xV4#ےپta\ًطtataPجIta  ta ta¸ïUnfiledta¸ïûtaےّےےtaےّےےtaےّےےtaگى(ےےےےےےےےّےےےنےےے\\.taگىُےےےگtaشكtaےّےے ta¸ï MS Shell Dlgta¸ïLeadershipStrategiesPK'tata taîtaشكtaشك taشك ta¸ï Leadership and Team Developmentta¸ï†Leadership is democratic if it provides each worker the maximum opportunity for growth without creating anarchy. - W. C. H. Prentice.PKPKکtata taîtaشكtaشك taشك ta¸ï9Harvard Business Review Information on Leadership Stylesta¸ïقVarious (1978). Paths Toward Pesronal Progress: Leaders are Made, Not Born. Boston MA, Harvard Business Review. Items in () are from Vroom and Yetton information, items in [] are from Schmidt and Tannenbaum informationPKPK”tata taîtaشكtaشك taشك ta¸ïAutocratic Stylesta¸ïPKPKؤtata ta  taشكtaشك taشك ta¸ïB(A1) Manager Solves Problem Her/Himself With Resources Available.ta¸ïPKPK¹tata taî taشكtaشك taشك ta¸ï7[1] Manager makes decision, then tells group about it.ta¸ïPKPK°tata ta  taشكtaشك taشك ta¸ï.[2] Manager “sells” decision after making it.ta¸ïPKPKـtata ta taشكtaشك taشك ta¸ïZ(A2) Manager Obtains Information Of Specific Nature Prior To Making Decision Her/Himself.ta¸ïPKPKضtata ta taشكtaشك taشك ta¸ïT[1] Manager makes decision after collecting information, then tells group about it.ta¸ïPKPKتtata taîtaشكtaشك taشك ta¸ïH[2] Manager collects information then “sells” decision after making it.ta¸ïPKPKعtata ta taشكtaشك taشك ta¸ïX[3] Manager presents ideas (decision), then invites questions about its implementation.ta¸ïPKPK–tata ta taشكtaشك taشك ta¸ïConsultative Stylesta¸ïPKPKtata ta taشكtaشك taشك ta¸ïƒ(C1) Manager shares problem with relevant subordinates individually, getting their ideas and suggestions prior to making decision.ta¸ïPKPKضtata ta taشكtaشك taشك ta¸ïT[4] Manager presents tentative decision, subject to change after subordinate input.ta¸ïPKPKذtata ta taشكtaشك taشك ta¸ïN[5] Manager presents problem, get suggestions, and make decision after input.ta¸ïPKPKعtata ta taشكtaشك taشك ta¸ïX(C2) Managers consults with entire group or team (as a whole) prior to making decision.ta¸ïPKPKضtata ta !taشكtaشك taشك ta¸ïT[4] Manager presents tentative decision, subject to change after subordinate input.ta¸ïPKPKذtata taî#taشكtaشك taشك ta¸ïN[5] Manager presents problem, get suggestions, and make decision after input.ta¸ïPKPKژtata ta %taشكtaشك taشك ta¸ï Group Styleta¸ïPKPKٌtata ta 'taشكtaشك taشك ta¸ïo(G2) Manager acts as “chairperson” in a group meeting aimed at reaching a consensus on the action to be taken.ta¸ïPKPK»tata ta )taشكtaشك taشك ta¸ï9[6] Manager defines limits, asks group to make decision.ta¸ïPKPKقtata ta +taشكtaشك taشك ta¸ï\[7] Manager permits subordinates to operate and make decision within organizational limits.ta¸ïPKPK¢tata ta -taشكtaشك taشك ta¸ï Situation Attributes and Forcesta¸ïPKPK‘tata ta /taشكtaشك taشك ta¸ïQuality Issuesta¸ïPKPKنtata ta 1taشكtaشك taشك ta¸ï0Importance of the Quality of the Final Solutionta¸ï3Quality is defined from the customer’s" viewpointPKPKھtata ta 3taشكtaشك taشك ta¸ï(Perception of Value (Cost vs. Quality).ta¸ïPKPK´tata ta 5taشكtaشك taشك ta¸ï2Subjective vs. Objective Measurements of Quality.ta¸ïPKPK²tata ta 7taشكtaشك taشك ta¸ï0Adequacy of Manager’s Information and Expertiseta¸ïPKPKtata ta 9taشكtaشك taشك ta¸ï›The higher the level of information and understanding of the customers needs and quality criteria, the more appropriate are the less participative styles.ta¸ïPKPK¥tata ta ;taشكtaشك taشك ta¸ï#Degree of Structure of the Problemta¸ïPKPKہtata ta =taشكtaشك taشك ta¸ï>Time available to find and implement an appropriate solution.ta¸ïPKPKظtata ta ?taشكtaشك taشك ta¸ïWLess Time available means the less participative styles in decision-making are better.ta¸ïPKPK،tata ta Ataشكtaشك taشك ta¸ïSkills and Experience requiredta¸ïPKPKùtata taîCtaشكtaشك taشك ta¸ïwThe lower the skill and experience level of the group, the more appropriate are the Autocratic and Consultative Stylesta¸ïPKPK‍tata ta Etaشكtaشك taشك ta¸ïParticipants and Viewpointsta¸ïPKPKهtata ta Gtaشكtaشك taشك ta¸ïcLarge number of participants and/or viewpoints requires more participation and consensus building.ta¸ïPKPKءtata ta Itaشكtaشك taشك ta¸ï?Importance of and Identification with the Problem to the Groupta¸ïPKPKمtata ta Ktaشكtaشك taشك ta¸ïaThe less important the problem to the group, the more direction will be required of the manager.ta¸ïPKPKءtata ta Mtaشكtaشك taشك ta¸ï?Objective