Epm Assignment 2 Chapter 7

548 views

Published on

Published in: Sports
  • Be the first to comment

  • Be the first to like this

Epm Assignment 2 Chapter 7

  1. 1. CHAPTER SEVEN : THE HEART OF THE SHEPHERD
  2. 2. BACKGROUNG INTRODUCTION <ul><li>Mr. McBride just graduated from a MBA education </li></ul><ul><li>Dr. Jack Neumann is his teacher </li></ul><ul><li>Mr. Neumann has invited him to his house every Saturday </li></ul><ul><li>When Mr. McBride is overjoyed, Mr. Neumann took him for a walk where his sheep stays </li></ul><ul><li>While taking a walk, Mr. Neumann taught Mr. McBride some valuable lesson. </li></ul>Kaijun
  3. 3. FIRST LESSON: THE COST OF A LEADERSHIP <ul><li>Leadership comes with a huge price tag </li></ul><ul><ul><li>Time </li></ul></ul><ul><ul><li>Commitment </li></ul></ul><ul><ul><li>Personal energy </li></ul></ul><ul><ul><li>Involvement </li></ul></ul><ul><li>It will also cost the leader to get his people out of trouble when his pple faces some prob </li></ul><ul><li>It will also cost the leader emotionally to inflict some pain to his people when his pple do not perform up to standard. </li></ul>Kaijun
  4. 4. SECOND LESSON: HARD WORK <ul><li>Putting in hard work is also a form of paying a huge price </li></ul><ul><li>The price the leader is willing to pay is relative to the value he attribute to something </li></ul><ul><li>The leader will decide who is going to pay the price – the leader himself or his people </li></ul><ul><li>If a leader is not willing to pay the price, his people will end up paying for the leader’s poor leadership </li></ul><ul><li>Some leader is not willing to pay the price not because the price is too high but because the they are doing it for money and not love or passion </li></ul>Kaijun
  5. 5. THIRD LESSON: A HEART FOR HIS PEOPLE <ul><li>How a leader view his people determines how he leads them </li></ul><ul><li>If a leader does not have a heart for his people, he will see them as interruptions and will not invest in them </li></ul><ul><li>The leader will also not have the drive to do the things that a leader should be doing </li></ul><ul><li>It will lead to the leader to focus on his work alone and leave his people to one side to fend for themselves </li></ul>Kaijun
  6. 6. FOURTH LESSION: THE DIRECTION YOU WANT YOUR PEOPLE TO GO <ul><li>Trust in the leader </li></ul><ul><li>A good leader is one that, through his actions, he show that he is worthy of being followed </li></ul><ul><li>The quality of the leader’s return is based on the quality of the leader’s investment in his people </li></ul>Kaijun
  7. 7. <ul><li>Division of work </li></ul><ul><li>To improve individual skills and gain more experience </li></ul><ul><li>Authority </li></ul><ul><li>- Giving the instructions to his subordinates and expect them to work accordingly </li></ul><ul><li>Discipline </li></ul><ul><li>- Employees must obey the rules and regulations </li></ul><ul><li>Subordination of individual interest </li></ul><ul><li>- Managers must make sure that company’s goals are the main objective. </li></ul>CongShen
  8. 8. <ul><li>Unity of Command </li></ul><ul><li>Employees must only listen and obey to their own manager </li></ul><ul><li>Unity of Direction </li></ul><ul><li>Making sure that all the employees have the same objectives in a single plan </li></ul><ul><li>Equity </li></ul><ul><li>-Treating everyone with well and respect </li></ul><ul><li>Stability of Tenure of Personal </li></ul><ul><li>- Guarantee their jobs are secure and it will make employees work harder </li></ul>CongShen
  9. 9. <ul><li>Respect every employees equally </li></ul><ul><li>-different races </li></ul><ul><li>Able to handle pressure in a critical situation (e.g crisis) </li></ul><ul><li>Invest loyalty and trusts in them </li></ul><ul><li>Give your employees full hearted leadership </li></ul><ul><li>Encourage and give confidence to his employees </li></ul><ul><li>Listening to the employees’ problems and needs </li></ul>CongShen
  10. 10. <ul><li>Have the ability to handle conflicts between the employees (Solve it in a peaceful manner) </li></ul><ul><li>Treat the employees occasionally when they are working overtime </li></ul><ul><li>Listen to their comments regarding the issue of improving the system </li></ul><ul><li>Change and organization </li></ul>CongShen
  11. 11. <ul><li>He or She must know what kind of manager they want to be? </li></ul><ul><li>Tackle pressure/problems with perfect solution in the early stage as for preparation </li></ul><ul><li>Must be a honest Manager </li></ul><ul><li>Report to the management head when employees from other company willing to give you their clients’ data. </li></ul><ul><li>It is illegal as it is confidential and private </li></ul>CongShen
  12. 12. Recording Double the icon CongShen
  13. 13. <ul><li>Gives all it take to be leading successfully </li></ul><ul><li>Balance of receiving and giving </li></ul><ul><li>Making giving a lifestyle and priority </li></ul>Ferlyn
  14. 14. <ul><li>Being responsive to the needs of the followers </li></ul><ul><li>Make decision wisely </li></ul><ul><li>Thinking and planning processes. </li></ul>Ferlyn
  15. 15. <ul><li>Showing the people the way to follow </li></ul><ul><li>Give direction and orders </li></ul><ul><li>Restriction </li></ul><ul><li>Set quality </li></ul>Ferlyn
