagement function involves manitoring,
comparing and correcting work performance.
MANAGEMENT ROLES:
The term Management Roles refer to the specific categories of mangerial behaviour.
In mangament roles there are three different types of roles:
.Interpersonal Roles
.Infonmational Roles
.Decisional Roles
Interpersonal Roles:
Managerial roles that involves people
and other duties that are ceremonial
and symbolic in nature.
Informational Roles:
Managerial roles that involves collecting,
receving and disseminating information.
Decisional Roles:
Managerial roles that revolve around making choice.
MANAGEMENT SKILLS:
A manager's is varied and complex.Managers need certain skills to perform the duties and activities associated with being a manager.
These skills include three types:
.Technical Skills
.Human Skills
.Conceptual Skills
Technical Skills:
Job-specific knowlege and techniques needed
to proficiently perform specific tasks.
Human Skills:
The ability to work well with other people
individually and in a group.
Conceptual Skills:
The ability to think and to conceptualize
about abstract and complex situations.
HOW THE MANAGER'S JOB IS CHANGING:
Managers have to deal with changes taking place inside and outside their organization.
This can be explained by the following diagram:
WHAT IS AN ORGANIZATION:
A deliberate arrangement of people to accomplish
specific purpose.
There are two different types of organization:
.Traditional Organization
.Contemporary Organization
They must be defined as:
WHY STUDY MANAGEMENT:
It can be explained by the value of studying management by looking at the university of management,the reality of workand the rewards and the challenges of being a manager.
The University Of Management:
The reality that management is neede in all
types and size of organizational levels,in
all organizational areas and in organizations
in all countries around the globe.
It can be more explained by the following:

INTRODUCTION TO MANAGEMENT AND ORGANIZATION
WHO ARE MANAGERS:
Someone who coordinates and oversees the work of
oter people so that the organizational goals can
be accomplished.
Managers job is not about personal achievement-- it's about helping others do their work.Keep in mind that that managers may have other work duties not related to coordinating the work of others for example an insurance claim supervisor may also process claims in addition to coordinating the work activities of other claim clerks.
Types Of Management:
There arethree types of Management:
.First Line Managers
.Middle Managers
.Top Managers
First Line Managers:
Managers at the lowest level of the organization
that manage the work of the non-managerial employees.
They involved with producing the organization's products or servicing the organization's customers.They often have the title of supervisor,shift managers,district managers,department managers,office managers and foreperson.
Middle Managers:
Managers between the first level managers and the top
level managers of the organization who manage the
work of first line managers.
They may have the titles of regional managers,project leader,plant managers or divisional managers.
Top Managers:
Managers at or the upper lavel of the organization
structure who are responsible for making organization
wide decisions and establishing the goals and plans
that affect the entire organization.
They may have the titles executive vise president,president,managing director,chief operating officer,chief executive officer or chairperson.
WHAT IS MANAGEMENT:
Coordinating and oversees the work activities
of others so that their activities are completed
efficiently and effectively.
Management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them or atleast that's what managers aspire to do.
Managemant involves the following two things:
.Efficiency
.Effectiveness
Efficiency:
Doing things right,or geting the most
output from the least amount of input.
Effectiveness:
Doing things right,or completed activities
so that the organizational goals are
attained.
For example in the HON Company in Georgia employees make furniture from steel and wood.They use efficient manufacturing techniques such as cutting inventory level,decreasing the amount of time of manufacturing productand lowering product reject rates.These efficient work practices paid off as the plant not only reduced costs by over $7 million in one year but also was named as INDUSTRY WEEK'S best plants for year 2005.Its goals included meeting customer's increasingly stringent needs,executing world-class manufacturing strategies and making employees jobs easier and safer.Through various work methods and programs these goals were persued and achieved.Where as efficiency is concerned with the means of getting things done,effectiveness is concerned with the ends or attainment of organizational goals.
This may be explained by the following example:
WHAT DO MANAGERS DO:
Management Functions:
A management may perform the following functions:
.Planning
.Organizing
.Leading
.Controlling
Planning:
Management function that involves defining
goals,establishing strategies for achieving
those goals and developing plans to untegrate
and coordinate activities.
Organizing:
Management functions that involves arranging
and structuring work to accomplishing the
organization's goals.
Leading:
Mnagement function that involves working with
and through people to accomplish organization's
goals.
Controlling:
Mnagement function involves manitoring,
comparing and correcting work performance.
MANAGEMENT ROLES:
The term Management Roles refer to the specific categories of mangerial behaviour.
In mangament roles there are three different types of roles:
.Interpersonal Roles
.Infonmational Roles
.Decisional Roles
Interpersonal Roles:
Managerial roles that involves people
and other duties that are ceremonial
and symbolic in nature.
Informational Roles:
Managerial roles that involves collecting,
receving and disseminating information.
Decisional Roles:
Managerial roles that revolve around making choice.
MANAGEMENT SKILLS:
A manager's is varied and complex.Managers need certain skills to perform the duties and activities associated with being a manager.
These skills include three types:
.Technical Skills
.Human Skills
.Conceptual Skills
Technical Skills:
Job-specific knowlege and techniques needed
to proficiently perform specific tasks.
Human Skills:
The ability to work well with other people
individually and in a group.
Conceptual Skills:
The ability to think and to conceptualize
about abstract and complex situations.
HOW THE MANAGER'S JOB IS CHANGING:
Managers have to deal with changes taking place inside and outside their organization.
This can be explained by the following diagram:
WHAT IS AN ORGANIZATION:
A deliberate arrangement of people to accomplish
specific purpose.
There are two different types of organization:
.Traditional Organization
.Contemporary Organization
They must be defined as:
WHY STUDY MANAGEMENT:
It can be explained by the value of studying management by looking at the university of management,the reality of workand the rewards and the challenges of being a manager.
The University Of Management:
The reality that management is neede in all
types and size of organizational levels,in
all organizational areas and in organizations
in all countries around the globe.