vs. Subjective Measures of Successful Implementationta¸ïPKPKخtata ta Otaشكtaشك taشك ta¸ïLLess objective measures of success require more structure from the manager.ta¸ïPKPKڑtata ta Qtaشكtaشك taشك ta¸ïGroup Acceptance Issuesta¸ïPKPK§tata ta Staشكtaشك taشك ta¸ï%Importance of Subordinate Acceptanceta¸ïPKPK³tata ta Utaشكtaشك taشك ta¸ï1Probability of Leader’s Selling His Own Solutionta¸ïPKPK؛tata ta Wtaشكtaشك taشك ta¸ï8Degree to which Subordinates Share Organizational Goalsta¸ïPKPK­tata ta Ytaشكtaشك taشك ta¸ï+Probability of Conflict Among Subordinatesta¸ïPKPK‌tata ta [taشكtaشك taشك ta¸ïLeadership Style Selectionta¸ïPKPKٹtata ta ]taشكtaشك taشك ta¸ïProcessta¸ïPKPK®tata ta _taشكtaشك taشك ta¸ï,Determine Situational Attributes and Forcesta¸ïPKPK§tata ta ataشكtaشك taشك ta¸ï%Determine Feasible Leadership Stylesta¸ïPKPKڈtata ta ctaشكtaشك taشك ta¸ï Select Styleta¸ïPKPKڈtata ta etaشكtaشك taشك ta¸ï Feasible Setta¸ïPKPK¯tata ta gtaشكtaشك taشك ta¸ï-Minimum Participation (Time Efficient) Modelta¸ïPKPK°tata ta itaشكtaشك taشك ta¸ï.Maximum Participation (Time Investment) Modelta¸ïPKPKMtata ta ktaشكtaشك taشك ta¸ï*Ken Blanchard's Style Info for Leadershipta¸ï¢Blanchard, K., P. Zigarmi, et al. (1985). Leadership and the one minute manager : increasing effectiveness through situational leadership. New York NY, Morrow. PKPK¨tata ta mtaشكtaشك taشك ta¸ï&Effective Leadership Behavior Styles.ta¸ïPKPKïtata ta otaشكtaشك taشك ta¸ïmDirecting (S1) - Leader provides specific instruction on the task and is responsible for task accomplishmentta¸ïPKPKûtata ta qtaشكtaشك taشك ta¸ïyCoaching (S2) - Still responsible for task accomplishment, but gives more support to ask efforts and explains decisions.ta¸ïPKPK"tata ta staشكtaشك taشك ta¸ï Supporting (S3) - Leader supports and facilitates the efforts of the group, shares responsibility with group for task accomplishment and shares decision-makingta¸ïPKPKضtata ta utaشكtaشك taشك ta¸ïTDelegating (S4) - Group is responsible for task accomplishment and decision-making.ta¸ïPKPKtata ta wtaشكtaشك taشك ta¸ïIneffective Styles.ta¸ïyAntithesis of the styles above. Number matches the appropriate effective Style. Titles are sufficient to explain traits.PKPK’tata ta ytaشكtaشك taشك ta¸ïDeserter (Q4).ta¸ïPKPK”tata ta {taشكtaشك taشك ta¸ïMissionary (Q3).ta¸ïPKPK•tata ta }taشكtaشك taشك ta¸ïCompromiser (Q2).ta¸ïPKPK’tata ta taشكtaشك taشك ta¸ïAutocrat (Q1).ta¸ïPKPKstata ta پtaشكtaشك taشك ta¸ï)Development Levels of Groups/Individualsta¸ïةBased on Level of Competence, Technical Knowledge and Transferable Skills, and Level of Commitment Motivation and Confidence, to organizational goals. Appropriate Leadership style is next to category.PKPK¨tata taîƒtaشكtaشك taشك ta¸ï&High Commitment - Low Competence (S1)ta¸ïPKPK¨tata ta …taشكtaشك taشك ta¸ï&Low Commitment - Some Competence (S2)ta¸ïPKPK­tata ta ‡taشكtaشك taشك ta¸ï+Variable Commitment - High Competence (S3)ta¸ïPKPK©tata ta ‰taشكtaشك taشك ta¸ï'High Commitment - High Competence (S4)ta¸ïPKPK2tata ta ‹taشكtaشك taشك ta¸ï.Lin Bothwell's Information on Style Selectionta¸ïƒBothwell, L. K. (1983). The Art of Leadership:skill-building techniques that produce results. Englewood Cliffs, N.J, Prentice-HallPKPKœtata ta چtaشكtaشك taشك ta¸ïMcGregor Two Style Theoryta¸ïPKPK‹tata ta ڈtaشكtaشك taشك ta¸ï Theory Xta¸ïPKPK‹tata ta ‘taشكtaشك taشك ta¸ï Theory Yta¸ïPKPK«tata ta “taشكtaشك taشك ta¸ï)Lewin, Lippett, White Three Style Theoryta¸ïPKPKگtata ta •taشكtaشك taشك ta¸ïauthoritarianta¸ïPKPKچtata ta —taشكtaشك taشك ta¸ï democraticta¸ïPKPKگtata ta ™taشكtaشك taشك ta¸ïlaissez-faireta¸ïPKPK›tata ta ›taشكtaشك taشك ta¸ïLikert Four Style Theoryta¸ïPKPK—tata ta ‌taشكtaشك taشك ta¸ïExplotive Autocraticta¸ïPKPKکtata ta ںtaشكtaشك taشك ta¸ïBenevolent Autocraticta¸ïPKPKگtata ta ،taشكtaشك taشك ta¸ïParticipativeta¸ïPKPKچtata ta £taشكtaشك taشك ta¸ï Democraticta¸ïPKPK–tata ta ¥taشكtaشك taشك ta¸ïFive Style Theoriesta¸ïPKPKئtata ta §taشكtaشك taشك ta¸ïDBlake and Mouton Managerial Grid (Task vs. People Importance Grid)ta¸ïPKPK•tata ta ©taشكtaشك taشك ta¸ïImpoverished (1,1)ta¸ïPKPK•tata ta «taشكtaشك taشك ta¸ïCountry Club (1,9)ta¸ïPKPK‌tata ta ­taشكtaشك taشك ta¸ïAuthority, Obedience (9,1)ta¸ïPKPK™tata ta ¯taشكtaشك taشك ta¸ïOrganization Man (5,5)ta¸ïPKPKچtata ta ±taشكtaشك taشك ta¸ï Team (9,9)ta¸ïPKPK¸tata ta ³taشكtaشك taشك ta¸ï6Vroom and Yetton (See Above) Decision Tree goes Here.ta¸ïPKPKًtata ta µtaشكtaشك taشك ta¸ïnSchimdt and Tannenbaum Seven Factor Theory (See Items Above) expands the list to include the actions you see.ta¸ïPKPKاtata ta ·taشكtaشك taشك ta¸ïEEight Style Theory (See Blanchard Information, Hersey is Co-author).ta¸ïPKPK‍tata ta ¹taشكtaشك taشك ta¸ïBothwell's Ten Style Theoryta¸ïPKPK—tata ta »taشكtaشك taشك ta¸ïAuthoritarian Stylesta¸ïPKPK¨tata ta ½taشكtaشك taشك ta¸ï&A1- Decide yourself and order it doneta¸ïPKPK؛tata ta ؟