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.”
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.
Values (every item on this page has associated values) — status = one link
Time Management — status = OK
Knowledge society — status = started
Society of Organizations — status = OK
Mission — status = Started
Network society — status = started
Abandonment — status = OK
Opportunities — status = OK
Design — status = Started
Brainroads © ℠ and brainscapes © ℠ — status = OK
Topic work (a work approach for topics—like these pages) — status = OK
Action Plans — status = OK
Project thinking and planning — status = not started
About growth and development efforts — status = started
Globalization — status = started
Education — status = OK
Learning — status = OK for now
Data, Information, Knowledge
Data — status = not started
Information — status = OK
Knowledge — status = started
Knowledge specialty — status = not started
Knowledge workers — status = not started
Knowledge technologists — status = not started
Technology — status = started
Management — status = OK
Leadership — status = OK
Managing people — status = not started
Entrepreneurship — status = OK
Results created by organizations — status = OK
Performance: organizations and individual — status = OK
Measurements — status = not started
Marketing — status = OK
Innovation — status = OK
Productivity — status = OK
Profitability — status = OK
Spending :: A foundation for future directed decisions — status = OK
Strategy — status = started
Execution — status = not started
Organization — status = not started
Working with people — status = not started
Production — status = close to OK
Organization Culture — status = not started
Strengths — status = started
Contribution — status = not started
Thinking — status = not started
Questions — status = not started
Alliances and Collaborations — status = close to OK
Kaizen — status = close to OK
Using Amazon.com book pages — status = started
Knowledge management — status = close to OK
Concepts — status = close to OK
From computer literacy to information literacy — status = started
Community — status = started
Other word challenges — status = not started
Change — status = OK
Executive responsibilities: decisions — status = OK
Executive responsibilities: communication — status = OK
Executive tools: meetings — status = OK
Executive tools: presentations — status = OK
Executive tools: reports — status = not started
Personal and family finance — status = not started
Politics — status = two links
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.
How to guarantee non-performance
What Results Should You Expect? — A Users' Guide to MBO
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