LEADERSHIP & MANAGEMENT.

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Selected by Zeeshan Ahmed Khan

July 11 - 17, 2005
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UNREALIZED BUSINESS POTENTIAL

 

"Opportunity is where you find it, not where it finds you."

Luck, chance and catastrophe affect business as they do all human endeavors. But luck never built a business. Prosperity and growth come only to the business that systematically finds and exploits its potential. No matter how successfully a business organizes itself for the challenges and opportunities of the present, it'll still be far below its optimum performance. Its potential is always greater than its realized actuality.

Dangers and weaknesses indicate where to look for business potential. To convert them from problems into opportunities brings extra ordinary returns. Opportunities have to be reflected against the experience of the company and against its past success and failures. Sometimes all that is needed to accomplish this transformation is a change in the attitude of the executives. Three questions will bring out the hidden potential of a business:

*What are the restraints and limitations that make the business vulnerable?

*what are the imbalances of the business?

*What are we afraid of, what do we see as a threat to this business- and how can we use it as an opportunity?

ACTION POINT: Answer these three questions for your enterprise and move closer to the optimum performance.

MANAGING FOR RESULTS

MANAGEMENT: THE CENTRAL SOCIAL FUNCTION

"Non-economic institutions need a yardstick that does for them what profitability does for business."

 

 

Non-business institutions flock in increasing number to business management to learn from it how to manage themselves. The hospital, the armed service, the Catholic diocese, the civil service- all want to go for school for business management.

This does not means that business management can be transferred to others, non-business institutions. On the contrary the first things these institutions have to learn from business maqnagement is that management begins with the settings of objectives and that, therefore, non-economic institutions, such as a university or a hospital, will also need very different management from that of a business. But these institutions are right in seen business managenet as the prototype. Business, far from being exceptional, is simply the first of the species and the one we have studied the most intensively. Non-economic institutions need a yardstick that does for them what profitability does for the business. "Profitability", in other words, rather than being exception and distinct from human or social needs, emerges, in the pluralist society of organizations, as the prototype of the measurement needed by every institution in order to be managed and manageable.

ACTION POINT: What is the most important business institution with which you are associated? Does it use a specific yardstick to assess performance? How successful is the organization?

THE ECOLOGICAL VISION.

BUSINESS WISDOM

"Hire the person who can do the job- and accept that the person who can do the job isn't necessarily the person you want to be best friend with."

MARK H. McCORMACK, American sports marketing consultant, founder and CEO of International Management Group, and author.

"Of course, competent people are paid well for their contributions, but receiving well-defined responsibility and the trust and active interest of others is a much more personally satisfying reward."

JAN CARLZON, Swedish business leader, former CEO of Scandinavian Airline system, speaker and author.

"Behind every problem there lies an opportunity. All you have to do is identify it."

ANON

"Power can enable people to achieve, for themselves and for others, success, fortune, victory, the good life. But if power is the stuff of fantasies, it is also the stuff of nightmares."

THOMAS L. QUICK, American consultant and author.

"Those who make the worst use of their time are the first to complain of its brevity."

JEAN DE LA BRUYERE(1645-96), French writer

"Companies can't promise lifetime employment, but by constant training and education we may be able to guarantee lifetime employability."

JACK WELCH, American Industrialist, CEO of General electric company.

"When absolute superiority is not attainable, you must produce a relative one at the decisive point by making use of what you have."

CARL VON CLAUSEWITZ(1780-1831), Prussian general and Strategist.

"The biggest wasters of their own resources are the people who don't know who they want to be or where they want to go."

TOM HOPKINS, American sales trainer, motivator and author.

"There can be no progress if people have no faith on in tomorrow."

JOHN F. KENNEDY(1917-63), American statesman and 35th President of USA(1961-63)

"If you would be powerful, pretend to be powerful."

HORNE TOOKE, British politician and writer.

"We credit scarcely any persons with good sense except those who are of our opinion."

LA ROCHEFOUCAULD, French aristocrat and writer.

"You don't get what you deserve, you get what you negotiate."

ANON