taشكtaشك taشك ta¸ï8A2- Decide yourself and convince subordinates to do it.ta¸ïPKPK”tata ta ءtaشكtaشك taشك ta¸ïInfluenced Stylesta¸ïPKPKضtata ta أtaشكtaشك taشك ta¸ïTI1- Decide yourself. Modify decision with suggestions then have subordinates do it.ta¸ïPKPKدtata ta إtaشكtaشك taشك ta¸ïMI2- Decide tentatively; subordinates can influence with persuasive argument.ta¸ïPKPK–tata ta اtaشكtaشك taشك ta¸ïConsultative Stylesta¸ïPKPK³tata ta ةtaشكtaشك taشك ta¸ï1C1- Consult individually, decide, then announce.ta¸ïPKPK©tata ta ثtaشكtaشك taشك ta¸ï'C2- Consult in a group, then announce.ta¸ïPKPKگtata ta حtaشكtaشك taشك ta¸ïParticipativeta¸ïPKPK؟tata ta دtaشكtaشك taشك ta¸ï=P1- Explore and decide as a group while you retain the veto.ta¸ïPKPK·tata ta رtaشكtaشك taشك ta¸ï5P2- Explore and decide as group where all are equal.ta¸ïPKPK”tata ta سtaشكtaشك taشك ta¸ïWithdrawal Stylesta¸ïPKPKآtata ta صtaشكtaشك taشك ta¸ï@W1- Define constraints and let subordinates decide without you.ta¸ïPKPK¾tata ta ×taشكtaشك taشك ta¸ï<W2- Withdraw completely; subordinates decide and act alone.ta¸ïPKPKƒtata ta ظtaشكtaشك taشك ta¸ïStyle Selection Model ta¸ïëEach item below has a point value from one to five as shown. Additionally, a weighting factor from 1 to 5 is multiplied with the scores from each area below to give weighting to that area. Point values indicated the recommended style.PKPK’tata ta غtaشكtaشك taشك ta¸ïWhat (The Task)ta¸ïPKPK²tata ta فtaشكtaشك taشك ta¸ï01. Deadline is urgent and resources are scarce.ta¸ïPKPK¶tata ta كtaشكtaشك taشك ta¸ï42. Deadline is immediate and resources are limited.ta¸ïPKPK·tata ta لtaشكtaشك taشك ta¸ï53. Deadline is important and resources are adequate.ta¸ïPKPK؟tata ta مtaشكtaشك taشك ta¸ï=4. Deadline is routine and resources are more than adequate.ta¸ïPKPK¼tata ta هtaشكtaشك taشك ta¸ï:5. Deadline is not important and resources are plentiful.ta¸ïPKPKڑtata ta çtaشكtaشك taشك ta¸ïWhere (The Environment)ta¸ïPKPK©tata ta étaشكtaشك taشك ta¸ï'1. Environment mandates total control.ta¸ïPKPK²tata ta ëtaشكtaشك taشك ta¸ï02. Environment mandates high degree of control.ta¸ïPKPK±tata ta يtaشكtaشك taشك ta¸ï/3. Environment allows leader to share control.ta¸ïPKPKؤtata ta ïtaشكtaشك taشك ta¸ïB4. Environment mandates that leader must relinquish most control.ta¸ïPKPKأtata ta ٌtaشكtaشك taشك ta¸ïA5. Environment mandates that leader must relinquish all control.ta¸ïPKPK—tata ta َtaشكtaشك taشك ta¸ïWhom (The Followers)ta¸ïPKPK´tata ta ُtaشكtaشك taشك ta¸ï21. Followers are incompetent and/or inexperiencedta¸ïPKPK؛tata ta ÷taشكtaشك taشك ta¸ï82. Followers have limited competence and/or experience.ta¸ïPKPK·tata ta ùtaشكtaشك taشك ta¸ï53. Followers have some competence and/or experience.ta¸ïPKPK»tata ta ûtaشكtaشك taشك ta¸ï94. Followers have adequate competence and/or experience.ta¸ïPKPK¸tata ta ‎taشكtaشك taشك ta¸ï65. Followers have total competence and/or experience.ta¸ïPKPK´tata ta ےtaشكtaشك taشك ta¸ï2Who (Leader) [Style Preference & Self Assessment]ta¸ïPKPKڑtata ta taشكtaشك taشك ta¸ï1. Leader decides aloneta¸ïPKPKںtata taîtaشكtaشك taشك ta¸ï2. Leader decides with inputta¸ïPKPK¥tata ta taشكtaشك taشك ta¸ï#3. Leader has to consult to decideta¸ïPKPKھtata ta taشكtaشك taشك ta¸ï(4. Leader works with the team to decideta¸ïPKPK¨tata ta  taشكtaشك taشك ta¸ï&5. Leader leaves and lets team decideta¸ïPKPKétata ta  taشكtaشك taشك ta¸ïgPoint Values and Styles - The higher the point value the more the group is autonomous from the leader.ta¸ïPKPKژtata ta  taشكtaشك taشك ta¸ï 0 - 9 A1ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 10 - 21 A2ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 22 - 31 I1ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 32 - 43 I2ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 44 - 53 C1ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 54 - 64 C2ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 65 - 75 P1ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 76 - 86 