Strategic Decision Making Summary
Strategic Decision Making
General Introductory Ideas
5 Minds of a Manager: Henry Mintzberg
To be effective managers need to face the juxtaposition in order to arrive at a deep integration of contradictory concerns. 1) Reflective Mind-Set: Managing Self
2) Collaborative Mind-Set: Managing Relationships
3) Analytical Mind-Set: Managing Organizations
4) Worldly Mind-Set: Managing Context
5) Action Mind-set: Managing Change
Emotional Intelligence: Daniel Goleman
The 5 Components of EIQ
Definition
1. Self-Awareness: The ability to recognize &understand your moods, emotions, and drives, as well as their effects on others.
Hallmarks: Self Confidence, Realistic self-assessment, Self-deprecating sense of humour
2. Self-Regulation: The ability to control or redirect disruptive impulses & moods; The propensity to suspend judgment-to think before acting.
Hallmarks: Trustworthiness &integrity, Comfort with ambiguity, Openness to change
3. Motivation: A passion to work for reasons that go beyond money or status; A propensity to pursue goals with energy &persistence.
Hallmarks: Strong drive to achieve. Optimism, even in the face of failure. Organizational commitment
4. Empathy: The ability to understand the emotional makeup of other people; Skill in treating people according to their emotional reactions.
Hallmarks: Expertise in building & retaining talent Cross-cultural sensitivity Service to clients & customers
5.Social Skills: Proficiency in managing relationships & building networks; An ability to find common ground and build rapport.
Hallmarks: Effectiveness in leading change, Persuasiveness, Expertise in building & leading teams
Evolution of Management Theory Jones and George
Scientific Management (Taylor)
The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency. Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.
General Introductory Ideas
5 Minds of a Manager: Henry Mintzberg
To be effective managers need to face the juxtaposition in order to arrive at a deep integration of contradictory concerns. 1) Reflective Mind-Set: Managing Self
2) Collaborative Mind-Set: Managing Relationships
3) Analytical Mind-Set: Managing Organizations
4) Worldly Mind-Set: Managing Context
5) Action Mind-set: Managing Change
Emotional Intelligence: Daniel Goleman
The 5 Components of EIQ
Definition
1. Self-Awareness: The ability to recognize &understand your moods, emotions, and drives, as well as their effects on others.
Hallmarks: Self Confidence, Realistic self-assessment, Self-deprecating sense of humour
2. Self-Regulation: The ability to control or redirect disruptive impulses & moods; The propensity to suspend judgment-to think before acting.
Hallmarks: Trustworthiness &integrity, Comfort with ambiguity, Openness to change
3. Motivation: A passion to work for reasons that go beyond money or status; A propensity to pursue goals with energy &persistence.
Hallmarks: Strong drive to achieve. Optimism, even in the face of failure. Organizational commitment
4. Empathy: The ability to understand the emotional makeup of other people; Skill in treating people according to their emotional reactions.
Hallmarks: Expertise in building & retaining talent Cross-cultural sensitivity Service to clients & customers
5.Social Skills: Proficiency in managing relationships & building networks; An ability to find common ground and build rapport.
Hallmarks: Effectiveness in leading change, Persuasiveness, Expertise in building & leading teams
Evolution of Management Theory Jones and George
Scientific Management (Taylor)
The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency. Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.