...the following scenarios: • You are a member of a group working on a class project. The group members are enthusiastic about the project and arrange a meeting time to begin planning. You forget to mark your calendar and miss the meeting. The group posts a summary of the meeting with assignments and deadlines for the project. You apologize to the group and agree to complete the topic research for the project. You realize you have a paper due in another course on the same day that your research is due, and you concentrate most of your time on your individual assignment. The paper takes longer than you thought, and you are unable to conduct research for the group project by the deadline. You feel bad about this and do not respond to inquiries from group members. You post a message to the group explaining you are having computer problems. The group expresses their empathy and proceeds without you, completing and submitting the project with your name included. • A position opens in your department at work. You recommend to a coworker and friend in another department that she should apply. You previously consulted with this person on small projects, and she appears knowledgeable and responsible. In fact, you became friends through these work contacts. Your friend appreciates your recommendation and arranges a meeting to ask you more details about the work done by your department. The meeting is productive, and your friend takes notes to help with the application process. Your...
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...version of the book as a sort of primer for this book. The book is 473 pages including the index, plus an additional thirty or so pages in the introduction. Once you get into the meat of the book, there are 64 Principles covered in a relatively short chapters (some really short, some a little longer than others). All in all, it takes only a few minutes to read a given chapter. I think this would make a really good study for a group for more than a year – with weekly meetings. There is also a teen version of the book that only deals with versions of the first 21 principles. I. THE FUNDAMENTALS OF SUCCESS 1. Take 100% Responsibility for Your Life This is the only way to have power: be 100% responsible for your own life. This does not mean you always have control over outside circumstances, but you take full responsibility to take control of yourself in those situations. You have to give up all your excuses. E+R=O. Event + Response = Outcome. You can blame the Event or you can change your Response. Everything you are experiencing today is the result of choices you’ve made in the past and how those choices have interacted with circumstances. You must give up blaming and give up complaining (most people complain to the wrong person anyway – to people who cannot effect change). You either create or...
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...the following scenarios: • You are a member of a group working on a class project. The group members are enthusiastic about the project and arrange a meeting time to begin planning. You forget to mark your calendar and miss the meeting. The group posts a summary of the meeting with assignments and deadlines for the project. You apologize to the group and agree to complete the topic research for the project. You realize you have a paper due in another course on the same day that your research is due, and you concentrate most of your time on your individual assignment. The paper takes longer than you thought, and you are unable to conduct research for the group project by the deadline. You feel bad about this and do not respond to inquiries from group members. You post a message to the group explaining you are having computer problems. The group expresses their empathy and proceeds without you, completing and submitting the project with your name included. • A position opens in your department at work. You recommend to a coworker and friend in another department that she should apply. You previously consulted with this person on small projects, and she appears knowledgeable and responsible. In fact, you became friends through these work contacts. Your friend appreciates your recommendation and arranges a meeting to ask you more details about the work done by your department. The meeting is productive, and your friend takes notes to help with the application process. Your...
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...work. You recommend to a coworker and friend in another department that she should apply. You previously consulted with this person on small projects, and she appears knowledgeable and responsible. In fact, you became friends through these work contacts. Your friend appreciates your recommendation and arranges a meeting to ask you more details about the work done by your department. The meeting is productive, and your friend takes notes to help with the application process. Your friend stops by your desk a few days later to thank you for your help, because the application was long and detailed. She confides that some of the information she included on the application is not entirely accurate. Some of her work experience did not match the job requirements and needed to be reworded for a better fit. Your friend thanks you again and says, “I hope we’ll be working together soon!” Part A: Write five questions you need to ask yourself to help you think through the situation and determine a course of action. 1. Is she qualifying enough for this position? 2. Why did she did not tell truth on the application? 3. If I help her how it will affect my work if anyone find out? 4. How is that going to look when my employer find out that I recommended her? 5. What would happen if employer decides hire someone with more experience and knowledge? Part B: Questioning yourself, as you did in the exercise above, is a form of critical thinking. This can, in turn, help you...
