Tag Archives: decision making

Business Strategy, Decisive Management, and Success, reposted

Business Strategy, Decisive Management, and Success

An Article Written for the Euro-Horizon Magazine

By Dr. John Psarouthakis

Founder and President, JPManagementCenter, llc

Adj. Professor of Business Administration (ret.), School of Business, University of Michigan, and   Sr. Lecturer (ret.), Mechanical Engineering, MIT. Founder and former CEO, JPIndustries,Inc., a Fortune 500 industrial Group.

Plato, many centuries ago, said, “Nothing endures but change itself”. What is different in our era is not the presence of change but its pace–the rapidity with which ideas arise, are developed and applied, and the immediacy and degree of their impact in our lives. Let me illustrate.

When I were a student at MIT in the ‘50’s, it used to take five to ten years for an idea, or research result from a University, to become reality in the market and in our lives. Today it is almost simultaneous! This drastic change   has fundamentally altered how we manage business and how the universities relate to the society at large and to the economic development demands more specifically. In the long past corporate strategists could rely on the likelihood that things would not change for a relatively long time. Long term periods were identified as ten year long, while a short tem was a three year time. Today these expectations are tossed out of the window. There is no “static” period to plan within. Things are ever changing. We live in a time phase when strategies must be dynamic, flexible and responsive to the ever changing conditions around us.

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Leadership and Employee Engagement

Mr.James Stilwell helps organizations in their leadership design and helps to implement ways to authentically engage their entire workforce. He has also taught at the University of Michigan’s Executive Education  focusing on building collaborative organizational cultures

 

Mr. Stephen J. Gillis a guest contributor. An Independent Consultant for Human Performance

 

Successful companies have high levels of employee engagement. Much has been written about why this is true and the factors that increase employee engagement. The vast majority of these writings and research findings focus on organizational and structural factors or put responsibility for becoming increasingly engaged in the lap of the employee.  Some of these often cited factors include training and development, team building, recognition and rewards, information flow and access, performance reviews, and decision-making processes. Absent from this list is the powerful impact that leadership has on employee engagement. We imagine that as you read this you are saying to yourself, “Of course leadership is a key factor.” But we aren’t talking about giving lip-service to engagement, nor are we talking about having an engagement program, a director of engagement, or doing an annual engagement survey. We are talking about something much deeper that goes to the heart of leadership. This is self-awareness of ones values, beliefs, and attitudes regarding engagement and how the leader’s self is manifested in subtle but powerful behaviors that communicate volumes to an organization about the extent to which a leader truly supports increased engagement. Make no mistake about it, genuine employee engagement shifts power away from leaders and many leaders find this shift unsettling.  Here are two examples.

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How has President Obama done so far?

This is the second review article on the President since he took office.

President Obama is going into history as the first African American elected to the presidency of USA. However, he might also go into history as a one term president because of the economy travails, and lack of apparent leadership. He has, in my opinion, created an image of arrogance and lack of effective leadership. He is becoming a polarizing force in the political spectrum of the country.

He has developed an atmosphere of uncertainty with his approach of decision making.  Even the most important legislation of his administration to date, Health Care Law, he delegated the initiative to former Speaker Pelosi until it looked doubtful it will pass. He then got involved in what many called “Chicago politics” to pass the bill.

Some commentators hold that the government’s reformist staff and the President would have been capable of tackling the country’s very acute problems were it not for resistance from the party’s left wing guard. Perhaps that is true. But the voters who picked President Obama in November of 2008 were voting for change which was never spelled out during the campaign.

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