P2ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 87 - 95 W1ta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï 95+ W2ta¸ïPKPK tata ta !taشكtaشك taشك ta¸ïTeam Development Stylesta¸ïpVarious (1978). Paths Toward Pesronal Progress: Leaders are Made, Not Born. Boston MA, Harvard Business Review.PKPK¢tata ta #taشكtaشك taشك ta¸ï Know your People and Resources.ta¸ïPKPKدtata ta %taشكtaشك taشك ta¸ïMSelect knowledgeable Team Leader consistent with leadership style selection.ta¸ïPKPKءtata ta 'taشكtaشك taشك ta¸ï?Technical Knowledge (The right blend of Skills and Experience)ta¸ïPKPK­tata ta )taشكtaشك taشك ta¸ï+Knowledgeable of group and team processes.ta¸ïPKPK¸tata ta +taشكtaشك taشك ta¸ï6Empower this individual with authority and resources.ta¸ïPKPK tata ta -taشكtaشك taشك ta¸ïState limits and constraints.ta¸ïPKPK´tata ta /taشكtaشك taشك ta¸ï2Agree upon arbitration and discipline procedures.ta¸ïPKPKعtata ta 1taشكtaشك taشك ta¸ïXEstablish responsibility for performance by agreeing to goals and performance measures.ta¸ïPKPKيtata ta 3taشكtaشك taشك ta¸ïkTeam Leader selects team members with management participation consistent with leadership style selection.ta¸ïPKPKétata ta 5taشكtaشك taشك ta¸ïgTeam Leader clearly defines the role of each member as they are selected and how they will contribute.ta¸ïPKPKtata ta 7taشكtaشك taشك ta¸ïکTeam Leader will develop and use an organized problem solving plan or approach to task the team with and prevent preoccupation with internal processes.ta¸ïPKPKtata ta 9taشكtaشك taشك ta¸ï›Team leader will insure that the team will not stop at a vague or intermediate step, will maintain push to get to a firm viable and workable action plan.\ta¸ïPKPK-tata ta ;taشكtaشك taشك ta¸ïCommunication Stylesta¸ï—Hamilton, C., C. C. Parker, et al. (1982). Communicating for Results : a guide for business and the professions. Belmont, CA, Wadsworth Publishing Co.PKPK‰tata ta =taشكtaشك taشك ta¸ïClosedta¸ïPKPKژtata ta ?taشكtaشك taشك ta¸ï Descriptionta¸ïPKPKêtata ta Ataشكtaشك taشك ta¸ïhLow self-image, noncommunicators, anxious about failure or appearing incompetent. Doesn't trust people.ta¸ïPKPKںtata ta Ctaشكtaشك taشك ta¸ïUse of Disclosure & Feedbackta¸ïPKPK»tata ta Etaشكtaشك taشك ta¸ï9Disclosure is seldom used and feedback is seldom sought.ta¸ïPKPKچtata ta Gtaشكtaشك taشك ta¸ï Advantagesta¸ïPKPK¾tata ta Itaشكtaشك taشك ta¸ï<Productive in an environment free of interpersonal demands.ta¸ïPKPK”tata ta Ktaشكtaشك taشك ta¸ïSeen as reserved.ta¸ïPKPKسtata ta Mtaشكtaشك taشك ta¸ïQConsidered similar to the laissez-faire leader, who lets them do what they want.ta¸ïPKPKگtata ta Otaشكtaشك taشك ta¸ïDisadvantagesta¸ïPKPKاtata ta Qtaشكtaشك taشك ta¸ïESpend a great deal of time seeking security, so productivity is low.ta¸ïPKPK¹tata ta Staشكtaشك taشك ta¸ï7Seen as difficult to get to know and as nonresponsive.ta¸ïPKPK¬tata ta Utaشكtaشك taشك ta¸ï*Thought to be aloof and noncommunicative.ta¸ïPKPK©tata ta Wtaشكtaشك taشك ta¸ï'Manager approach to this type employeeta¸ïPKPKءtata ta Ytaشكtaشك taشك ta¸ï?Create safe environment with little interpersonal interaction.ta¸ïPKPKخtata ta [taشكtaشك taشك ta¸ïLExplain all policy changes face to face before the informal grapevine does.ta¸ïPKPK¥tata ta ]taشكtaشك taشك ta¸ï#Clearly show the chain of command.ta¸ïPKPK¯tata ta _taشكtaشك taشك ta¸ï-Give specific directions avoiding criticism.ta¸ïPKPKھtata ta ataشكtaشك taشك ta¸ï(Don't expect participation in meetings.ta¸ïPKPK¸tata ta ctaشكtaشك taشك ta¸ï6Occasionally show interest in family or their friendsta¸ïPKPK°tata ta etaشكtaشك taشك ta¸ï.Expect them to be overcritical of themselves.ta¸ïPKPKˆtata ta gtaشكtaشك taشك ta¸ïBlindta¸ïPKPKژtata ta itaشكtaشك taشك ta¸ï Descriptionta¸ïPKPKقtata ta ktaشكtaشك taشك ta¸ï\Authoritarian, overconfident and opinionated. Usually critical of others, very competitive.ta¸ïPKPKںtata ta mtaشكtaشك taشك ta¸ïUse of Disclosure & Feedbackta¸ïPKPK¹tata ta otaشكtaشك taشك ta¸ï7Disclosure is overused, but feedback is seldom sought.ta¸ïPKPKچtata ta qtaشكtaشك taشك ta¸ï Advantagesta¸ïPKPK»tata ta staشكtaشك taشك ta¸ï9Aware of wants and needs and not afraid to express them.ta¸ïPKPK–tata ta utaشكtaشك taشك ta¸ïUsually very loyal.ta¸ïPKPKڑtata ta wtaشكtaشك taشك ta¸ïUsually well organized.ta¸ïPKPK–tata ta ytaشكtaشك taشك ta¸ïSeen as dependable.ta¸ïPKPKبtata ta {taشكtaشك taشك ta¸ïFVery helpful to those who wish to learn as