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...of the following scenarios: You are a member of a group working on a class project. The group members are enthusiastic about the project and arrange a meeting time to begin planning. You forget to mark your calendar and miss the meeting. The group posts a summary of the meeting with assignments and deadlines for the project. You apologize to the group and agree to complete the topic research for the project. You realize you have a paper due in another course on the same day that your research is due, and you concentrate most of your time on your individual assignment. The paper takes longer than you thought, and you are unable to conduct research for the group project by the deadline. You feel bad about this and do not respond to inquiries from group members. You post a message to the group explaining you are having computer problems. The group expresses their empathy and proceeds without you, completing and submitting the project with your name included. * A position opens in your department at work. You recommend to a coworker and friend in another department that she should apply. You previously consulted with this person on small projects, and she appears knowledgeable and responsible. In fact, you became friends through these work contacts. Your friend appreciates your recommendation and arranges a meeting to ask you more details about the work done by your department. The meeting is productive, and your friend takes notes to help with the application process. Your...
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...the following scenarios: • You are a member of a group working on a class project. The group members are enthusiastic about the project and arrange a meeting time to begin planning. You forget to mark your calendar and miss the meeting. The group posts a summary of the meeting with assignments and deadlines for the project. You apologize to the group and agree to complete the topic research for the project. You realize you have a paper due in another course on the same day that your research is due, and you concentrate most of your time on your individual assignment. The paper takes longer than you thought, and you are unable to conduct research for the group project by the deadline. You feel bad about this and do not respond to inquiries from group members. You post a message to the group explaining you are having computer problems. The group expresses their empathy and proceeds without you, completing and submitting the project with your name included. • A position opens in your department at work. You recommend to a coworker and friend in another department that she should apply. You previously consulted with this person on small projects, and she appears knowledgeable and responsible. In fact, you became friends through these work contacts. Your friend appreciates your recommendation and arranges a meeting to ask you more details about the work done by your department. The meeting is productive, and your friend takes notes to help with the application process. Your...
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...both, even when they conflict, in coming to decisions. It is the desire to help or serve others, to meet their needs. It means focusing one’s efforts on discovering and meeting the consumer or client’s needs. “Customer” includes internal and external colleagues, clients, consumers, or anyone that the person is trying to help. This Means... This Doesn’t Mean... • being patient and polite with others • providing efficient but impersonal service • taking responsibility to resolve a client’s problem even if it goes beyond the normal demands of the job • washing your hands of a client’s problem by passing it on to someone else • discussing with the client his or her needs and satisfaction with service delivered • assuming the client will let you know if there is a problem • taking ownership for correcting client concerns • giving someone else the responsibility for a difficult client problem • questioning the clients to better understand their needs and their concerns • saying as little as possible so that you can get this call over • using your knowledge to think through what would be best for the client organization, and acting accordingly • doing what is faster and easiest for you • understanding the viewpoint and objectives of different customers and why these can, at times, conflict with the interest of the organization • steering clear of trying to deal with the sometimes conflicting needs and viewpoints of different people • knowing how to fulfill the spirit of...
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...Speaking The Importance of Public Speaking Even if you don't need to make regular presentations in front of a group, there are plenty of situations where good public speaking skills can help you advance your career and create opportunities. For example, you might have to talk about your organization at a conference, make a speech after accepting an award, or teach a class to new recruits. Public speaking also includes online presentations or talks; for instance, when training a virtual team, or when speaking to a group of customers in an online meeting. Good public speaking skills are important in other areas of your life, as well. You might be asked to make a speech at a friend's wedding, give a eulogy for a loved one, or inspire a group of volunteers at a charity event. In short, being a good public speaker can enhance your reputation, boost your self-confidence , and open up countless opportunities. However, while good public speaking skills can open doors, poor speaking skills can close them. For example, your boss might decide against promoting you after sitting through a poorly-delivered presentation. You might lose a valuable new contract by failing to connect with a prospect during a sales pitch. Or you could make a poor impression with your new team, because you trip over your words and don't look people in the eye. Make sure that you learn how to speak well! Plan Appropriately First, make sure that you plan your communication appropriately. Use tools like...
