HABIT 4

Hellow every one I am Afifa Qaisar and I am the member of group 1 my other group members are Maha,Iman and Summaiya. We also prepared presentation on habit 4 but we didn't presented and I am going to post our presentation. Please read.
Thanks

THINK WIN/WIN
Principles of Interpersonal Leadership

INTRODUCTION
We know that in any business every one suppose to work together to cooperate each . In this habit auther tries to help the managers who are selfish and lack cooperation so he as a manager should get the fruit of cooperation from the paradigm of competition this means that the success of one manager meant th failure of the other managers.
In a work place sometimes workers lack cooperation and are selfish and to get them together for positive and effective results managers should get them into competition and this habit is on the Principles of Interpersonal Leadership that is Think Win/WIn


•Six Paradigms of Human Interaction
•Win/Win
•Lose/Lose
•Win/Lose
•Win
•Lose/Win
•Win/Win or No Deal

WIN/WIN

•Agreements or solutions are mutually beneficial
•A belief in the Third Alternative -- a better way

WIN/LOSE

•Use of position, power, credentials, possessions or personality to get one's way.
•The win/lose mentality is dysfunctional to interdependence.

LOSE/WIN

•Lose/Win people are quick to please or appease.
•Capitulation -- giving in or giving up.
•Note. Many executives, managers and parents oscillate between Win/Lose and Lose/WIN

LOSE/LOSE

•Result of encounters between two Win/Lose individuals.
•Also the philosophy of highly dependent people.

WIN

•Win at all costs. Other people don't matter.
•The most common approach in everyday negotiation


BEST OPTION

•Which Option is Best?
•Most situations are part of an interdependent reality.
•Win/Win solutions are synergistic.
•Win/Win or No Deal
•If we can't find a solution that would benefit both parties, we agree to disagree.
•Most realistic at the beginning of a relationship or enterprise

FIVE DIMENSIONS OF WIN/WIN

•Character
•Relationships
•Agreements
•Supportive System
•Processes

CHARACTER

•The foundation of Win/Win
•Integrity. The value we place on ourselves.
•Maturity. The balance between courage and consideration.
•Abundance Mentality. There is plenty out there for everybody

RELATIONSHIPS

•Courtesy, respect and appreciation for the other person and his point of view.

AGREEMENTS

•Cover a wide scope of interdependent action.
•Desired results
•Guidelines
•Resources
•Accountability
•Consequences

SUPPORTIVE SYSTEMS

Reward systems must reflect the values of the mission statement

PROCESSES

•The route to Win/Win:
•See the problem from another point of view.
•Identify the key issues and concerns involved.
•Determine what results would constitute a fully acceptable solution.
•Identify possible new options to achieve those results

WIN/WIN MANAGEMENT TRAINING

•It has two different paradigms
• Learner Controlled Instruction
• System Controlled Instruction

WIN/WIN PERFORMANCE AGREEMENTS

•There are four consequences
• Financial Consequences
• Psychic Consequences
• Opportunity
• Responsibility

How Cisco Uses Our Chapter 9 Pg # 241 to 'See the Future'*

How Cisco Uses Our Chapter 9 Pg #241 to 'See the Future'*

Since when I started reading out carefully Harvard Business Review (HBR), I have come to respect my course management book (i.e, Management, 9th Ed., Stephen P. Robbins & Mary Coulter). I have appreciated that this book summarizes or states, at least, all those principles on which all of today's successful organizations work and win.

Quoting a small example which I came across in this month's (Nov.) issue of HBR, will make you take my claim more seriously.

Cisco Systems are "the world's largest provider of internet networking." And, Cisco's new CEO John Chambers, who will begin his 14th year at Cisco in January, has always been good at listening. And, so has his company been such that - they have scored loads of capital, merely by listening to their clients and customers, as HBR puts it.

"Cisco is able to predict trends six to 8 years (remember budgeting, forecasting, or projecting is always futuristic) in the highly volatile technology market by recognizing early-warning signals its customers unwittingly give off**." This is what they call "market shifts." And, Chambers, Cisco's CEO, himself abandoned his own old 'command-and-control' style in decision making. (I will share more ideas on this topic in future posts, hopefully.)