long as it is appreciated.ta¸ïPKPK¤tata ta }taشكtaشك taشك ta¸ï"Not afraid to exercise authority.ta¸ïPKPKگtata ta taشكtaشك taشك ta¸ïDisadvantagesta¸ïPKPK¢tata ta پtaشكtaشك taشك ta¸ï Unable to delegate effectively.ta¸ïPKPK›tata ta ƒtaشكtaشك taشك ta¸ïDemanding and impatient.ta¸ïPKPK،tata ta …taشكtaشك taشك ta¸ïInsist upon their methodology.ta¸ïPKPK—tata ta ‡taشكtaشك taشك ta¸ïOffer advice freely.ta¸ïPKPK¨tata ta ‰taشكtaشك taشك ta¸ï&Prefer to be in control at all times.ta¸ïPKPK¸tata ta ‹taشكtaشك taشك ta¸ï6Stifle growth and creativity by making all decisions.ta¸ïPKPK“tata ta چtaشكtaشك taشك ta¸ïPunish failures.ta¸ïPKPK¥tata ta ڈtaشكtaشك taشك ta¸ï#Expect people to "mess things up".ta¸ïPKPKکtata ta ‘taشكtaشك taشك ta¸ïOften poor listeners.ta¸ïPKPK¼tata ta “taشكtaشك taشك ta¸ï:Unable to take criticism, while being critical of others.ta¸ïPKPK©tata ta •taشكtaشك taشك ta¸ï'Manager approach to this type employeeta¸ïPKPKâtata ta —taشكtaشك taشك ta¸ï`Usually not team players so show direct connection between teams performance and their results.ta¸ïPKPK´tata ta ™taشكtaشك taشك ta¸ï2Respectful of power, doesn't be afraid to use it.ta¸ïPKPKدtata ta ›taشكtaشك taشك ta¸ïMGenerally hard workers, so let them work, but require follow-up and control.ta¸ïPKPK´tata ta ‌taشكtaشك taشك ta¸ï2Try to get them to be more flexible in conflicts.ta¸ïPKPK‰tata ta ںtaشكtaشك taشك ta¸ïHiddenta¸ïPKPKژtata ta ،taشكtaشك taشك ta¸ï Descriptionta¸ïPKPKنtata ta £taشكtaشك taشك ta¸ïbMistrust of people, desire for acceptance, suspicious, and tend to develop one-way relationships.ta¸ïPKPKںtata ta ¥taشكtaشك taشك ta¸ïUse of Disclosure & Feedbackta¸ïPKPK¸tata ta §taشكtaشك taشك ta¸ï6Disclosure is seldom used while feedback is overused.ta¸ïPKPKچtata ta ©taشكtaشك taشك ta¸ï Advantagesta¸ïPKPKژtata ta «taشكtaشك taشك ta¸ï Well liked.ta¸ïPKPK¢tata ta ­taشكtaشك taشك ta¸ï Fun to be around and work with.ta¸ïPKPK™tata ta ¯taشكtaشك taشك ta¸ïConcerned with people.ta¸ïPKPK™tata ta ±taشكtaشك taشك ta¸ïSympathetic listeners.ta¸ïPKPK tata ta ³taشكtaشك taشك ta¸ïOften organize social events.ta¸ïPKPK،tata ta µtaشكtaشك taشك ta¸ïBusy reducing minor conflicts.ta¸ïPKPKگtata ta ·taشكtaشك taشك ta¸ïDisadvantagesta¸ïPKPKژtata ta ¹taشكtaشك taشك ta¸ï Suspicious.ta¸ïPKPKذtata ta »taشكtaشك taشك ta¸ïNNot really interested in productivity and quality, just adequate performance.ta¸ïPKPK‘tata ta ½taشكtaشك taشك ta¸ï"Yes" persons.ta¸ïPKPKںtata ta ؟taشكtaشك taشك ta¸ïUnable to disclose opinions.ta¸ïPKPK”tata ta ءtaشكtaشك taشك ta¸ïNot always loyal.ta¸ïPKPK¦tata ta أtaشكtaشك taشك ta¸ï$Seen as manipulative and dishonest.ta¸ïPKPK©tata ta إtaشكtaشك taشك ta¸ï'Manager approach to this type employeeta¸ïPKPKاtata ta اtaشكtaشك taشك ta¸ïERecognize that this type has learned the "game", will play politics.ta¸ïPKPKtata ta ةtaشكtaشك taشك ta¸ïگUsually not good team members because they will not honestly show opinions, so show how to honestly cooperate and reward that type of behavior.ta¸ïPKPKدtata ta ثtaشكtaشك taشك ta¸ïMExpect them to be yes persons, so plan work with skills and talents in mind.ta¸ïPKPKِtata ta حtaشكtaشك taشك ta¸ïtThis type has a high need for acceptance, so give positive strokes and be very specific with your comments to them.ta¸ïPKPK‡tata ta دtaشكtaشك taشك ta¸ïOpenta¸ïPKPKژtata ta رtaشكtaشك taشك ta¸ï Descriptionta¸ïPKPKàtata ta سtaشكtaشك taشك ta¸ï^Interested in people as well as tasks, not afraid of disclosure, accepts criticism, flexible.ta¸ïPKPKںtata ta صtaشكtaشك taشك ta¸ïUse of Disclosure & Feedbackta¸ïPKPK›tata ta ×taشكtaشك taشك ta¸ïBoth used appropriately.ta¸ïPKPKچtata ta ظtaشكtaشك taشك ta¸ï Advantagesta¸ïPKPK§tata ta غtaشكtaشك taشك ta¸ï%Flexible in meeting needs of others.ta¸ïPKPKڑtata ta فtaشكtaشك taشك ta¸ïAccepting of criticism.ta¸ïPKPK£tata ta كtaشكtaشك taشك ta¸ï!Genuinely concerned with people.ta¸ïPKPK•tata ta لtaشكtaشك taشك ta¸ïCareful listeners.ta¸ïPKPK£tata ta مtaشكtaشك taشك ta¸ï!Seen as trusting and dependable.ta¸ïPKPK«tata ta هtaشكtaشك taشك ta¸ï)Willing to share feelings and knowledge.ta¸ïPKPKژtata ta çtaشكtaشك taشك ta¸ï Productive.ta¸ïPKPKگtata ta étaشكtaشك taشك ta¸ïDisadvantagesta¸ïPKPK§tata ta ëtaشكtaشك taشك ta¸ï%Seen as ineffective by blind bosses.ta¸ïPKPKئtata ta يtaشكtaشك taشك ta¸ïDFrustrated by lack of creative opportunities under non-open bosses.ta¸ïPKPK؛tata ta ïtaشكtaشك taشك ta¸ï8Impatient with timing of needed organizational changes.ta¸ïPKPK°tata ta