Summary of chapter 1 by Saba Azam.

This chapter is an introduction about management and organizations.
Management:
Management is a process of achieving the objectives of the buisness by using its available resources effectively.
Managers:
Manager cordinates the body of an organization.He is the one who is responsible to supervise the work of his subordinates so that the organizational goals can b accomplished.There are three types of managers:
1)Top managers: People who are on the top in the level of hierarchy.They are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire body of an organization.
2)Middle managers:people who are in the middle in the level of hierarchy of an oragnization.They manage the work of first-line managers.
3)First-line managers:they are the people who are in the lowest level of hierarchy in an organizaton and they manage the work of nonmanagerial employees.
The main functions of managers are:
1) Planning: setting clear objectives.
2) Organizing:dividing the work into smaller tasks and delegation to others.
3) Leading: working with and through people.
4) Controlling: evaluating whether things are going as planned.
5)Budgeting: preparing a detailed financial plan for the next trading year.
Roles:
There are different roles for a manager to perform such as interpersonal roles, informational roles and decision roles.Interpersonal roles those that involve people and duties that are symbolic in nature.Informational roles are those that involve collecting,receiving, and disseminating information.Decision roles are managerial roles that revolve around making choices.
Skills:
A manager should have several skills such as techinacal skills, human skills and conceptional skills.Importance of these skills varies depending on managerial level.
Manager's jobs are changing:
Today, in world the job's of managers are changing.The reasons why the job's of managers are changing is because of the changing technology, increased security threats , increases emphasis on ethics, increased competitiveness.the imporatance of customets to the manager's job.It has been proofed that customers’ satisfaction is highly influenced by the attitude of the employees.Innovation is one of the most imporatant factor in changing the jobs of mangers.A good manager need to emphsize his subordinates to come with new ideas and inovations.
Oraganization:
Organization means to control any business through a specific systematic approach.All the businesses have some kind of structure or hierarchies.A delibrate arrangement of people to accomplish some specific purpose is an organization.Organizations are chaniging everydat because the world around them is changing.
Studying management:
It is impotant to study management because of several reason such as universality of management, this means it is a universal need for management.Another reason is Reality of work which means either manage or be managed.

Chapter 6 by Usama Sultan

Decision Making: The essence of Manager's Job

How do managers make decisions?

Making decisions involves four steps.

• Identifying A Problem: the decision maki8ng process begins with the existence of a problem or more specifically, a discrepancy between an existing and a desired state of affairs.
• Allocating Weights To Those Criteria: Once the manager has identified a problem, the decision criteria important to resolving the problem must be identified. Managers must determine what's relevant in making a decision. Every decision maker has criteria that guide his or her decisions.
• Developing, Analyzing and Selecting Alternative: the decision make makes a viable list of alternatives that could resolve the problem. In developing alternatives, the decision maker is required to be creative in coming up with possible alternatives. Once the alternatives have been identified, a decision maker must analyze each one. From this comparison, the strengths and weaknesses of each alternative become evident. When the alternatives are selected, thye next step is to choose the best alternative.
• Implementing A Chosen Alternative And evaluating A decision's Effectivesness: After selecting the alternative the next step is to put the decision into action by conveying the decision to those affected by it and by getting their commitment to it. The last step involved in the decision making process is evaluating the outcome or result of the decision to see if the problem has been resolved.

How are decisions made?

Rational Decision Making: A decsion making behaviour where cohices are consistent and value maximizing by specific constraints.

Bonded Rationality: A decision making behaviour that is rational and limited by an indiviual's ability to process information. In bounded rationality the decisions are made rationally. Decision making may bhe strongly influenced by organzational culture, internal politics, power considerations and escalation of commitment.

Intuition: Makind decisions on the basis if experience, feelings and accumulated judgement.

What types of Problems And decisions Do Managers Face?

Structured Problems: Problems that are straight forward, familiar and easily defined.

Unstructured Problems: it invloves programmed decisions.

Programmed Decisions: A repetitive decsion that can be handled by a routine approach.

Unstructured Problems: Problems that are new or unusual and for which information is ambigous or not clear. It invloves non-programmed decisions.

Non-Programmed Decisions: A unique decision that requires a custom made solution.

Under what conditions do managers make decisions?

Certainty: A situation in which manager can make accurate decisions because all the possible outcomes are known.

Risk: A situation in which the decision maker is able to estimate the likelihood of certain outcomes.

Uncertainty: A situation in which a decision maker has no certainty.

How will decision-making style affect a manager's decision making?

Directive Style: Decision makers using the directive style have low tolerance for ambiguity and are rational in their way of thinking.

Analytic Style: Decision makers with an analytic style have much greater tolerance for ambiguity than do directive styles.

Conceptual Style: Individuals with a conceptual style tend to be very broad in their outlook and look at many alternatives.

Behavioral Style: Decision makers with a behavioral style work well with others. They are concerned with the achievements of those around them and receptive to suggestions from others.

What biases and errors affect decision making?

• Overconfidence
• Anchoring Effect
• Confirmation
• Presentation
• Self Serving
• Immediate Gratification
• selective Perception
• Framing
• Availability
• Randomness
• Hindsight

What do managers need to know about making decisions in today's world?

• Understand the cultural differences
• Know when it is time to call it quits.
• Use an effective decision making process.
• Develop highly reliable organizations.

SUMMARY OF HABIT 1 (BE PROACTIVE) BY ELISHBA



http://nirvana-elishbamassey.blogspot.com/

summary of chapter 1 by komal mary

http://interestingconfusions.blogspot.com/

Summary on chp 6 by Iman

www.imanasif.blogspot.com

SUMMARY HABIT 1 BY NAZISH

http://nazishw.blogspot.com/

summary of chapter 1

http://kanwalirfan008.blogspot.com/

summary of chapter 1

http://kanwalirfan008.blogspot.com/

Elishba's Summary On Chapter 6

http://nirvana-elishbamassey.blogspot.com/

Kanwal irfan's summary of Chapter 6

http://kanwalirfan008.blogspot.com/2008/11/kanwal-irfans-summary-of-chapter-6.html

Management ZEB

Who Are Managers?

