Nevertheless, could be really unsocial and unsustainable when it has to work in stable situation, because mainly his peers and subordinates they will not accept or tolerate that style for long periods of time. According to Amok his style could be title as Directive and Pacetting, which means that entails command and control behavior that at times became coercive. It also involves leading by example and personal heroics. The advantages of these styles are that it fuels innovation, productivity and growth but on the other side ultimately could erode organizational performance, demolishing trust and undermine morale. This type of style can be observd in Alex when he mention that he had been hired to shake up the product team and launch the product quickly.
The decision-making process is only effective if the manager has all the information and options available in order to make the correct choice for the organisation’s survival. Making important choices based on assumptions is poor managerial practice although sometimes necessary if certain
The strive for power and control can change people; it can cause many to betray their own - to become the ‘controller.’ Is it because we want to be in control, or is it because we don’t want to be controlled; ruled. People cannot be trusted with power. But are people ever truly the real power? True power cannot be controlled. It cannot be contained.
Pseudo conflicts: Psuedo conflicts are generally not real conflict. People take on the image that they are conflicts because of making assumptions about a problem or situation. Many times it is false conflicts that cause this. 2. Fact conflicts: Fact conflicts are based on things that are known to be true or can be verified.
Epictetus offers his famous distinction between things that do not depend on us (ie our body, fame, power …) and things that depend on us (our judgments about things, our desires, our dislikes …). To be free is to focus on the things that depend on us, and do not give importance to those that do not depend on us. Indeed, they do not depend on our own will, but the chance of external circumstances, for example, fame to which we aspire does not depend entirely on our talent, but also those who will come and bother discover this talent. In this type of action, we do not have total power, we are not only active cause and determining the success of our action. As a result, we are exposed to setbacks or disappointments that will make us unhappy.
In his article, Carr stated that as it is the case of infrastructure, It become a very rare recently for IT to generate a competitive advantage. Moreover, Carr mentioned that scarcity what makes a resource truly strategic not ubiquity. According to Carr, “When a resource becomes essential to competition but inconsequential to strategy, the risks it creates become more important than the advantages it provides.” His point of discussion is the difference between the infrastructure technology and proprietary technology. Infrastructure technology lost its competitive advantage for being shared and available to everyone while proprietary technology derive the company a strategic value for being unique and owned by the company which differentiate it from others. 3- According to Carr, can a company derive strategic value from investing in IT?
It is not difficult to notice that today’s generation faces with some very serious issues. One of them is that there is a dilemma about the lack of effective leadership. The reason why we have such challenges in today’s world is due to the ineffective leadership. People who have power and influence on making decisions often are concerned with self-service and preoccupation of power instead of being concerned with other people’s welfare. However, there is stil no compromise on which qualities make a person a good leader or how someone can develop himself as a good leader if he is not one.
Vertical integration and diversification are two strategies, which if intended to only capture revenue or margins, rarely work . Since they are different strategies, they cannot be compared directly to each other, so there is no single right answers to this question. For vertical integration, I disagree with the statement that an erroneous “go” is worse than a mistaken “no-go”, but for diversification I agree. In order to make a right vertical integration decision, the activity or asset that wants to be produced in-house must have a strategic value to the firm and the firm has to have relative competence compared with the best supplier. We can contrast these two requirements for vertical integration using Arauco.
This type of culture is often stereotyped as a bureaucracy where logic, rationality, rules and procedures dominate. Within this type of culture, the role, or job description, is considered more important than the individual who fills it. Performance which exceeds the job description, or role, is not required. Role cultures offer individuals security, predictability and the opportunity to acquire specialist expertise. It is a frustrating environment for power-orientated and ambitious
According to Martin and Nakayama (2013), despite having any other skills, motivation seems to be most important factor (p. 471). Without motivation to communicate with others, successful relationships will most likely not be formed. Motivation to form relationships with others seems to be innate within humans, so why would motivation be a problem? A major problem that is extremely prevalent today is that more powerful cultures do not feel as if they need to know about other cultures therefore hindering motivation and obstructing the formation of intercultural relationships. The United States is a powerful culture that seems to have an issue finding motivation to learn about cultures of less dominance.