ٌtaشكtaشك taشك ta¸ï."Too" open, so that others are uncomfortable.ta¸ïPKPK©tata ta َtaشكtaشك taشك ta¸ï'Manager approach to this type employeeta¸ïPKPK•tata ta ُtaشكtaشك taشك ta¸ïShare confidences.ta¸ïPKPK؛tata ta ÷taشكtaشك taشك ta¸ï8Place them in environment where friendship can develop.ta¸ïPKPKںtata ta ùtaشكtaشك taشك ta¸ïGive constructive criticism.ta¸ïPKPK¨tata ta ûtaشكtaشك taشك ta¸ï&Make work meaningful and challenging.ta¸ïPKPKزtata ta ‎taشكtaشك taشك ta¸ïPExpect them to "talk too much", but don't assume that work is not getting done.ta¸ïPKPK´tata ta ےtaشكtaشك taشك ta¸ï#Individual Expectations About Firmta¸ïAuthor: UnknownPKPK¢tata ta taشكtaشك taشك ta¸ï Company has worthwhile purpose.ta¸ïPKPKëtata taîtaشكtaشك taشك ta¸ïiEmphasizes the interests and responsibilities of all its constituents and not just the needs of the job.ta¸ïPKPKءtata ta taشكtaشك taشك ta¸ï?Operates from a sound theoretical as well as a practical base.ta¸ïPKPKدtata ta taشكtaشك taشك ta¸ïMWill accept nothing less than excellence from those who control its destiny.ta¸ïPKPK¦tata ta  taشكtaشك taشك ta¸ï$Let me know what is expected of me.ta¸ïPKPK¶tata ta  taشكtaشك taشك ta¸ï4Recognizes the necessity of looking before leaping.ta¸ïPKPKثtata ta  taشكtaشك taشك ta¸ïIEmphasizes objectivity and the need for alternatives in decision making.ta¸ïPKPK¨tata ta taشكtaشك taشك ta¸ï&Strives to create and maintain order.ta¸ïPKPK$tata ta taشكtaشك taشك ta¸ï¢Recognizes the individual nature of all men and women, and provides its members with rewards for accomplishments, penalties for failure, and a chance to improve.ta¸ïPKPK%tata ta taشكtaشك taشك ta¸ï£Recognizes that only effective communication makes management possible and that the measurement of the manager's communicating ability is his utilization of time.ta¸ïPKPKھtata ta taشكtaشك taشك ta¸ï(Provides an opportunity for innovation.ta¸ïPKPK®tata ta taشكtaشك taشك ta¸ï,Expect as much from me as I expect from it.ta¸ïPKPKtata ta taشكtaشك taشك ta¸ïExpectancy Theoryta¸ïsUnknown (2002). Managing People: Expectancy Theory, Quickmba.com. Discussion of Vroom's Expectancy Theory (1964)PKPK‘tata ta taشكtaشك taشك ta¸ïBasic Conceptsta¸ïPKPKtata ta taشكtaشك taشك ta¸ïœOverview - Individuals are motivated to behavior by expectations of need fulfillment and the relationship between the task completion and need fulfillment.ta¸ïPKPK‎tata ta taشكtaشك taشك ta¸ï{Level 1 Expectations - Expectations about the individual's ability to complete the task. (Skills, desire, resources, etc.)ta¸ïPKPKtata ta !taشكtaشك taشك ta¸ï…Level 2 Expectations - Expectations about actually receiving the first level outcome or "incentive" as a result of task completion.ta¸ïPKPKدtata ta #taشكtaشك taشك ta¸ïMValences - Whether or not the outcome is perceived positively or negatively.ta¸ïPKPKêtata ta %taشكtaشك taشك ta¸ïhInstrumentalities - "Usefulness" of first level outcomes towards meeting specific needs of individuals.ta¸ïPKPK‌tata ta 'taشكtaشك taشك ta¸ïManagement of Expectationsta¸ïPKPK،tata ta )taشكtaشك taشك ta¸ïAffecting Level 1 Expectationsta¸ïPKPK‹tata ta +taشكtaشك taشك ta¸ï Trainingta¸ïPKPKچtata ta -taشكtaشك taشك ta¸ï Recruitingta¸ïPKPK tata ta /taشكtaشك taشك ta¸ïProviding Tools and Resourcesta¸ïPKPK tata ta 1taشكtaشك taشك ta¸ïAffecting Level 2 Expectationta¸ïPKPK•tata ta 3taشكtaشك taشك ta¸ïCompensation Plansta¸ïPKPKگtata ta 5taشكtaشك taشك ta¸ïMerit Systemsta¸ïPKPK”tata ta 7taشكtaشك taشك ta¸ïTiming of Rewardsta¸ïPKPK«tata ta 9taشكtaشك taشك ta¸ï)Affecting Valences and Instrumentalitiesta¸ïPKPKڑtata ta ;taشكtaشك taشك ta¸ï"Make good on promises"ta¸ïPKPK tata ta =taشكtaشك taشك ta¸ïUnderstand compensation plansta¸ïPKPK¢tata ta ?taشكtaشك taشك ta¸ï Subordinate Inputs and Feedbackta¸ïPKPK$tata ta Ataشكtaشك taشك ta¸ï7Leader Strategies and Competencies from Bennis & Nanusta¸ïlBennis, W. G. and B. Nanus (1985). Leaders: The Strategies for Taking Charge. New York NY, Harper & Row. PKPKچtata ta Ctaشكtaشك taشك ta¸ï Strategiesta¸ïPKPK›tata ta Etaشكtaشك taشك ta¸ïAttention Through Visionta¸ïPKPK¦tata ta Gtaشكtaشك taشك ta¸ï$Paying Attention: Search for Visionta¸ïPKPK«tata ta Itaشكtaشك taشك ta¸ï)Synthesizing Vision: Choice of Directionta¸ïPKPK¬tata ta Ktaشكtaشك taشك ta¸ï*Focusing Attention: Search for Commitmentta¸ïPKPK tata ta Mtaشكtaشك taشك ta¸ïMeaning Through Communicationta¸ïPKPK¨tata ta Otaشكtaشك taشك ta¸ï&Create and Communicate the New