Cisco was founded in 1984. It did went in a downturn (i.e, crisis). And it came out. Regained its superiority in Internet Communications Equipment providers. But. Only through seeing the future. And, it has been doing so for long only by listening to its customers.

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Notes:

* Harvard Business Review, November 2008. "The HBR Interview: John Chambers", Heading Topic & Pg. 241 of, Management, 9th Ed., Stephen P. Robbins & Mary Coulter
** Harvard Business Review, November 2008. "The HBR Interview: John Chambers"


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Posted By:
Muhammad Umer Toor, 20-Nov-2008.

A Word of Caution for 'Managers'

Managers are overseers. While a building is being erected and in the process of making, a crafts-man, (be him a painter, a constructor or carpenter, et al) concerned with his job, has nothing doing what's outside his area of expertise.

But, a manager, as mentioned earlier, does nothing artistic as making. He rather- partly- enjoys like a bird, who sits on wetty , greeny branches of morning tree, and sees the night and sun shuffle and replace each other. And partly does he enjoys the taste of directorship. All of you have become enough mature to repeat such trite phrases, half asleep, as to what a manager exaclty does (rather much abstractly). Decision-making (don't yawn) is directorship, and their - i.e, managers, sole-business.

Enough of wandering. For my intelligent readers are still focused on to hear an admonition? Yes, it is one.
I learned from a Shakespeare's critic* that behind our noses (don't look back) are 'ventromedial prefrontal cortexes'. An area that plays critical role in making decisions. Thereby, Managers! you are instructed not to play with your noses as Mr. Bean or circus-stuntmen do.

Here it is, visulization**:

If, it is damaged or paralysed a person loses all abilities of taking decisions. He may become a great philosopher- not a manager. (Some literary critics believed that Hamlet, of Shakespeare's play 'Hamlet', had had this. However, it wasn't so, some justify. No matter what. Lesson is: because of Hamlet's habit of reflecting a lot, while avioding action, he brought his own destruction. For more details read: "Hamlet" by Shakespeare.)

BONUS FEATURE(s)

Making business:

Suppose, we work in a medicine-making company in product department and are a part of cross-functional team with research & development department. We hire medical scientists. We direct them to carry out a research on how VMPFC gets damaged or paralysed; which type of persons in certain enviornments are likely to get it damaged; what's its importance to tough decision-making professions or professionals and so on. Finally, how we cure or prevent it. Invent the medicine. Leave what they do then. Here, allow me to answer, why I hit upon this idea and what's it got to do with your business studies. Reasons are twofold:

Number one: CEOs of big companies, high government officials, military heads - they are worth billions or themselves billionares. And, they are decision-making factories. If our research clicks and shows that they need it...... We might share some of the luxuries they have at a point in time.

Number two: simply because its a business thing.

Notes

* Read Bantam Edition of Shakespeare Tradegy "Hamlet."
** Web source.

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By Muhammad Umer Toor, 18-11-08.

Becoming Successful In Life

To become successful in life, you need to have three factories:

Ice factory in your brain

Sugar factory in your tongue

Love factory in your heart

Success

Sucess will never lower its standard to accomodate us,
We have to raise our standard to achieve it.
"For every bird God provides Food, but not their Nest.

What Is Management?

Management...!!!
To get a work done or accomplish a task within the given resources is called management...
Through the major field of study selected by the student, he/she will receive a basic knowledge of a particular field in enough depth to be successful in every entry level positions in a career and to advance successfully to increased levels of responsiblility on the job. However, it is impoosible to predict what a person will need to know for success on the job twenty years from now, but we do know that in most jobs new knowledge will have to be mastered that does not even exist today.
Therefore, it is important to learn how to learn, how to think, how to solve problems, and how to communicate effectively than it is to focus narrowly on the content. The educational program is designed to help students develop these skills.

what is life?

life is a gift.......................accept it.
life is a game...................play it.
life is a struggle..............face it.
life is a beauty................praise it.
life is a puzzle.................solve it.
life is a song....................sing it.
life is a goal.....................achieve it.
life is a mission...............fulfil it.
This is truly a philosophy that can make life work.............