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Participative decision making (Wiki) Participative decision making From Wikipedia, the free encyclopedia Participative Decision-Making (PDM) is the way an organization decides to make decisions. The leader must think of the best possible style that will allow the organization to come up with the best results. When the leader involves participants, it is shown to improve job satisfaction. Synergy is important in decisions because it.. 2009. 10. 27.
The 10/20/30 Rule of PowerPoint The 10/20/30 Rule of PowerPoint Thanks to Peter Smythe, this article was updated with the correct link (Dec. 21, 2017). source: https://www.businessstudent.com/topics/how-to-present-and-pitch/ I suffer from something called Ménière’s disease—don’t worry, you cannot get it from reading my blog. The symptoms of Ménière’s include hearing loss, tinnitus (a constant ringing sound), and vertigo. There.. 2009. 10. 23.
[펌] 학문을 직업으로 삼으려는 젊은 학자들을 위하여 제목: 학문을 직업으로 삼으려는 젊은 학자들을 위하여 이화여대 오욱환 출처: 한국교육학회 뉴스레터 260호(2009.9) Source: http://202.31.182.214/news/news_3.php?seq=3407 Indirect source: http://www.scieng.net/zero/view.php?id=sisatoron&no=7236. 인생은 너무나 많은 우연들이 필연적인 조건으로 작용함으로써 다양해집니다. 대학에 진학한 후에는 전공분야에 따라 전혀 다른 인생길로 접어든다는 사실에 놀라기도 했을 겁니다. 전공이 같았던 동년배 학우들이 각기 다른 진로를 선택함으로써 흩어진 경험도 했을 겁니다. 같은 전공으로 함께 대학원에 진학했는데도 전공 내 하위영역에 따라, 그리고 지도교수의 성향과 영향.. 2009. 10. 15.
스트레스 관리와 심신 재충전법 -국선도 수련을 중심으로- 스트레스 관리와 심신 재충전법 -국선도 수련을 중심으로- Stress Management and Promotion of Mind and Body: Focused on Kouk Sun Do Practice 임경택 (목포대 정외과, lim-gt@hanmail.net) 2009년 10월 10일, 충북대학교, 한국명상치유학회 학술대회 발표자료. All right reserved for the Author (모든 저작권은 원저자에게 있습니다.) ◆ 목차 1. 심신수련의 전통 2. 모든 병은 마음으로부터 3. 국선도 수련 원리 1)조신(스트레칭)의 원리 2)조심(명상)과 몸의 관계 3)조식(호흡) - 정(精)의 생성과 작용 4)진심(眞心) - 면역력의 핵심 원리 4. 정기신(Spirit +Mind +Body)의 통.. 2009. 10. 14.
Effectuation Theory. Original source: http://www.effectuation.org/FAQ.htm#Process What is effectuation? Effectuation is a type of human problem solving that takes the future as fundamentally unpredictable, yet controllable through human action; the environment as constructible through choice; and goals as negotiated residuals of stakeholder commitments rather than as pre-existent preference orderings. Back to top Wh.. 2009. 10. 9.
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.
Teams are... (팀 이란...) Teams are the typical building blocks of an organization: They provide companies with the means to combine the various skills, talents and perspectives of a group of individuals to achieve corporate goals. In the past, managers used to colocate team members because of the high levels of interdependencies that are inherent in group work. Recently, though, more and more companies are beginning to .. 2009. 10. 5.
Altitude is defined by ... (사회적 지위를 결정하는 것은...) Attitude defines Altitude. 사회적 지위를 결정하는 것은 "태도" 다. Dr. Horst Saalbach (Founder of FESTO), at 2008 Leadership Class, HHL-Leipzig Graduate School of Management. 2009. 9. 30.
Leadership Models and Theories Leadership Models and Theories http://www.stewart-associates.co.uk/leadership-models.aspx Fiedler's Contingency Model. Leadership Traits Leadership theories that attempt to identify the common traits possessed by successful leaders. These traits included: · Adaptable to situations · Alert to social environment · Ambitious and achievement oriented · Assertive · Cooperative · Decisive · Dependable.. 2009. 9. 28.
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.
The best parent is... (가장 지혜로운 부모란...) The most stupid parent is who tries making children respected by people. But, the best parent is who tries making its life respected by children. - Anonymous, Korean 'Father' - 2009. 9. 20.