Managers coordinate and oversee the work of the other so that orgsnizational goals can be accomplished.There are three types of managers.

1. Top Managers
2. Middle managers
3. First-line managers

1:Top Managers:

managers at or near the upper level of the organization structure who are responsible for making organizaion wide decsions and establishing the goals and plans that effect the entire organization.

2:Middle Managers:

managers between the top level and the first level of the organization who manager the work of the first-line of managers.

3:First-line Managers:

mannagers at the lowest level of the organization thar manage the work of the nonmanagerial employees.

What Is Management?

coordinating and overselling the work activities of other so that their work activities are completed effectively and efficiently.

• Efficiency:

getting the most out put for the least amount of input;doing things wright.

because managers deals with scarce inputs _including resourses such as people,money,and

eqipment for instance,at the HON company plant in Cedertown,Geogia,where employees

make and assembled steel and furniture.this all about efficiency.

• Effectiveness:

doings those work activities that help the organization reach its goals;

doing the wright things .Effectiveness is often described as"doing the right things" _

that is,doing those work activities that will help the organization goals.

What Do Manager Do?

FUNCTIONS:

• Planing:

definig goals,establishing strategies,and developing plans.Management function that involves defing goals,establishing strategies for achving those goals,and developing plans to integrate and coordinate activities.

• Organization:

arrange and structurig work.Management function that involves arranging and structuring work to accomplish the organization's goals.

• Leadind:

Management functions that involves working with and through people to accomplish organization goal.

• Controling:

management function that involves monitoring,comparing,and correcting work performance.

Roles:

• Interpersnol: figurehead,leader,liaison
• Infoemational: Monitor,Disseminatir,Spokesperson
• Decisional: entrepreneur,Disturbance handler,Resource allocator,Negotiator

Skills:

• technical,human,conceptual
• importance of these skills varies depending on managerial level.

How The Manager's Job Is Changing:

• changes impacting manager's job _changing technology,increased securiry threats,increased emphasis on ethics,increased competitiveness.
• importance of customers.
• importance of innovation.

What Is An Organization?

Deliberate arrangements of people to accomplish some specific pupose;organization are changing because the world them is changing.Managers work in organization.but what is organization?An organization is a deliberate arrangement of people to accomplish some specific purpose.

Why Study Management?

you may be woundring why you need to study management if you are accounting major,or any major other that management,you may not understand how studying management is going to help you in your carrer.We can explain the value of studying management by looking at the university of management,the reality of work,and the rewards and challenger.

The Factors Which Forced Us To Study The Management Given Below:

The Universality Of Management:

just how universal is the need of management in organization?We can say with absolute certainty that management needed in all types and sizes of organizations,at all organizational levels and in all organizational work areas ,and in the all organization .This is known as the universality of management

1:A Manager Is?

• some one who coordinates and oversee the work of other people.
• some one who work in market.
• some one who are more powerful.
• non of them.

2:Types Of Manager Is?

• first-line or top manager.
• first-line or middle manager.
• first-line,middle,or top manager.
• non of them

3:What Is An Organization?

• a deliberate arrangement of people to accomplish some specific purpose.
• the arrangements of people for a specific activities.
• both of them
• non of them

4:Becoming A Manager?

• keep up with current business news
• take to actual managers about their experience_good or bad
• observe managers and who they handle people and situation.
• all of these

5:The Factors Which Forced Us To Study The Management Is?

• the uviversity of management.
• the reality of work.
• rewards and challenges of being a manager.
• all of these.

DELEGATION





IT IS THE ASSIGNMENT OF AUTHORITY TO ANOTHER PERSON TO CARRY OUT SPECIFIC DUTIES.

THERE ARE FIVE BEHAVIOURS THAT EFFECTIVE DELEGATORS WILL USE.



1. CLARIFY THE ASSIGNMENT

2. SPECIFY THE EMPLOYEE'S RANGE OF DISCRETION

3.ALLOW THE EMPLOYEE TO PARTICIPATE

4.INFORM OTHERS THAT DELEGATION HAS OCCURED

5.ESTABLISH FEEDBACK CHANNELS





REINFORCEMENT: DELEGATING

THE FOLLOWING SUGGESTIONS ARE ACTITIVES YOU CAN DO TO PRACTICE AND REINFORCE THE BEHAVIOUR IN DELEGATING.

1.INTERVIEW THE MANAGER REGARDING HIS OR HER DELEGATION SKILLS. WHAT ACTIVITIES DOESN'T HE OR SHE DELEGATE? WHY?

2.TEACH SOMEONE ELSE HOW TO DELEGATE EFFECTIVELY. BE SURE TO IDENTIFYING THE BEHAVIOURS NEEDED IN DELEGATING

SUMMARY OF CHAPTER ONE BY JANET AUSTIN!

http://janetaustin.blogspot.com

SUMMARY ON DELEGATING BY JANET AUSTIN.

http://janetaustin.blogspot.com

ELISHBA'S SUMMARY ON CHAPTER 7


http://nirvana-elishbamassey.blogspot.com

DELEGATION SUMMARIZED BY NAZISH WILLIAM

Delegation is the passing down of authority from higher to lower levels in the chain of command. Delegation is not the same as participation. Participation involves sharing of authority but in delegation the worker is in authority of making decisions on his own. There are 5 behaviors that effect delegation:-
1. CLARIFY THE ASSIGNMENT – this involves deciding what needs to be delegated and to whom, and the assigning of responsibility. Agreement is made on what needs to be done and a clear end goal is in mind
2. SPECIFY EMPLOYEE’S RANGE OF DISCRETION – this involves setting parameters as to how much authority is being passed down to the employee. The employee is clarified of the limit to his authority and the range of his discretion.
3. ALLOW THE EMPLOYEE TO PARTICIPATE – the employee who is to perform the job is made to participate in the decision of how much authority is to be delegated.
4. INFORM OTHERS THAT DELGATION HAS OCCURRED – people inside and outside the organization should know delegation has taken place within the organization. The task and amount of authority should also be made clear.
5. ESTABLISH FEEDBACK CHANNELS – controls should be set to monitor employees performance and task completion. Controls can be supplemented to ensure authority is not abused.

