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Corporate Social Responsibility

Corporate Social Responsibility

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Published by sujan777
Pharmaceutical Management
Pharmaceutical Management

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Published by: sujan777 on Dec 13, 2009
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04/14/2013

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Mind Map of a Manager
Concept of mind map:
Mind maps are brainstorming diagrams based on a central idea or image, typically usedto aid in organisation, problem solving and decision making. Mind maps use a non-linear graphical form that allows the user to build an intuitive framework around the centralidea.The elements of a given mind map are arranged intuitively according to the importance of the concepts, and are classified into groupings, branches, or areas, with the goal of representingsemanticor other connections between portions of information. Mind mapsmay also aid recall of existingmemories.Mind maps are, by definition, a graphical method of taking notes. The visual basis of them helps one to distinguish words or ideas, often with colors and symbols. Theygenerally take a hierarchical or tree branch format, with ideas branching into their subsections. Mind maps allow for greater creativity when recording ideas andinformation, as well as allowing the note-taker to associate words with visualrepresentations. Mind maps and concept maps are different in that mind maps focus on
only
one word or idea, whereas Concept maps connect multiple words or ideas.
Lead more and manage less
Lead:
Managers muddle – leadersinspire. Leaders are people who inspire with clear vision of how things can be done better. "What we are looking for are leaders at everylevel who can energize, excite andinspirerather than enervate, depress, and control."
Manage less:
"We are constantly amazed by how much people will do when they arenot told what to do by management." In thenew knowledge-based economy, peopleshould make their own decision. Managing less ismanaging better.Close supervision,control and bureaucracy kill the competitive spirit of the company. "Weak managers arethe killers of business; they are the job killers. So a manager can't manageself-confidenceinto people."
Articulate own vision:
"Leaders inspire peoplewith clear visions of how things can bedone better." The best leader does not provide a step-by-step instruction manual for workers. The best leaders are those who come up with new idea, and articulate a visionthatinspiresothers to act.
Simplify: 
Keeping things simpleis one of the keys to business. "Simple messages travelfaster, simpler designs reach the market faster and the elimination of clutter allows faster decision making."1
 
Get less formal:
"A manager must realize now how important it is to maintain the kindof corporate informality that encourages a training class to comfortably challenge the boss's pet ideas."
Energies other:
Genuineleadershipcomes from the quality of a manager’s ownvision  and his ability to spark others to extraordinary performance.
Face reality:
Face reality, and then act decisively. Most mistakes that leaders make arisefrom not being willing to face reality and then acting on it. Facing reality often meanssaying and doing things that are not popular, but only by coming to grips with realitywould things get better.
See changes as an opportunity: 
Changeis a big part of the reality in business."Willingness to change is a strength, even if it means plunging part of the company intototal confusion for a while,Keeping an eye out for changeis both exhilarating and fun."
Get Good Ideas from Everywhere:
 New ideas are the lifeblood of business. "Theoperative assumption today is that someone, somewhere, has a better idea; and theoperative compulsion is to find out who has that better idea, learn it, and put it intoaction - fast."
Follow up
: Follow up on everything. Follow-up is one key measure of success for a business. A manger must follow-up business strategy will pave the way for your success.
Harness organizations people
Involve Everyone
: Business is all about capturing intellect from every person. The wayto engender enthusiasm it to allow employees far more freedom and far moreresponsibility.
Make Everybody a Team Player:
Managers should learn to become team players.Middle managers have to beteam membersandcoaches. Take steps against those managers who wouldn't learn to become team players.
Stretch
:Stretch targetsenergize. "It has been found that by reaching for what appearsto be the impossible, we often actually do the impossible; and even when we don't quitemake it, we inevitably wind up doing much better than we would have done."
Instil Confidence:
Create a truly confident workforce.Confidenceis a vital ingredientof anylearning organization. The prescription for winning isspeed, simplicity, and self- confidence. Self-confident people are open togood ideas regardless of their sourceandare willing to share them. "Just as surely as speed flows from simplicity, simplicity isgrounded in self-confidence."2
 
Have Fun
:Funmust be a big element in a manager’s business strategy. No one shouldhave a job they don't enjoy. If a manger doesn’t wake up energized and excited abouttackling a new set of challenges, then the manager might be in the wrong job. Never allow company to take itself too seriously. Celebrate success. “Business is ideasand fun and excitement and celebrations, and all those things.” Business has to be fun.For too many people, it's "just a job". Celebration is also a great way toenergize an organization. ACEO`s job is to make sure that his/her team ishaving fun– while they're being productive
.
 
Build a winning organization
Get Rid of Bureaucracy
: The way to harness the power of people of organization is "toturn them loose, and get the management layers off their backs, the bureaucratic shacklesoff their feet and the functional barriers out of their way."
Eliminate Boundaries
: In order to make sure that people are free to reach for theimpossible, a manger must remove anything that gets in their way. "Boundarylessness"describes an open organizationfree of bureaucracyand anything else that prevents thefree flow of ideas, people, decisions, etc.Informality,funandspeedare the qualities found in a boundary less organization.
Put Values First
: Don't focus too much on the numbers. "Numbers aren't the vision;numbers are the products." Focus more on the softer valuesof building ateam,sharing ideas,exciting others.
Cultivate Leaders
:Cultivate leaderswho havethe four E's of leadership:Energy, Energize, Edge, and Execution; leader who sharevaluesof your company and deliver  on commitments.
Create a Learning Culture
: A manager have to turn your company into alearningorganizationto spark free flow of communication and exchange of ideas. "The desire,and the ability, of an organization to continuously learn from any source, anywhere - andto rapidly convert this learning into action – is its ultimatecompetitive advantage."
Build the Market-Leading Company
Be Number 1 or Number 2
: "When a company in number four or five in a market,when number one sneezes, a manager get depressed. When the organization number one,you control your destiny. The number fours keep merging; they have difficult times.3

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