Visionta¸ïPKPK¨tata ta Qtaشكtaشك taشك ta¸ï&Develop Commitment for the New Visionta¸ïPKPK¢tata ta Staشكtaشك taشك ta¸ï Institutionalize the New Visionta¸ïPKPKœtata ta Utaشكtaشك taشك ta¸ïTrust Through Positioningta¸ïPKPK–tata ta Wtaشكtaشك taشك ta¸ïBusiness Strategiesta¸ïPKPK£tata ta Ytaشكtaشك taشك ta¸ï!Reactive as Environment Dictatesta¸ïPKPK‍tata ta [taشكtaشك taشك ta¸ïChange Internal Environmentta¸ïPKPK‍tata ta ]taشكtaشك taشك ta¸ïChange External Environmentta¸ïPKPKةtata ta _taشكtaشك taشك ta¸ïGEstablish a New Linkage between the Internal and External Environmentsta¸ïPKPK“tata ta ataشكtaشك taشك ta¸ïIntegrity Issuesta¸ïPKPK®tata ta ctaشكtaشك taشك ta¸ï,Will have to overcome resistance to change.ta¸ïPKPKصtata ta etaشكtaشك taشك ta¸ïSMust balance the needs of the constituencies within and outside the organizations.ta¸ïPKPKوtata ta gtaشكtaشك taشك ta¸ïdResponsible for the set of ethics or norms which govern the behavior of people in the organization.ta¸ïPKPK¾tata ta itaشكtaشك taشك ta¸ï<Deployment of the Self (Learning in Organizational Context)ta¸ïPKPK©tata ta ktaشكtaشك taشك ta¸ï'Acknowledging and sharing uncertainty.ta¸ïPKPK“tata ta mtaشكtaشك taشك ta¸ïEmbracing Error.ta¸ïPKPKœtata ta otaشكtaشك taشك ta¸ïResponding to the Future.ta¸ïPKPK¥tata ta qtaشكtaشك taشك ta¸ï#Becoming interpersonally competentta¸ïPKPK™tata ta staشكtaشك taشك ta¸ïGaining Self-knowledgeta¸ïPKPK›tata ta utaشكtaشك taشك ta¸ïCompetencies from Bennista¸ïPKPKڑtata ta wtaشكtaشك taشك ta¸ïManagement of Attentionta¸ïPKPKکtata ta ytaشكtaشك taشك ta¸ïManagement of Meaningta¸ïPKPK–tata ta {taشكtaشك taشك ta¸ïManagement of Trustta¸ïPKPK•tata ta }taشكtaشك taشك ta¸ïManagement of Selfta¸ïPKPK“tata ta taشكtaشك taشك ta¸ïLeadership Mythsta¸ïPKPK‍tata ta پtaشكtaشك taشك ta¸ïLeaders are born, not made.ta¸ïPKPK‍tata ta ƒtaشكtaشك taشك ta¸ïLeadership is a rare skill.ta¸ïPKPK›tata ta …taشكtaشك taشك ta¸ïLeaders are charismatic.ta¸ïPKPK¸tata ta ‡taشكtaشك taشك ta¸ï6Leadership exists only at the top of an organization.ta¸ïPKPK¸tata ta ‰taشكtaشك taشك ta¸ï6The leader controls, directs, prods, and manipulates.ta¸ïPKPK"tata ta ‹taشكtaشك taشك ta¸ï(Why Leaders Can't Lead - Bennis Book IIta¸ïyBennis, W. G. (1997). Why Leaders Can't Lead: The Unconscious Conspiracy Continues. San Francisco, CA, Jossey-Bass Inc.,PKPK،tata ta چtaشكtaشك taشك ta¸ïBasic Truisms about Leadershipta¸ïPKPKڑtata ta ڈtaشكtaشك taشك ta¸ïManagement of Attentionta¸ïPKPKکtata ta ‘taشكtaشك taشك ta¸ïManagement of Meaningta¸ïPKPK–tata ta “taشكtaشك taشك ta¸ïManagement of Trustta¸ïPKPK•tata ta •taشكtaشك taشك ta¸ïManagement of Selfta¸ïPKPK—tata ta —taشكtaشك taشك ta¸ïParts of the Problemta¸ïPKPK¶tata ta ™taشكtaشك taشك ta¸ï4Bosses as Heroes and Celebrities - Self Explanatoryta¸ïPKPKtata ta ›taشكtaشك taشك ta¸ïœWhen There are Too Many Chiefs - CEO & COO setups or the fact that there seems to be an infinite number of those who can say no but none who will say yesta¸ïPKPK¬tata ta ‌taشكtaشك taشك ta¸ï*Bottom Line Obsessions - Self Explanatoryta¸ïPKPK¬tata ta ںtaشكtaشك taشك ta¸ï*Untapped Human Capital - Self Explanatoryta¸ïPKPK tata ta ،taشكtaشك taشك ta¸ïˆThe Perils of Accord - Following the bosses' whims or else agreement to for the sake of agreement and continuation of the status quo.ta¸ïPKPK،tata ta £taشكtaشك taشك ta¸ïThe Pornography of Leadership ta¸ïPKPKصtata ta ¥taشكtaشك taشك ta¸ïSrationalization of unethical actions of leaders. How the "end justifies the means"ta¸ïPKPKتtata ta §taشكtaشك taشك ta¸ïH"Image is everything" or that appearances are more important than factsta¸ïPKPK tata ta ©taشكtaشك taشك ta¸ïٹ"The caste system". When one standard is applied to those who lead and another more stringent is applied to the rest of the organization.ta¸ïPKPK¸tata ta «taشكtaشك taشك ta¸ï6When Winning is Losing - Competition taken to excess.ta¸ïPKPK³tata ta ­taشكtaشك taشك ta¸ï1The Name of the Game is Greed - Self Explanatoryta¸ïPKPK•tata ta ¯taشكtaشك taشك ta¸ïPossible Solutionsta¸ïPKPKقtata ta ±taشكtaشك taشك ta¸ï\Leading to make a difference - Have to approach the process with the idea to make a change.ta¸ïPKPKçtata ta ³taشكtaشك taشك ta¸ïeRecognize the Complexity of Issues and work with it - Good quote "Seek Simplicity then distrust it."ta¸ïPKPKœtata ta µtaشكtaشك taشك ta¸ïLet Virtues Shine Throughta¸ïPKPK،tata ta ·taشكtaشك taشك ta¸ïConsider Quitting on Principleta¸ïPKPK²tata ta ¹taشكtaشك taشك ta¸ï0Canceling the Doppelganger Effect - Group Thinkta¸ïPKPKںtata ta »taشكtaشك taشك ta¸ïLeader Power that No One Hasta¸ïPKPKھtata ta ½taشكtaشك taشك ta¸ï(Avoid Disaster During Periods of Changeta¸ïPKPK¢tata ta ؟