SUMMARY OF CHAPTER 1 BY NAZISH WILLIAM

http://nazishw.blogspot.com/

SUMMARY CHAPTER 1 FOUNDATIONS OF MANAGEMENT

Umer Toor's Summary on Chapter 7

Please follow the link: http://umertoor.blogspot.com/2008/11/summary-chapter-7-management-by-stephen.html

SUMMARY OF CHAPTER SIX!

http://livesbyfaith.blogspot.com

CH # 7 Foundation of Planning (Summary and MCQS) by Ali

To get summary and plan Click here: http://begooka.blogspot.com/2008/11/ch-7.html

Summary of chap 7

http//:sumayyam.blogspot.com

summary of chapter 6 decision making

http://interestingconfusions.blogspot.com/

Group 4 Respond to A Case Study Querry

Posted by Hassan-Mohi-ud-din, Mohsin Ali, Ahmed Fareed Chisti, M Umer Toor, Ali Haider, Hamna

1. What other planning tools and techniques might be useful to Andrew Friedman as he oversees and directs the team's operations?

Ans. He is already using 'statistical quantitative methods' for team assessment and other tasks. We would recommend him to use Gantt Charts, Loads Chartds and PERT Network Analysis for scheduling of resources, activities and departments. And, the following mentioned qualitative or quantitative tools can also be used for a variety of tasks concerned with his job:

qualitative risk identification data, qualitative forecsating technique "jury of
opinion", qualitative manipulation of risk data, qualitative risk mitigation
data cross-player feed-back and analysis of performance based on players' comments, qualitative employee appraisal, quantitative employee appraisal, qualitative consumer information, benchmarking,use of project management processes in a variety of project' operations, qualitative consumer information, qualitative client/customer nterviews, etc.

SUMMARY OF CHAPTER SEVEN!

www.livesbyfaith.blogspot.com

summary of chapter 6

http://nazishw.blogspot.com/

summary of chapter six

summary of chapter 7

Foundations of Planning

What is Planning?

Defininig goals, establishing strategies to acheive those goals and developing plans to coordinate and integrate activities.

Types of Planning

There are two types of planning:

1)Formal Planning

2)Informal Planning

Why do managers Plan?

Formal Planning is much important because it

1. provides directon
2. reduces uncertainty
3. minimizes waste and redundancy
4. establishes the goals or standards used in controlling
5. is assosiated with positive financial results

Factors Affecting Planning and Performance

There are two factors:

1. External environment
2. Planning time frame

How do managers plan?

Planning is often called primary management function

Planning involves two important elements

• Goals(foundations of planning)
• Plans

Goals

Goals are desired outcomes for individuals groups of entire organization

Types of Goals

1. strategic or financial goals
2. stated or real goals

Financial Goals

These are realted to the financial performance of the organization

Strategic Goals

These are related to other areas of an organization performance

Stated Goals

Official statement of what an organization says and what it wants its various stakeholders to believe, its goals are

Real Goals

Those goals that an organization actually pursues-observe what organizational memebers are doing

Examples

Stated Goals

Nike's goal is to bring inspiration and innovation to every athlete

Real Goals

Universities that proclaim the goal of limiting class size facilitating close student teacher relations and actively involving students in the learning precess and then put them in to lecture classes of 300 or more are pretty common

Plans

Documents that outline how goals are going to be met

Types of Plans

• breadth: strategic or operational
• time frame: short term or long term
• specificity: directional or specific
• frequency of use: single use or standing use

How do managers set Goals?

Goals can be establish through a process of

1. Traditional goal setting
2. Management by objectives

Traditional approach: top to down

• If hierarchy of goals is clearly define, a means-end chain is formed
• If not clearly define, goals lose clarity and unity

Management by Objectives (MBO) approach: four elements

1. goal specificity
2. participative decision making
3. explicit time period
4. performance feedback

Characteristics of well-defined Goals

• written in termof outcomes rather than actions
• measurable and quantifiable
• clear time frame
• challenging yet attainable
• written down
• communicated to all organizational members

Steps in Goal setting

Goal setting process consists of five steps

1. review the organization missions
2. evaluate available resources
3. determine the goal indvidually or with input from others
4. write down the goals and communicate them to all who need to know
5. review results and whether goals are being met

Once the goals have been established, written down, and communicated, a manager is ready to develope plans for pursuing the goals.

How do managers develope Plan

Developing Plans

The process of developing plans is influence by

• 3 contigency factors

1. level in the organization
2. environmental uncertainty
3. commitment concept

• 2 approaches

1. formal planning department
2. involving more organizational members in process

Contemporary Issues and Planning

there are 2 issues

• Criticisms of Planning

1. creates rigidity
2. cant be developed for dynamic environment
3. cant replace intuition and creativity
4. focuses on today not tomorrow
5. reinforces success, which can lead to failure
6. planning is not enough

• Effective planning in Dynamic Evironments

Be Aggressive

Be Aggressive
To worship Allah.
To Pray Allah.
To obey your elders.
To Be kind your youngers.
To Learn.
To help all human being.
To have smile ,when you are angry with someone.
To be an assett of your parients as well your family.
To pay keen intrest toward your goal in both worlds.
To teach others.
To have good things without distungished.