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...Preliminary Information Important! Whenever and wherever I conduct self-discipline workshops, seminars, or classes, I always hear this question: "Can I actually improve my self-discipline in only ten days?" My answer: YES... YES... YES Absolutely. Positively. Definitely. Actually, you will experience improvement in one day! Your improvement will be in direct proportion to how closely you follow the program in this book. A partial effort will generate a partial result. The exercises, tips, and techniques contained in this book came from many different and diverse sources. This book contains the quickest and easiest methods currently available for improving self-discipline. Did you notice that I did not say "The best methods"? The best methods can take lots of time and tons of effort to understand and employ. In this book you will find methods that will work fast and painless; we will use a no-frills approach. But I promise that you will learn more than you will need to improve your self-discipline immediately. To facilitate your consumption and digestion of this material, all psychobabble and jargon have been skimmed off. So you're getting only the real goods in a powerful and concentrated dose. Trust me. The system in this book will give you the insight, techniques, and tips to quickly improve your self - discipline skill. You will note that I said, "skill." That is because my experiences with thousands of people have taught me that self-discipline is simply a skill...
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..........Obey the Law of Forced Efficiency Chapter 8 .......................Prepare Thoroughly Before You Begin Chapter 9 .......................Do Your Homework Chapter 10 .....................Leverage Your Special Talents Chapter 11 .....................Identify Your Key Constraints Chapter 12 .....................Take It One Oil Barrel At A Time Chapter 13 .....................Put the Pressure on Yourself Chapter 14 .....................Maximize Your Personal Power Chapter 15 .....................Motivate Yourself Into Action 2 Chapter 16 .....................Practice Creative Procrastination Chapter 17 .....................Do the Most Difficult Task First Chapter 18 .....................Slice and Dice the Task Chapter 19 .....................Create Large Chunks of Time Chapter 20 .....................Develop a Sense of Urgency Chapter 21 .....................Single Handle Every Task Putting It All Together 3 Preface Thank you for picking up this book. I hope these ideas help you as much as have helped me and thousands of others. In fact, I hope that this book changes your life forever. There is never enough time to do everything you have to do. You are literally swamped with work and personal responsibilities, projects, stacks of magazines to read and piles of books you intend to get to one of these days as soon as you get caught up. But the fact is that you are never going to get caught...
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...E.J. Ourso College of Business Flores MBA Program Introduction to Case Analysis & Discussion and How to Write Persuasive Recommendations 1 by Dr. Randle D. Raggio (fall 2009) Recommend reading: The Case Study Handbook, by William Ellet, from Harvard Business School Press ($25). Overview: Many of your MBA classes (e.g., BADM 7100) will feature very few lectures. Instead, case analysis and discussion will be the focus of several entire class sessions and require detailed preparation, whether or not a written recommendation or report is required. To benefit from these case discussions, it is essential that each student thoroughly prepare a case analysis prior to class. Merely reading the case, or developing only a superficial understanding of the facts is not sufficient. This document will give you a jumpstart on understanding how to effectively analyze, discuss and write about cases. The Case Method: Cases allow you to analyze real‐life situations that business executives have faced. Not only do you get to experience the situation as the executives encountered it, but you also get to make your own recommendations given the same set of information they had. What makes case‐based learning so exciting and effective is that you will hone your analysis skills by presenting and supporting your recommendations in front of your peers and professor. Your experience in the MBA program will differ substantially from the typical lectures that most ...
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...easy-to-read text that will benefit managers at all levels. For organizations seeking to create competitive advantage through people development, the tenets and practical suggestions put forward become a living process and mandatory reading.” Dorset Sutton Vice President/Managing Director South East Asia Region Colgate-Palmolive “This is a great book for new managers! It provides effective tips, especially in delivering constructive criticism, conducting interviews, and running meetings. I recommend it as mandatory reading.” Joan Gundlach Vice President, Affiliate Sales Central Region A&E Television Networks “Invaluable help for every new manager and a practical step-by-step guide to achieving managerial success. A perfect refresher for any seasoned manager and a must for every corporate training department. A remarkable book.” Arthur Coren Former Chairman and CEO Zenith Controls, Inc. “This book identifies and deals with key issues of transitioning to a business leadership role. Readers will recognize that the authors have been where they are going and will want to learn from their experience. . . . brings essential advice to the next generation of leaders.” Rodger De Rose Former Partner Arthur Andersen “This is the best book I’ve ever read on how to be a great manager. It should be required reading for all new managers and would make an outstanding refresher course for seasoned professionals. It’s full of practical insights, helpful examples, and all the right values. I...