Key to Failrue is... (실패의 열쇠는...) “I don’t know the key to success, but the key to failure is trying to please everybody." 저는 성공의 열쇠는 모르겠습니다. 하지만 실패의 열쇠는 잘 압니다. 그것을 바로 '모든 사람들을 행복하게 하려고 하는 것입니다'. - Bill Cosby, American Comedian - Source: http://www.humorthatworks.com/learning/10-great-bill-cosby-quotes/ 2009. 9. 18.
Garbage Can Model The Garbage Can Model is a theory within the science of public administration that explains organizational decision making from a systemic-anarchic perspective. Contents [hide] 1 Development of the Garbage Can Model 2 Streams of events within the Garbage Can Model 2.1 Problems 2.2 Solutions 2.3 Choice opportunities 2.4 Participants 3 Why "garbage cans"? 4 Critiques of the Garbage Can 5 Reference.. 2009. 9. 17.
Four Models of Organizational Decision Making Four Models of (Individual / Organizational) Decision Making. Source: http://www.unc.edu/~nielsen/soci410/nm11/nm11.htm Module11 - DECISION MAKING PROCESSES 0. OBJECTIVE In this module you will learn the principle of the classical model of rational decision making the limitations of rational decision making and the important concept of bounded rationality 4 models of organizational decision maki.. 2009. 9. 17.
The first, 'Congruence' at Art of War (손자 병법 제 1장, 도(道) 라는 것은...) The Tao (Moral Law) causes the people to be in complete accord with their ruler [congruence], so that they will follow him regardless of their lives, undismayed by any danger. 道者,令民與上同意也, 故可與之死 可與之生, 而民不畏危也. 도자, 령민여상동의야, 고가여지사 가여지생, 이민불외위야. 道라는 것은 백성으로 하여금 윗사람과 한마음이 되게 하는 길이다. 그러므로 죽음을 같이 할 수 있고 삶을 같이 할 수 있다. 그리하여 백성은 위험도 두려워하지 않는다. source1: http://www.chinapage.com/sunzi-e.html source2: http://.. 2009. 9. 11.
Distorting Management Education (왜곡된 경영 교육) Formal management education programs typically emphasize the development of problem-solving and decision-making skills...but give little attention to the development of skills required to find the problems that need to be solved, to plan for the attainment of desired results, or to carry out operating plans once they are made. This distort managerial growth by overdevelop an individuals analytic.. 2009. 9. 11.
Bounded Rationality Theory Herbert Simon, The Challenger for 'Rational Decision-Making" (1916~2001) Bounded rationality From Wikipedia, the free encyclopedia (Redirected from Bounded Rationality) Jump to: navigation, search This article does not cite any references or sources. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (April 2009) This artic.. 2009. 9. 10.
Drucker's Decision-Making Quotes (Decision-Making 이 중요한 이유는..) "The decision affects the work of other people, it must help these people achieve their objectives, assist them in their work, contribute to their performing better, more effectively and with a great 'sense' of achievement. It cannot be a decision designed merely to help the manager perform better, do his job more easily or obtain greater satisfaction from it." Decision-Making 이 중요한 이유는 그것이 직장 내.. 2009. 9. 6.
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.
Hired vs. Fired (채용될 때, 해고될 때) Hire for Aptitude, Fire for Attitude ! 뽑을 때는 능력있어보여서 뽑지만, 해고 할 때는 그 사람의 "태도" 때문에 해고하게 된다. 2009. 9. 1.
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.
리더십 연구/공부를 위한 추천 서적들 (Recommendable Leadership Books) Recommendable Leadership Books Top 5 books for Leadership. 1. Leadership theory and practice. 4th, Northouse W.(2003) 2. The practice of management, Drucker, P (1993) 3. The leadership engine, Tichy, N. (2003) 4. Leading change, By John P. Kotter (1996) 5. The art and practice of leadership coaching, By Howard J. Morgan, Philip J. Harkins, Marshall Goldsmith (2004) + valuable book from CCL:Makin.. 2009. 8. 5.
Democratizing Innovation (by Eric Von Hippel at MIT) “Traditionally, innovation is thought of as something manufacturers do....I found out that innovation didn’t come from manufacturers at all. Our research discovered that users develop many major new products. It turns the economics on its head. ” About Eric von Hippel Professor of Management and Head of the Innovation and Entrepreneurship Group, MIT Sloan School of Management von Hippel research.. 2009. 7. 30.

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