Summary of chapter 7 by Iman Asif

http://imanasif.blogspot.com/

Summary of chapter 7 by nazish william

summary of chapter seven

http://nazishw.blogspot.com/

Chapter 7 Foundation Of Planning SUMMARY

In this chapter we will look at the contemporary issues in planing.
Planning is actually defining organization goals. Planning can be formal or informal. By planning managers define how the goals will be reached. Formal planning has gained importance now a days,bcoz it provides direction, reduces uncertanity, minimizes waste & redundancy, establishes goals associated with +tive financial results.
Managers stratergize on the basis of goals & plans. Goals are desired outcomes for individuals,groups or entire organizations.goals are of two types: strategic and real.
Plans are the documents that outline now goals are going to be met.
Plans are of many types:-
1.breadth plans :
include strategic or operational plans.(which specify how the overall goals are to be achieved.)
2.Time frame includes short terms plans (covering 1 year) and long term plans (with a time frame beyond 3 years.)
3.Specificity including directional or specific plans.Directional plans are flexible and set out general guidelines.specific plans are clearly definedand leave no room for interpretation.
4.Frequency of use including single use plan or standing.single use is a one time plan specially designed to meet the need of a unique situation.
Standing is an ongoing plan.they provide guidance for activities performed repeatedly
Manager set goals mostly using taditional methods.it is an approach to set goals at the top level of organization and then broken into subgoals for each level of organizaion.
If the goals are properly defined people will get a close conection of their result and they make strong connections with the company and their job.
If hireachyof goals is clearly defined a mean and chain is formed.but if not clearly defined goals lose clarity and unity.
Management by objective is a processof setting mutually agreed - upon goals and using those goals to evaluate employee performance .It has 4 elements :
1.Goal specificity. 2.Participative decision making. 3.explicite time period. 4.Performance fedback.
Characteristics of well defined goals stated in terms of outcomes,measurable and quantifiable,clear time frame,challenging but attainale are communicated to all organizational members.
Managers plan developing strategy is base influenced by contingency factors:
1.Level in the organization.
2.Environmental uncertanity.
3.Commitment concept.

Managers approach planning is two ways basically.
1.Formal planning department (A group of planning specialist whose sole responsibility is helping to write organizational plans.
2.Involving more organizational members in process.

In planning managers have to face some of the contemporary factors.
The criticism which people make or employees make on a company or manager planning.
Following may be criticism made by employees:
1.Plan formal planning will create rigidity.
2.Itcannot be developed for dynamic environment.
3.Can't replace intution and creativity.
4.Focuses on today,not tomorrow.
5.Reinforces success which can lead to failure .
6.Planning is not enough.

Therefore this chapter explains us alot about planning and clears up(our concept) or way of thinking about planning and its importance.

Foundations Of Planning.

What is planning and why is it important?

Planning involves defining goals, establishing strategies for achieving these goals and developing plans to integrate and co-ordinate activities.

Formal Planning

Formal planning is important beacause it invloves the specific goals to be covered in a period of years. These goals are written and shared with organizational members to reduce ambiguity and create a common understanding about what needs to b done.

• It provides direction.
• It reduces uncertainity.
• Minimizes waste and redundancy.
• Establishes the goals or standards used in controlling.
• Formal planning is associated with positive financial results.

How Do Managers Plan?

Managers plan by keeping two things in view.

Goals: The desired outcomes for individuals, groups or entire organization's.

Plans: Documents that outline how the goals are going to met.

Types Of Goals

Strategic or Financial: Plans that apply to the entire organzation and strategic plans are usually long-term plans.

Stated and real: Those goals that an organzation actually pursues.

Types Of Plans

Strategic Plans: Plans that apply to the entire organzation and strategic plans are usually long term plans.

Operational Plans: Plans that specify how the overall goals are going to be achieved.

Long-term Plans: Plans with a time frame beyond three years.

Short-term Plans: Plans covering one year or less.

Specific Plans: Plans that are clearly defined and leave no room for interpretation.

Directional Plans: Directional pland are specific pland that set out general outlines.

Standing Plans: Standing plans are ongoing plans that provide guidance for activities performed repeatedly.

How Do Managers set Goals?

Traditional Approach: If hierarchy of goals is clearly defined, a means-end chain is formed.

If not clearly defined, goals loose clarity and unity.

Management By Objectives Approach (MBO): The organizations overall objective and strategies are formulated.

Major objectives are allocated among divisional and departmental units.

Unit managers collaboratively set specific objectives for their units with their managers.

Specific objectives are collaboratively set with all department members.

Action plans definining how objectives are to be achieved are specified and agreed upon by managers and employees.

The action plans are implemented.

Progress towards objectives is periodically reviewed, and feedback is provided.

Successful achievement of objectives is re-informed by performance-based rewards.

How Do Managers Develop Plans:

The planning of managers is influenced by:

• Contigency factors which involves the level in the organization.
• The degree of environmental uncertainity.
• Length of future commitments.

Approaches To Planning

Formal Planning Department: This was a group of planning specialists whose sole responsibility was helping to write the various organizational plans. Under this approach, the plans developed by top level managers flowed down through other organizational levels, much like the traditional approach to goal setting.

Involves More Organzational Members In Process: In this approach, plans arent handed down from one level to the next but instead are develpoped by organizational members at various levels and in various units to meet their specific needs.

What Contemporary Planning Issues Face Managers?

The various criticisms of plannig invloves:

• creating rigidity
• cant be developed for synamic environment.
• cant replace intuition and creativity.
• focuses on today, not tomorrow.
• reinforces success, which can lead to failure.
• planning isnt enough.

Summary of chap 7

http://interestingconfusions.blogspot.com/

ANSWER TO CASE STUDY QUESTION 3

WHAT ARE SOME WAYS THAT FRIEDMAN MIGHT EVALUATE WHETHER HIS QUANTITATIVE TOOLS ARE WORKING? BE SPECIFIC

Quantitative techniques involve applying a set of mathematical rules to a series of past data to predict outcomes.
Friedman can use regression models and predict certain factors such as the outcome of the pitch. He is currently using data mining and financial models he can follow what the ternd ahs been towards such moves in the game and accordingly mould his tools. Friedman can make sure players perform well and to their maximum potential and use the substituion effect to analyse the effect of the pitch.

