A collection of information technology, consulting, and business knowledge
The organization and coordination of the activities of a business in order to achieve defined objectives.
Management is often included as a factor of production along with? machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’s resources in order to achieve the objectives of that policy.
First and foremost, power is personal. Our perception of a situation has much to do with our ability to affect a situation. Therefore, power is each person’s ability to influence a situation. When a person has no ability to influence their situation (even, if as a result of an inaccurate personal belief), they have no power.
Definition of Power
Power is each person’s ability and willingness to influence a situation.
The fundamental law of power is that it is situational, multifaceted, dynamic, and perishable.
Power is Situational
Power is without a doubt situational, a person who is very politically powerful, but having no wilderness knowledge or skills, find themselves alone in the middle will have less ability to save themselves, than an experienced woodsman.
Power is Multifaceted
Power has many attributes (social influence, mental reference, innate ability, and situation), which aggregate to provide the total of your power at in given time and in any given situation
As a person’s situation changes, their ability to influence the situation can be increased, decreased, and/or lost. Also, facets of power are not static but are morphed by change.
A person can, through inaction, lose the ability to influence a situation forever.
You can’t manage what you don’t measure is an old management adage that has been used for many years and while most attribute it to Peter Drucker, some claim that the quote was first used by Dr. W. Edwards Deming, although it is a bone of contention whether or not the quote is used in the correct context.
Irrespective of who said it first, I have always agreed with the principle. Coming from a corporate background where this is one of the management principles often used, I was surprised to learn that there are those that strongly disagree with the statement. This group argues that there are many things being managed at work that aren’t measurable, from the confidence we instill in a new, young manager, to the quality of new hires.
There is nothing more disenchanting to man than to be shown the springs and mechanism of any art. All our arts and occupations lie wholly on the surface; it is on the surface that we perceive their beauty, fitness, and significance; and to pry below is to be appalled by their emptiness and shocked by the coarseness of the strings and pulleys.
Listening impacts how we relate to the natural world and
especially with regard to social interactions. Hearing really is about
receiving sound via the years, which for most of us is done pretty much without
much consideration or concentration. People
spend most of their time hearing and not actually listening. This isn’t
necessarily a bad thing, but it can become a bad habit, especially, if those
missed opportunities to listen and to mentally process the information
presented to us deprives us of opportunities to succeed in life or lease to
avoid some unwanted outcomes.
Listening is a more intermittent process and requires the listener to not only receive sounds but to recognize them as having some meaning, to mentally process that information, and ultimately to act on the information.
People frequently hear but far less frequently listen. The active processes and listening of recognizing…