brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna

Concepts and ideas used or mis-used in our thinking and speaking


This page provides an index to some core concepts that may be useful in a person’s time-life navigation.

Conceptual resource file listing

They are useful in thinking (a foundation for future directed decision); plus interviews and conversation with informed people—indicates you have an understanding beyond the everyday flow of events—that may open new doors.

“To know something,
to really understand something important,
one must look at it from sixteen different angles.

People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more

These are not academic concepts—they are ideas at work every day changing the world around us.

Just because a person has heard one of these words doesn’t mean they know what’s on one of the linked pages.

The great danger is that we fit things into our existing mental patterns which blocks our development.

Some will greatly benefit from calendarizing these pages.

Word challenges provides an overview of the difficulty of conceptual conversation that originates from word hi-jacking.

See strategic chain for an organization centered “environmental view.”

strategic components

Knowledge system view presents an encompassing view.

 


 

If you want info for pages without an OK status, try a Google site search (searchTerms site:rlaexp.com) or contact me.

I can do a site search and provide a list of URLs or more in-depth harvesting from my extensive conceptual resources.

Be careful about what you obtain from a web search.

It is likely to contain the same self-centered garbage that misdirects so many … to a hammer everything looks like a nail.

As an alternative you could get Kindle versions of Drucker’s books and do a word search.

bbx Values (every item on this page has associated values) — status = one link

bbx Time Management — status = OK

bbx Knowledge society — status = started

bbx Society of Organizations — status = OK

bbx Mission — status = Started

bbx Network society — status = started

bbx Abandonment — status = OK

bbx Opportunities — status = OK

bbx Design — status = Started

bbx Brainroads © ℠ and brainscapes © ℠ — status = OK

bbx Topic work (a work approach for topics—like these pages) — status = OK

bbx Action Plans — status = OK

bbx Project thinking and planning — status = not started

bbx About growth and development efforts — status = started

bbx Globalization — status = started

bbx Education — status = OK

bbx Learning — status = OK for now

bbx Data, Information, Knowledge

bbx Data — status = not started

bbx Information — status = OK

bbx Knowledge — status = started

bbx Knowledge specialty — status = not started

bbx Knowledge workers — status = not started

bbx Knowledge technologists — status = not started

bbx Technology — status = started

bbx Management — status = OK

bbx Leadership — status = OK

bbx Managing people — status = not started

bbx Entrepreneurship — status = OK

bbx Results created by organizations — status = OK

bbx Performance: organizations and individual — status = OK

bbx Measurements — status = not started

bbx Marketing — status = OK

bbx Innovation — status = OK

bbx Productivity — status = OK

bbx Profitability — status = OK

bbx Spending :: A foundation for future directed decisions — status = OK

bbx Strategy — status = started

bbx Execution — status = not started

bbx Organization — status = not started

bbx Working with people — status = not started

bbx Production — status = close to OK

bbx Organization Culture — status = not started

bbx Strengths — status = started

bbx Contribution — status = not started

bbx Thinking — status = not started

bbx Questions — status = not started

bbx Alliances and Collaborations — status = close to OK

bbx Kaizen — status = close to OK

bbx Using Amazon.com book pages — status = started

bbx Knowledge management — status = close to OK

bbx Concepts — status = close to OK

bbx From computer literacy to information literacy — status = started

bbx Community — status = started

bbx Other word challenges — status = not started

Related:

bbx Change — status = OK

bbx Executive responsibilities: decisions — status = OK

bbx Executive responsibilities: communication — status = OK

bbx Executive tools: meetings — status = OK

bbx Executive tools: presentations — status = OK

bbx Executive tools: reports — status = not started

Other:

bbx Personal and family finance — status = not started

bbx Politics — status = two links

 

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At some point I may come back and link the following to specific site pages

From Management, Revised Edition

But what is management?

Is it a bag of techniques and tricks?

A bundle of analytical tools like those taught in business schools?

These are important, to be sure, just as a thermometer and anatomy are important to the physician.

But the evolution and history of management—its successes as well as its problems—teach that management is, above all else, a very few, essential principles.

To be specific:

Management is about human beings.

Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. See chapter 27 — The Spirit of Performance

This is what organization is all about, and it is the reason that management is the critical, determining factor.

These days practically all of us, especially educated people, are employed by managed institutions, large and small, business and nonbusiness.

We depend on management for our livelihoods.

And our ability to contribute to society also depends as much on the management of the organization in which we work as it does on our own skills, dedication, and effort.

Because management deals with the integration of people in a common venture, it is deeply embedded in culture.

What managers do in West Germany, in Britain, in the United States, in Japan, or in Brazil is exactly the same.

How they do it may be quite different.

Thus one of the basic challenges managers in a developing country face is to find and identify those parts of their own tradition, history, and culture that can be used as management building blocks.

The difference between Japan’s economic success and India’s relative backwardness is largely explained by the fact that Japanese managers were able to plant imported management concepts in their own cultural soil and make them grow.

Every enterprise requires commitment to common goals and shared values.

Without such commitment, there is no enterprise.

There is only a mob.

The enterprise must have simple, clear, and unifying objectives.

The mission of the organization has to be clear enough and big enough to provide common vision.

The goals that embody it have to be clear, public, and constantly reaffirmed.

Management’s first job is to think through, set, and exemplify those objectives, values, and goals.

bbx How to guarantee non-performance

bbx What Results Should You Expect? — A Users' Guide to MBO

bbx The Five Most Important Questions You Will Ever Ask About Your Organization

Management must also enable the enterprise and each of its members to grow and develop as needs and opportunities change.

Every enterprise is a learning and teaching institution.

Training and development must be built into it on all levels—training and development that never stop.

Every enterprise is composed of people with different skills and knowledge doing many different kinds of work.

It must be built on communication and on individual responsibility.

All members need to think through what they aim to accomplish—and make sure that their associates know and understand that aim.

All have to think through what they owe to others—and make sure that others understand.

All have to think through what they, in turn, need from others—and make sure that others know what is expected of them.

Neither the quantity of output nor the “bottom line” is by itself an adequate measure of the performance of management and enterprise.

Market standing, innovation, productivity, development of people, quality, financial results—all are crucial to an organization’s performance and to its survival.

Nonprofit institutions, too, need measurements in a number of areas specific to their mission.

Just as a human being needs a diversity of measures to assess its health and performance, an organization needs a diversity of measures to assess its health and performance.

Performance has to be built into the enterprise and its management; it has to be measured—or at least judged—and it has to be continuously improved.

Finally, the single most important thing to remember about any enterprise is that results exist only on the outside.

The result of a business is a satisfied customer.

The result of a hospital is a healed patient.

The result of a school is a student who has learned something and puts it to work ten years later.

Inside an enterprise, there are only costs.

Managers who understand these principles and manage themselves in their light will be achieving, accomplished managers.

TLN Keywords: tlnkwconcepts

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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