  16. 16. <ul><li>Working with effectiveness </li></ul><ul><li>Providing solution and give direction </li></ul><ul><li>Teaching and have positive influences </li></ul>Ferlyn
  17. 17. <ul><li>Every MOTHER was a good leader to their children, as mother gives abundantly before she led us to any paths . </li></ul><ul><li>Also she has gained the balance of giving and receiving as not only demanding from us, she too shows good examples. </li></ul><ul><li>The discipline that was given to us since young provide us the direction to our adulthood each day as setting goals and restriction for us. </li></ul><ul><li>They were also compassionate as the not only provide solution to problems that we children have been thru and lead us to the right paths and set direction. </li></ul><ul><li>She also teaches us the right ways and gives positive directions. </li></ul>Ferlyn
  18. 18. weiting
  19. 19. <ul><li>founded Southwest Airlines Co. </li></ul><ul><li>Graduate of Wesleyan University with a law degree from New York University. </li></ul><ul><li>Executive Chairman of the Board of Southwest Airlines Co. </li></ul><ul><li>Chairman of Federal Reserve Bank Of Dallas. </li></ul><ul><li>Chief Executive Officer of the Year by Chief Executive magazine. </li></ul>weiting
  20. 20. <ul><li>“ You have to treat your employees like customers,” </li></ul><ul><li>“ When you treat them right, then they will treat your outside customers right.” </li></ul><ul><li>“ We could have made more money if we furloughed people. But we don’t do that. And we honor them constantly. They know that we value them as people, not just cogs in a machine…” </li></ul><ul><li>“ There isn’t any customer satisfaction without employee satisfaction,” </li></ul><ul><li>“ He recognized that good employee relations would affect the bottom line.” </li></ul>weiting
  21. 21. <ul><li>Willing to put spent time and give commitment. (employees are satisfied with the work) </li></ul><ul><li>A heart for his people </li></ul><ul><li>Equity ( treating every employee equally) </li></ul><ul><li>Employees’ trust in the leader. </li></ul>weiting
  22. 22. weiting
  23. 23. <ul><li>Founder of Management Education Group </li></ul><ul><li>Designs and delivers organizational development and training solutions focusing on the role of managers. </li></ul><ul><li>Step-by-step programs and facilitation services </li></ul>weiting
  24. 24. <ul><li>&quot;Don’t treat us like mushrooms. Give me the big picture.“ </li></ul><ul><li>Employees yearns to contribute in a positive way to the organization’s goals. </li></ul><ul><li>They respect leaders who give more than enough information. </li></ul>weiting
  25. 25. <ul><li>&quot;Show an interest in my development.&quot; </li></ul><ul><li>Develop trust and respect (interest in the individual interests and development needs). </li></ul><ul><li>Sitting down with each employee on a regular basis to talk about their career can only develop better relationships. </li></ul>weiting
  26. 26. <ul><li>&quot;Have the guts to hold everyone accountable.“ </li></ul><ul><li>Address performance issues head on are seen as strong leaders with clear vision. </li></ul><ul><li>Irresponsible managers allow poor performers to continue in their ways face the impacts. </li></ul>weiting
  27. 27. <ul><li>&quot;Get into the trenches once in awhile.&quot; </li></ul><ul><li>Putting themselves in the employees’ shoes. </li></ul><ul><li>Understand their current situation and when it is hard to meet the deadline of work. </li></ul>weiting
  28. 28. <ul><li>&quot;Be human.&quot; </li></ul><ul><li>The respected manager shows compassion, listens, and makes allowances where possible to show a human side. </li></ul><ul><li>The manager must keep the goals of the work unit clearly in mind </li></ul><ul><li>flexible enough to help employees through the rough times. </li></ul>weiting
  29. 29. -As a crew from a fast food restaurant outlet, I used to have 2 managers managing us. <ul><li>Concern about us </li></ul><ul><li>Has a heart for his crews </li></ul><ul><li>View us as an asset to the company </li></ul><ul><li>Respect us for who we are </li></ul><ul><li>Results: Better working experiences with him and better standard of work accomplished. </li></ul><ul><li>Concern about operation of business </li></ul><ul><li>do the work as it is a job for him to get paid. </li></ul><ul><li>Treat us as tools to keep the business going </li></ul><ul><li>Results: Nobody enjoy working with him and only give minimal requirements of work. </li></ul>
  30. 30. The first manager is a good shepherd who put his heart into the work. Thus the peoples will respect him like how the sheep respect the shepherd in the story. The second manager is a “hireling” in the story. The people mean nothing to him but as an necessary working tools to keep his business running such that he could get his monthly pay.
  31. 31. <ul><li>http://www.managementeducationgroup.com/frames/main_marnie.html </li></ul><ul><li>http://investing.businessweek.com/businessweek/research/stocks/people/person.asp?personId=187854&ric=LUV </li></ul><ul><li>http://searchwarp.com/swa49001.htm </li></ul><ul><li>http://www.37signals.com/svn/posts/1080-you-have-to-treat-your-employees-like-customers </li></ul>

×