BUSINESS --- THE ULTIMATE RESOURCE Perseus Publishing, 2002
PREFACE (pxxx-xxxii)
This preface explains the expanded definition of business intelligence called Emotional Intelligence or "Emotional IQ" by its developer, Daniel Goleman. (pxxx-xxxii)
[1] The need to know
[2] Business literacy --- and Wisdom
[3] About the author
[4] See also --- the "Emotional Intelligence" article in PART 2 below (p312-313)
INTRODUCTION --- BEST PRACTICE (p1-4)
[1] The main objective of the "Best Practice" section is to provide insights on key problems and business issues you are likely to face at some point in your working life.
[2] This section provides practical business advice and fresh thinking from some of the world's leading business authors and practitioners.
[3] The essays are designed to be accessible and practical introductions to a wide variety of topics, which are extensive links to "how-to" entries in subsequent sections, and they have been organized under eleven broad themes, including (1) people and culture; (2) finance; (3) systems; (4) structure; (5) leadership; (6) renewal and growth; (7) productivity; and (8) personal effectiveness.
[4] At the beginning of each essay is an "Executive Summary" that outlines the main points in the article and at the end is a list of recommended books and websites called "For More Information."
[5] The "Making It Happen" section shows how you can apply the principles and concepts in practice. Specialized terms are defined and illustrative examples are provided.
[6] Distinguished "Viewpoints" are based on a set of extensive exclusive interviews with world-class business thinkers and futurists and are interspersed in each section to stimulate, provoke and inspire.
[7] Management in the 21st Century (p5-8)
(1) Management --- Then (p5)
Management is converting resources into results!
Also, in its familiar definition, "management" is getting work done through others. Management operates in the context of economic variables, social norms, and politics.
The challenge for all managers involves three distinct issues --- technology, people and profits!
The essential question is:
"How do we balance these three issues into the best combination, the most productive combination, the longest sustainable combination?"
In short, "What is the winning combination?" (Jack Welch, Book = Straight from the Gut)
(2) Management --- Now (p5-7)
(3) Management --- Tomorrow (p7)
(4) And yet --- (p7-8)
PART 1 --- PEOPLE/CULTURE
SECTION 1--- MAKING PERFORMANCE APPRAISALS --- A "Win-Win" Experience by Patrick Forsyth (p23-24)
EXECUTIVE SUMMARY = Despite the clear necessity for performance evaluation, many managers dislike conducting appraisals. Worse, many people rate their appraisals as worthless --- or something even less flattering.
In reality appraisals are a major opportunity for both managers and staff
EXECUTIVE CHECKLIST REVIEW ---
1. Why appraisals are necessary and it will examine the benefits to managers and staff. Primarily, they ensure and improve future performance.
2. How effective appraisals should be planned and undertaken to maximize their positive impact while avoiding negative pitfalls.
3. The impact of appraisals on the long-term success of the organization. Appraisals provide considerable opportunity for imroving ongoing operations, effective management, and catalyzing change.
1) Introduction --- There are many reasons why appraisals are necessary. Positive reasons include the opportunity to:
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2) Prepare carefully --- Unsurprisingly, the key to effective appraisals is preparation by both parties. The appraiser (supervisor) must ---
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3) Work the system --- It is not the purpose here to specify exactly how formal measurement in appraisal systems should work. But the measurement ("rating scale") must ensure consistency, clarity, and fairness:
4) Before the appraisal interview ---
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5) Setting up the interview ---
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6) During the meeting ---
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7) After the meeting ---
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8) Conclusion --- Appraisals are not one-shot deals. No manager can afford to heave a sigh of relief afterward and forget about them for another year. Appraisals achieve most when placed in a long-term context and linked to ongoing operations. Consider:
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For whatever reasons (and there may be many, such as unease with the process, or inflexibility of systems), the considerable opportunity of appraisals is often missed or diluted.
Appraisals are not only a vehicle for change, one that can be precise and powerful, but they can also be a catalyst for effective management which translates into effective performance! Thus, the benefits of effective performance appraisals are considerable and tangible.
MAKING IT HAPPEN --- SIX STEPS TO SUCCESSFUL PERFORMANCE APPRAISAL MANAGEMENT (p24)
[1] Make sure that everybody understands the need for appraisal, its iimportance, its objectives, and its mutual benefits.
[2] Prepare throughout the year, keeping clear records and notes to assist the appraisal process.
[3] Keep primarily to performance factors, getting the appraisee (subordinate) to do most of the talking ---- while you listen hard.
[4] Concentrate the appraisal process on future performance, and do not confuse it with discussion of remuneration.
[5] Link appraisal deliberately with training and development, and with consultation, counseling, mentoring, and motivation.
[6] Follow up appraisals promptly, sending all necessary written material to the appraisee (subordinate) and flagging any opportunity for further discussion.
FOR MORE INFORMATION (p24)
[1] Books ---
(1) Powerful Performance Appraisals by Karen McKirchy. Career Press,1998
(2) Productive Performance Appraisals by Randi Toler Sachs. AMACOM, 1992
[2] See also ---
(1) Matching pay to achievement (pp. 297-98)
(2) New yardsticks for performance and productivity in an "E-world" (pp. 285-86)
PART 2 --- MANAGEMENT CHECKLISTS (p342-575)
1) Emotional Intelligence (p354-355)
INTRODUCTION --- How does Emotional Intelligence Work? (p354)
When an emotion like satisfaction, anxiety, or frustration is experienced, the human brain is programed to respond to the threat and an emotional response is triggered.
However, acting on that first impulse can lead you to say or do things you later regret.
Emotional Intelligence means that while you acknowledge your instinctive emotional response, you do NOT act upon it, but you step back from the situation and let rational thought influence your actions.
ADVANTAGES = Emotional Intelligence can:
(1) Improve your relationships with colleagues
(2) Help you keep yourself under control
(3) Help lower stress levels
(4) Help keep you motivated
(5) Enable you to communicate well and influence others without conflict
(6) Enhance your standing in the eyes of your colleagues
DISADVANTAGES = Emotional Intelligence:
(1) Cannot always be learned, though it can be developed
(2) Is sometimes dismissed as being just another management fad
DEFINITION = Emotional Intelligence is the ability to perceive, to integrate, to understand and reflectively manage one's own and other people's feelings." (quote by John D. Mayer in People Management on October 28, 1999)
ACTION CHECKLIST
[1] Understand the theories of "Emotional Intelligence" (p354)
[2] Ask what this means for you (p354-355)
[3] Test and develop your Emotional Intelligence (p355)
[4] Examples of EI tests can be found at:
www.eip.org
www.eiconsoritum.org
www.eicentre,com
[5] THOUGHT STARTERS --- Three essential questions: (p355)
(1) Do you think your communication with your colleagues could be improved?
(2) When you are angry, do you say the first thing that comes to mind?
(3) Do you tend to ignore your emotional responses to events?
[6] FOR MORE INFORMATION --- (p355)
PART 3 --- MANAGEMENT LIBRARY
PART 4 --- BUSINESS THINKERS
PART 5 --- MANAGEMENT GIANTS
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