MANAGEMENT PSYCHOLOGY SPIRITUALITY LEADERSHIP

Fifteen Characteristics of Self-actualized Person by Dr. Maslow (1968) Although we are all, theoretically, capable of self-actualizing, most of us will not do so, or only to a limited degree. Maslow (1970) estimated that only two percent of people will reach the state of self actualization.  He was particularly interested in the characteristics of people whom he considered to have achieved their potential as persons. By studying 18 people he considered to be self-actualized (including Abraham Lincoln and Albert Einstein) Maslow (1970) identified 15 characteristics of a self-actualized person.  Characteristics of self-actualizers: 1. They perceive reality efficiently and can tolerate uncertainty; 2. Accept themselves and others for what they are; 3. Spontaneous in thought and action; 4. Problem-centered (not self-centered); 5. Unusual sense of humor; 6. Able to look at life objectively; 7. Highly creative; 8. Resistant to enculturation, but n...

PORTER’S FIVE FORCES MODEL FOR INDUSTRY ANALYSIS Michael Porter, an authority on competitive strategy, contends that a corporation is most concerned with the intensity of competition within its industry. The level of this intensity is determined by basic competitive forces, as depicted in given f igure. “The collective strength of these forces,” he contends, “determines the ultimate profit potential in the industry, where profit potential is measured in terms of long-run return on invested capital.” In carefully scanning its industry, a corporation must assess the importance to its success of each of five forces: threat of new entrants, rivalry among existing firms, threat of substitute products or services, bargaining power of buyers and bargaining power of suppliers. Also relative power of other stakeholders exists as the sixth force. Source: Wheelen, T. L. & Hunger J. D. (2012). Strategic Management and Business Policy: Toward Global Sustainability.  New Jersey:...

Get Connected, Then Lead ( Sense of belonging)   BHUWAN R CHATAUT      KATHMANDU: Couple of months ago, I was invited to a brick factory run by my cousin in Dhangadhi. I enjoyed the place and was delighted to learn about his two decades long experience and operation of his firm. I also visited several factories there and one of them grabbed my attention the most as it was one of the leading factories among 90 such firms in the far west. It had around three hundred employees including contract and contingent workforce and interestingly, most of them lived nearby the site to dedicate their energy and effort from early morning to late night. I was filled with curiosity to know – “What made them put their life at work? What was the reason behind their work-life integration? What caused them to exhibit such pattern of behaviour?” The secret was the harmonious connection and climate of trust between workforce and the owner-manager. It indicates th...

"Being the richest man in the cemetery doesn ’ t matter to me. Going to bed at night saying we ’ ve done something wonderful, that ’ s what matters to me."  — Steve Jobs Photo:  www.macrumors.com S teve and I ( Jay Elliot, Former Senior VP of Apple)  spent a lot of time discussing the core of the company ’ s values. He kept emphasizing that they had to re fl ect the nature of a start-up company and of a company driven by innovation, entrepreneurship, and products that truly satis fi ed the user. He wanted the company to be based on values, and he wanted values that would remind everyone not to compromise the integrity of the product in the name of pro fi t. He wanted the company to be an innovator and a premier manufacturer of personal computers — but as the value leader, not the price leader. He also wanted the statement to be based on two further premises: Achieving our goals is important to us. We are equally concerned with the way we reach those go...

[Photo:  communicationissuccess.blogspot.com ] No leader can succeed without mastering the art of persuasion. But there’s hard science in that skill, too, and a large body of psychological research suggests there are following six basic laws of winning friends and influencing people. 1.       The Principle of Liking ( People like those who like them) The Application: Uncover real similarities and offer genuine praise. 2.       The Principle of Reciprocity: People repay in kind. The Application: Give what you want to receive. 3.       The Principle of Social Proof: People follow the lead of similar others. The Application: Use peer power whenever it’s available. 4.       The Principle of Consistency: People align with their clear commitments. The Application: Make their commitments active, public, and voluntary. 5.       The ...

Mintzberg categorizes strategy definitions in five groups (1987), which are also called as “Five P’s for strategy”. These are (As cited in Luke, 2004): Strategy as a plan: a guide or course of action into the future.  Strategy as a pattern: consistency in behavior over time. Strategy as a position: determination of particular products in particular markets. Strategy as a perspective: an organization’s way of doing things. Strategy as a ploy: a specific maneuver intended to outwit an opponent or competitor.

    Emerging Trends in OB      Open system: As shown in above figure, the trend is toward considering organization as an open system. Open system is composed of subsystems and focus is towards integrations of them and getting synergy effect. Previously an organization was considered as closed system. A closed system is self-contained and governed by rigid structure and tight rules and regulations. Human orientation: Many managers in the past viewed that employees come to the workplace to satisfy their economic need only. Therefore, managers mostly offered material rewards like money, benefits, commodities etc. to get the job done. Today, the expectations of employees have changed a lot. Therefore, managerial practices have been changed more towards cooperation, teamwork, support and guidance. People are no more one of the factors of production - they are both ends and means of development. Distributed power: Under classical organizational struc...