Quiz on next tuesday

Summaries on 

Wednesday chap7

Thursday chap 6

friday chap 1

sat habit 1

sun habit 2

Plus make 6 mcq questions from each chapter with each summary  

The new way of presentations has introduced in Class.

Sir has introduced more effective way of presentation in last class. In which presenters remained on the seat and sir asked question about their assign chapter. By this way, Sir is involving whole the class.
but there is also drawbacks of this way of presentation.

The main disadvantage is that it may reduce the level of confidence of student which is contineously increasing.

Luck And Work

Luck is not in your hands but working hard and striving for excellence is in your hands.

Your work can make your luck but luck can not do your work always.

Luck and work

Luck is not in our hands but working hard and striving for excellence is in our hands.

Our work can make our luck but luck can not do your work always.

Mistake

A Nice Saying:

If someone points out your mistake, do not loose your heart or get disappointed, be happy that atleast someone is interested in what you have done.

GANTT CHARTS AND PERT CHARTS

this is a link to help you all get a clearer view of GANTT CHARTS AND PERT CHARTS
Hope it is beneficial !!

GOALS SHOULD BE:

S pecific
M easureable
A ttainable
R eviewed
T ime- bounded
E valuated
R ealistic

Unique Features of Human Language

Unique Features of Human Language
Posted by. Muhammad Umer Toor, On Nov, 23 2008.

Those who meditate on their human nature and their enviornment with a keen philosophical outlook, find themselves eagerly observing and studying human language. I am no exception as I have an intellect that takes pleasure in reflecting over its own 'self', and certainly there's a language of self.

In this post I will be sharing with my intelligent readers a few basic but unique features of human language - rather 'design featurs' as R. L Trask call them. This man - R. L. Trask - wrote a book for laymen like me, Language: The Basics [1], from where I actually came to appreciate the following conepts of human language:

Desgin Features of Human Language:

1. Duality or Duality of Patterning.

In simplest terms, duality or duality of patterning states that 'by combining a very small set of meaningless speech sounds in various ways, we can produce a very large number of different meaningful item: words. For example, let these be special symbols for speech sounds: /K/, /a/ and /t/. These are called by Trask phonemes [2]'. Individually they mean nothing. But, if we combine them together in different ways, different meaningful English words will be produced, like cat, tact, tacked or act.

It is unique to human language only that we have a very small number of phonemes and we can produce a very large number of meaningful words, even such words which we never have heard before [3]. Whereas non-human creatures communicate on the basis of "one word, one meaning" principle, as the book says. That means, they can't combine their signals to form new signals or calls. Their this signalling system 'consists of usually between three and six signals, or calls - monkeys remarkably have total of twenty or so!![4]'. On the other hand, humans have around 45 phonemes, as mentions the book, and, many, many thousand words, increasing day-by-day, which are made only by the combination of different phonemes.

2. Displacement.

"Displacement is the use of language to talk about things other than the here and now."[5] Have you ever seen the movie "The Day After Tomorrow" or "10,000 B.C"? Even if you've not, the title suggests clearly that both movies must be about time and space not in the present, and they do so (as I have seen both). This is exactly displacement. And no non-human creature except honeybee enjoys this quality. Even so, honeybee's ability to communicate things in displacement is seriously limited as to be compared with that of humans', e.g, it can't mention height, it cannot refer to future events, and so on. Its systems of communications can have no match to what we possess.

3. Open-endedness.

Here are some interesting, mind-boggling sentences from the book:

(1.1) Luxembourg has invaded New Zealand. [Keep in mind, Luxembourg has no Navy, no Air Force and only a small Army of 800 men.]
(1.2) A large pink spider wearing sunglasses and wielding a feather duster boogied across the floor.
(1.3) Shakespeare wrote his plays in Swahili, and they were translated into English by his African bodyguards. (Shakespearean fans are requested not to outrage for few moments only.) [6]

"Open-endedness is our ability to use language to say anything at all, including lots of things we've never said before [7]." The preceding examples are ones you most probably have never heard before, and almost all of them, to my knowledge, are flat lies. A monkey can warn, "[Roger that] Look out - hunters," if data's at hand'. But they cannot certainly say, "Two hunters with Rifle Belgian FAL prototype (ca.1950) chambered for British .280 (7x43mm) intermediate cartridge." [8]

4. Stimulus-Freedom

This ability of ours, as it will be defined in the next sentence, also testifies of a fact Stephen Covey has advocated in the Ist habit (I leave it upto you to detect this, and mention it in the comments, if it pleases you. Further, see note # 8). I have a friend in some part of Pakistan, when I like to irritate him, I reply to his serious questions and requests in some of these ways: "Well, Well" or "Yes, yes", or, to bruise him completely, by saying, "No thanks." I do this in a context which is utterly different to the answer. We usually don't prefer answering a person, "No thanks," when he's asking, "Hello, how are you?"! I have done this many time, because I'm stimulus-free!

Trask's knowledge also shows that almost all non-human signals do not have such 'liberty' in saying or reacting to particularsituations, as humans normally can do. He labels non-human creature's signalling system as being, "stimulus-bound" [9]. Humans are, to the contrary, stimulus-free. Most of us reply in 'expected' manner only because of, what Trask puts as, 'social norms or pressures'. Otherwise, "there's nothing about English that prevents us [10]" from saying whatever we want, no matter what is being asked or whatever be the context.

Conclusion.

