반응형 Essay of Leadership/Quotes from Academy8 Entrepreneurs are job creators. All over the world people agree that entrepreneurs are job creators and that they develop new products and services which benefit the whole society. Yet, the image of entrepreneurs has declined in the past two years. 54% of all Europeans believe that entrepreneurs only think about their own wallet and 49% believe that entrepreneurs exploit other peoples work. In 2007, the figures were clearly lo.. 2010. 6. 6. Talent is a Public Good (재능은 공공재이다). Talent is a public good, not private good. (재능은 공공재 이다.) References: Is Education a Public Good? http://samvak.tripod.com/publicgoods.html Education used to be a private good with positive externalities. Thanks to technology and government largesse it is no longer the case. It is being transformed into a nonpure public good. Technology-borne education is nonrivalrous and, like its traditional co.. 2010. 4. 1. How Leadership is Different from Management (리더십과 경영관리의 차이는)? Management and leadership complement each other, and 'both' are necessary for the success of an organization. 리더십과 경영관리는 서로 다르면서도 상호 보완적이므로, 조직이 장기적으로 성공하기 위해서는 양자의 균형과 조화가 이루어져야 한다. Source1: Lee, Seungjoo(2006), Strategic Leadership. page14. Source2: Kotter (1990), Bennis & Nanus (1997). 2009. 11. 6. Firm performance differences comes from... (회사마다 성과가 다른 이유는...) Differences in firm performance comes less from differences in what firms know, but more from their ability to translate knowledge into action. 회사의 성과가 각기 다른 것은 각 회사마다 "아는 것이 다른 점" 보다는, 그 회사의 "아는 것을 행동으로 옮기는" 능력에 따라 다른 것이다. Source: Pfeffer and Sutton (1999), Knowing what to do is not enough: turning knowledge into action. California Management Review 42 (1), 83-108. Book: "The Knowing-Doing Gap" 2009. 10. 6. Entrepreneurs employ more biases and heuristics than managers. (창업가들은 매니저보다 편견과 경험을 중시한다) Research on characteristics of entrepreneurs has generally focused on personality traits and demographics. Less attention has been devoted to behavioral characteristics of entrepreneurs. Corporate entrepreneurs need to develop a personal style or approach to the entrepreneurial process, and their styles are likely to include a number of behavioral characteristics. In a study in which start-up en.. 2009. 10. 5. Action without Decision is.. (결정없는 행동이란..) "They [leaders, managers] know that the most time-consuming step in the process is not making the decision but putting it into effect. Unless a decision has 'degenerated into work' it is not a decision; it is at best a good intention." 어떤 일을 함에 있어서 가장 시간 낭비가 많은 것이 '결정은 하지않고, 무턱대고 밀어붙이는 것' 임을 리더나 매니저들은 잘 알 것이다. 만약 결정을 실행함에 있어 퇴보되거나, 나빠지는 것이 있다면 그것은 결정이 아니다. 아무리 좋게 보아도, 그것은 제대로 된 결정이 아니라 '좋은 의도' 정.. 2009. 9. 24. Sensemaking? (감을 잡는다는 것은?) Sense Making is "Structuring Unknown. " What is good for sensemaking is a good story." Sense making 은 "모르는 것을 구조화 하는 것이다." Sensemaking 에 좋은 것은 바로 "좋은 이야기" 이다. Kark Weick (1995), Sensemaking in Organization. Sense Making Framework: Karl Weick's Decision Making 1. Retrospection 2. Cues 3. Ongoing sensemaking 4. Social Sensemaking 5. Plausibility 6. Identity construction 7. Enactment 8. Projection .. 2009. 9. 3. If I am not in the side of problem solving, (내가 문제 해결의 편에 서지 않는다면?) 'If you aren't part of the solution, you could be part of the problem' '만약 그대가 문제 해결의 편에 서지 않는다면, 당신은 문제 그 자체일 수도 있습니다' source: Jean Helms et al (2009), Understanding Organizational Change (p. 37) 2009. 9. 1. 이전 1 다음