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...of Self-Made Millionaires - by Brian Tracy 21 Success Secrets of Self-Made Millionaires by Brian Tracy Presented by EmpowerMe!Online at http://www.empowermeonline.com 1 21 Success Secrets of Self-Made Millionaires - by Brian Tracy 21 Success Secrets of Self-Made Millionaires Presented by EmpowerMe!Online at http://www.empowermeonline.com Hello, I'm Brian Tracy and welcome to this program. What you are about to learn can change your life. These ideas, insights and strategies have been the springboards to financial success for millions of men and women, from every walk of life. These principles are simple, effective and fairly easy to apply. Each of them is based on exhaustive research and interviews with thousands of self-made millionaires. They have been tested and proven over and over again, and they will work for you if you will take them and apply them in your own life. We are living at the greatest time in all of human history. More people are becoming wealthy today, starting from nothing than has ever been imagined. There are more than five million millionaires in America, most of them self-made, and the number is growing by 15% to 20% each year. We even have self-made ten millionaires, hundred millionaires and more than two hundred billionaires. We have never seen this type of rapid wealth creation in all of human history. Here's the good news. Virtually everyone starts with nothing. Probably 99% of all financially successful people today started off...
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...of Self-Made Millionaires - by Brian Tracy 21 Success Secrets of Self-Made Millionaires by Brian Tracy Presented by EmpowerMe!Online at http://www.empowermeonline.com 1 21 Success Secrets of Self-Made Millionaires - by Brian Tracy 21 Success Secrets of Self-Made Millionaires Presented by EmpowerMe!Online at http://www.empowermeonline.com Hello, I'm Brian Tracy and welcome to this program. What you are about to learn can change your life. These ideas, insights and strategies have been the springboards to financial success for millions of men and women, from every walk of life. These principles are simple, effective and fairly easy to apply. Each of them is based on exhaustive research and interviews with thousands of self-made millionaires. They have been tested and proven over and over again, and they will work for you if you will take them and apply them in your own life. We are living at the greatest time in all of human history. More people are becoming wealthy today, starting from nothing than has ever been imagined. There are more than five million millionaires in America, most of them self-made, and the number is growing by 15% to 20% each year. We even have self-made ten millionaires, hundred millionaires and more than two hundred billionaires. We have never seen this type of rapid wealth creation in all of human history. Here's the good news. Virtually everyone starts with nothing. Probably 99% of all financially successful people today started off...
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...Please note that this follows the discussion below. 1. Situation Analysis 2. Assumptions and Missing Information 3. Problem Definition 4. Development of Alternatives 5. Evaluation of Alternatives and Recommendation to Management 6. Appendix – Used for exhibits such as pro-forma income statements and other detailed analyses. The Case Analysis Framework The case analysis framework presented here is a synthesis of the frameworks used by your professor and other marketing professors who use case analysis in their courses. It will provide a solid structure to organize the diverse information presented in a case. As you work your way through this framework, or a similar approach to case analysis, we offer the following hints to increase your probability of success: 1. No one can analyze a case after reading it only one time, or even worse, doing the analysis during the first reading of the case. You should read through the case once just to get an understanding of the nature of the case. During the second reading, you can begin to structure and classify the issues as they appear. A truly comprehensive case analysis will probably require at least three readings. 2. Don’t get trapped into thinking the “answer” to the case is hidden somewhere in the case text. There is never a single answer to a case just as there is never a single marketing strategy that is appropriate for all situations. Each case is unique. Looking for tricks or shortcuts is...
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