To finish this post in Trask's own words, author of Language: The Basics [1], "Lacking duality, lacking displacement, lacking open-endedness, lacking stimulus-freedom, animal signalling systems are almost unfathombly different from human languages." And, he goes further to declare boldly, "...human language is unique on earth, and without it we could not count ourselves human at all."! [11]

---

Notes:

[1] "This second edition of R. L. Trask's Language: The Basics (LTB), provides a concise introduction to the study of language, Routledge - Publisher." [Source is here.]

[2] LTB, 2nd Ed. Routledge. Reference to quotation, Pg. # 3.

[3] The concept human language can produce words which we know not of before, falls under the heading of arbitrariness [Pg. # 12, LTB, 2nd Ed.]. Which says that words do not, mostly, contain inherent meaning within themselves, they are only labelled particular meaning. And, its, obviously, is a matter of convention. For instance, what is the meaning of word meaning? Why we call dog, d-o-g in English? This is arbitrariness. To give you more clearer idea, consider word mean again. Trask explains that mean has different meanings in English. [This is again arbitrariness.] 'The French word mine sounds exactly like English mean, but the French word means (coal)mine', he says. And, there are so many other meanings of words of form like of mean, yet they represent utterly different truths. Now, it should be clear to my reader that this happens because mostly words are born out of conventions. And, conventions are conventions, they're absolute in such cases.

[4] Quote: LTB, 2nd Ed. Routledge, Pg. # 4.

[5] Quote: LTB, 2nd Ed. Routledge, Pg. # 5.

[6] Quote: LTB, 2nd Ed. Routledge, Pg. # 6.

[7] Quote: LTB, 2nd Ed. Routledge, Pg. # 5.

[8] The book accounts of one rare spectacle ever recorded, which is an example of stimulus-freedom in animals. 'A fox, Arctic one, was found signalling danger signs to her cabs, when there was no danger around. Probably to distract them from her meal she was trying to eat'. [Pg # 11, LTB, 2nd Ed.]

[9] Quote: LTB, 2nd Ed. Routledge, Pg. # 11. Moreover, notice, this can be a clue to my question.

[10] Quote: LTB, 2nd Ed. Routledge, Pg. # 10.

[11] Quote: LTB, 2nd Ed. Routledge, Pg. # 11.

---

Excecution of Change - But How?

First, allow me to go back to habit 1 and 2*:
I prioritize that on computer or on internet, nothing is necessary doing except writing on blog and reading or sending mails, etc, so on and so forth. But. I am always trapped by useless activities. Though. This question is very common, and too frequent to be exciting.

I recognize that Stephen Covey's success is twofold: one, that he has managed to prove the unavoidable need for humans of guiding principles for a successful and happy life (happiness = success + no regret at the end ...). Second, that his book gives us ''tools'' that are only effective, in the first place, and efficient for humans as managers.

Coming back to the querry, how do I change this situation? He says that I need to change my perceptions. Alright. ....... They are clear. ........ Now where's the change? Where do I start to bring about a change, from nowhere? I don't think I exactly know what COvey would have answered. But we have his key-book. That's why, I humbly ask you to explain even from your own point-of-view, if you wish to: how a lazy fish can change his habit(s) starting first in the head, only? Where's the tipping point?

(I earlier did try to put this question before you, but I had stretched the post** unnecessarily long. And, I didn't get satisfy.)

I request you to answer as soon as you can, because I think that I may know of a hint-an-answer, which is derived from an example given by Covey on paradigm-shift. Well, I have already given you the clue of a clue! Where's the clue?

---

Notes:

* Habits 1 (Be Proactive), Habit 2 (Begin with the End in Mind) ; From, Stephen Covey's 7 Habits of Highly Effective People.

** Link to the Post: http://management170.blogspot.com/2008/11/how-does-7-habits-of-highly-effective.html

---

Posted By:

Muhammad Umer Toor,

22-Nov-2008.

When Established Superiority Isn't everything

When Established Superiority Isn't everything !!
Posted By Muhammad Umer Toor, 21-Nov-2008.

Always keep in mind what first paragraph of page # 199, 227 (exhibit 8-7) of Management book [1] states, whenever you're in the business. Even when your organization is touching skies or, worst, in a downturn, and if you cease to bring innovation, cease to find new directions and so on and so fourth - this is a worst pitfall. Becoming best is one thing, and trudging along a constant line is not a safe strategy. Because, whenever you find that everything is going smooth, actually something is going wrong there. This happens mainly with those companies whose tasks demand optimum performance; when everything around them is changing without any notices. What I learnt from Stanely Hainsworth, 'former creative genius behind campaigns for Lego, Nike and Starbacks' [2], is that eternal reconstruction is the price of success for any brand. Editor at Entrepreneur magazine calls it as 'Survival of Fittest' [3]!

The basic idea behind finding new directions or cracking innovation, a necessity of established companies and else, is well explained by Hainsworth, and in his own words:

"Many [companies] wait until a crisis hits and then go through the cycle of a
hiring freeze, cost-cutting and layoffs. [Refocus] while you're strong, while have the resources and before you start cutting."[4]

This happens (-unexpected shocks-) mainly becuase of 'market-shifts', customer choices change (like our favorite ice-cream example!), and of course, due to dynamic enviornment, generally. [5]

Doing something ahead of hard times isn't at all a weak idea, only to insane. It's experts' view as well as well-researched thesis. (To quote you one more example). According to a research done [6] on the four common causes of growth stall, two majors reasons given for growth stalls confirm Hainsworth point of view.

One big reason, according to HBR [7], is that 'innovation management breaks'.
Second, because 'company lacks a strong talent bench'. [8]

Once, I asked a senior student of criminal psychology, "What is the remedy for a criminal-minded person?" And, his reply, which I found quite witty, was, "You shouldn't be criminal in the first place." 'That's the best strategy', he whispered to me without even whispering! And, business studies are no exceptions!


-------------------------------------------------------------------------

Notes:

[1] Page 199 (Chapter # 7), Ist paragraph states the successful plans are not likely to work in changed situations. Whereas page 227 (exhibit 8-7) (Chapter # 8) urges the need for creating strategic flexibility, i.e, it consists of: monitoring and measuring results; gaining fresh perspectives and ideas outside organizations; sharing negative information and learning from the mistakes; while making strategic decisions, having multiple alternatives. (From: Management, 9th Ed., by S. P. Robbins& M. Coulter.)

[2] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway.

[3] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.

[4] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.

[5] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.

[6] When Growth Stalls, by Mathhew S. Olson, Derek van Bever, and Seth Verry, HBR (Harvard Business Review), OnPoint, Fall 2008, Article Published Originally March 2008.

[7] Excerpt from HBR (Harvard Business Review), OnPoint, Fall 2008, When Growth Stalls, from Idea in Brief coulmn, Pg. # 33, Article Published Originally March 2008.

[8] It is further explained in the article, (OnPoint, Fall 2008, When Growth Stalls, from Idea in Brief coulmn, Pg. # 33, Article Published Originally March 2008) as:

"The firm has few executives and staff with
strategy-execution capabilities."

-------------------------------------------------------------------------

Hello everyone I am Afifa Qaisar and i am the member of group 1 . My other team members are Iman, Maha and Summiaya and we also prepared presentation on habit 4 . I have already poster but I am going to post another presentation that we made before I think this also helps you to understand better
Thanks
PRESENTATION ON HABIT 4
THINK WIN/WIN
Principles of Interpersonal Leadership
In any business every one suppose to work together,to cooperate eachother otherwise the business should not be progressed and in this habit the auther tries to help the manager who has the workers which lack cooperation and are selfish so he as a manager tries to get the fruit of cooperation from a paradigm of Competition which is one manager's success meant failure of the other managers.
In any work place people are sometimes selfish and lack cooperation.To bring them together for positive and effective result the workers should get influenced by the habit of effective interpersonal leadership which is to THINK WIN/WIN.
This habit is one of the six paradigm of human interaction.
They are :
.Win/Win .Lose/Lose
.Win/Lose .Win
.Lose/Win .Win/Win or No Deal
WIN/WIN:
"Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interaction."
Now this means that people work together feel good for the plan they make together for a common purpose just because its not according to a single person but its been decided by all mutually and nobody looses.
WIN/LOSE:
"If I win you lose."
This is where people get selfish for their own benefits .Win/Lose people are prove to use position,power,credentials,prossessions or personality to get their way.
LOSE/WIN:
"I lose you win!"
This is where people lack determination.They simply say they are not good enough,they are weak ,theu are looser so the other may take ahead.
LOSE/LOSE:
"Lose/Lose is the philosophy of adversal
conflict,the philosophy of war."
This include a person's ego,where he neither wants hinself to win nor the other party.He thinks that if he suffers the other must suffer with him too.
WIN:
"A person with the win menyality thinks in terms of securing his own ends_____and leaving to others to secure theirs."
People with this mentaliy don't get into competition and contest.He neither wants anyone to lose nor he is interested in anyones victory.
Which Option Is The Best?
The best option would be Win/Win where nobody gets involved alone with himself but interacts for best result.
WIN/WIN OR NO DEAL:
"No deal means that if we can't find a solution that would benefit us both,we agee to disagree agreeably __ no deal."
FIVE DIMENTIONS OF WIN/WIN
Think win/win is the habit of interpersonal leadership. It involves self_awareness,imagination conscience and independent in our relationship with others.The principle of win/win is fundamental to success in our interaction and has five dimentions of life.it begins with character and moves towards relationships out of which flow agreements.It also involves system and process.

CHARACTER:
It is foundation of win/win and every thing else builds on that foundation.
There are three character traits essential to the Win/Win paradigm:
(1) Integrity
(2) Maturity
(3) Abundance Mentality
INTEGRITY:
It is the value we place on ourselves.We develop self awareness and independant will by making promises and commitments.There is no way to win if we don't know what actually win means and if it related to our inner most values and if we can't make commitments to ourselves as to others so it comes meaninhless.
MATURITY:
It is balance between courage and considration.
For win/win we not only have to be nice but we have to be courageous and also confident.We not only have to be concentrate,we have to be brave.
ABUNDANCE MENTALITY:
It is the flow of a deep inner sense of personal worth and security.
RELATIONSHIPS:
From the foundation of character we built and maintain win/win relationships.(explain with example)
AGREEMENTS:
Give definition and direction to win/win they sometime called performance agreements or partenership agreements.Win/Win
agreements cover a wide scope of interdependent interaction.They have five elements.
(1)Desired Results
(2)Guideline
(3)Resources
(4)Accountability
(5)Consequences
WIN/WIN MANAGEMENT TRAINING:
It has two different paradigms
.Learner controlled instruction(This is a win/win agreement that involves identifying specific objectives and criteria that demonstrates the accomplishment.)
.System controlled instruction(This is a win/win agreement that involves objectives and criteria resources including learning from eachother)
WIN/WIN PERFORMANCE AGREEMENTS:
Creating win/win performance agreements required vital paradigm shifts.The focus is on results not methods.Most of us tend to supervise methods.With win/win accountibility people evaluate themselves.There are four kinds of consequences that management or parents can control.
(1)Financial Concequences
(2)Psychic Concequences
(3)Opportunity includes training development and other benefits.
(4)Responsibility has to do with scope and authority.
A true win/win agreement is the product of the paradigm the character and the relationships out of which it grows.It defines and directs interdependent interaction.
SYSTEMS:
Win/win can only survive in an organization when the system support it.
PROCESSES:
There is no way to acheive win/win ends with win/lose or lose/win means you can't say "you are going to think win/win whether you like it or not."The author says"Working with various people and organizations seeking win/win solutions."They become involve in the following four steps process:
(1)See the problem from oter point of view.
(2)Identify the key issues and concerns(not position) involved.
(3)Determibe what results would constitute a fully acceptable solutoin.(4)Identify possible new options to acheive those results.