taشكtaشك taشك ta¸ï Recruit with scrupulous honestyta¸ïPKPK‌tata ta ءtaشكtaشك taشك ta¸ïGuard against the crazies.ta¸ïPKPK©tata ta أtaشكtaشك taشك ta¸ï'Build support among like-minded peopleta¸ïPKPK°tata ta إtaشكtaشك taشك ta¸ï.Plan for change from a solid conceptual base.ta¸ïPKPK¦tata ta اtaشكtaشك taشك ta¸ï$Don't settle for rhetorical change.ta¸ïPKPKدtata ta ةtaشكtaشك taشك ta¸ïMDon't allow those who are opposed to change to appropriate the basic issues.ta¸ïPKPK–tata ta ثtaشكtaشك taشك ta¸ïKnow the territory.ta¸ïPKPK¤tata ta حtaشكtaشك taشك ta¸ï"Appreciate environmental factors.ta¸ïPKPK–tata ta دtaشكtaشك taشك ta¸ïAvoid future shock.ta¸ïPKPKمtata ta رtaشكtaشك taشك ta¸ïaRemember that change is most successful when those who are affected are involved in the planningta¸ïPKPKلtata ta سtaشكtaشك taشك ta¸ï_Dealing with the way things are -People in positions of authority must consider the followingta¸ïPKPK؟tata ta صtaشكtaشك taشك ta¸ï=Be curious, alert, brave, impatient, truthful, and in focus.ta¸ïPKPKµtata ta ×taشكtaشك taشك ta¸ï3Develop the vision and authority to call the shotsta¸ïPKPKؤtata ta ظtaشكtaشك taشك ta¸ïBDo more than tinker with the organization and flex their muscles.ta¸ïPKPK‌tata ta غtaشكtaشك taشك ta¸ïBe educators and trainers.ta¸ïPKPKؤtata ta فtaشكtaشك taشك ta¸ïBBe social architects, studying and shaping the "culture of work."ta¸ïPKPK#tata ta كtaشكtaشك taشك ta¸ï،Know themselves and listen to themselves, integrating ideals and actions, but tolerate the gap between the desirable and the necessary as they work to close it.ta¸ïPKPKرtata ta لtaشكtaشك taشك ta¸ïODesign the actual structure of succession. Creating a transitive organization.ta¸ïPKPK'tata ta مtaشكtaشك taشك ta¸ï¥Henry Mintzberg's (1973) Skill Listing for leaders, Bennis adds and the x factor (vision of needs and wants and the ability to express them before we realize them.)ta¸ïPKPKژtata ta هtaشكtaشك taشك ta¸ï Peer Skillsta¸ïPKPK”tata ta çtaشكtaشك taشك ta¸ïLeadership Skillsta¸ïPKPK‌tata ta étaشكtaشك taشك ta¸ïConflict Resolution Skillsta¸ïPKPK©tata ta ëtaشكtaشك taشك ta¸ï'Skills in Unstructured Decision Makingta¸ïPKPK™tata ta يtaشكtaشك taشك ta¸ïEntrepreneurial Skillsta¸ïPKPKڑtata ta ïtaشكtaشك taشك ta¸ïSkills of Introspectionta¸ïPKPKَtata ta ٌtaشكtaشك taشك ta¸ï%Information from the Pocket CEO Bookta¸ïMHiam, A. (1990). The Vest Pocket CEO. Englewood Cliffs, NJ, Prentice Hall. PKPKtata ta َtaشكtaشك taشك ta¸ï&Nemoto's Ten Principles of Leadershipta¸ïqMasao Nemoto was a managing director of Toyota. Spearheaded many of the quality and JIT initiatives in his firm.PKPK tata ta ُtaشكtaشك taشك ta¸ïImprovement after Improvementta¸ïPKPKںtata ta ÷taشكtaشك taشك ta¸ïCoordinate between Divisionsta¸ïPKPK’tata ta ùtaشكtaشك taشك ta¸ïEveryone Speaksta¸ïPKPKڈtata ta ûtaشكtaشك taشك ta¸ï Do Not Scoldta¸ïPKPK¨tata ta ‎taشكtaشك taشك ta¸ï&Make sure others understand your workta¸ïPKPK«tata ta ےtaشكtaشك taشك ta¸ï)Send the best employees out for rotationta¸ïPKPK°tata ta taشكtaشك taشك ta¸ï.A command without a deadline is not a commandta¸ïPKPK®tata ta taشكtaشك taشك ta¸ï,Rehearsal is an ideal occasion for trainingta¸ïPKPK½tata ta taشكtaشك taشك ta¸ï;Inspection is a failure unless top management takes actionta¸ïPKPK³tata ta taشكtaشك taشك ta¸ï1Ask subordinates "What can I do to help you?" ta¸ïPKPK+tata ta  taشكtaشك taشك ta¸ï8Albrecht's Organizational Malfunctions (Fuzzy Thinking)ta¸ïrAlbrecht, K. (1979). Brain Power: Learn to Improve Your Thinking Skills. Englewood Cliffs, N.J, Prentice-Hall. PKPKôtata ta  taشكtaشك taشك ta¸ïrLack of a sense of organizational direction, classical activity trap where motion substitutes for accomplishment.ta¸ïPKPKےtata ta  taشكtaشك taشك ta¸ï}Postponed thinking; Problems not thought out, plans half made, commitments half made, major issues not reviewed and studied.ta¸ïPKPKاtata ta taشكtaشك taشك ta¸ïELack of follow though; infrequent goal setting and priority setting.ta¸ïPKPKtata ta taشكtaشك taشك ta¸ï…Insufficient advocacy; Important issues spread across the entire organization without a quarterback responsible for getting results.ta¸ïPKPK@tata ta taشكtaشك taشك ta¸ï¾Insufficient attention to human values; slavish preoccupation with financial bottom line and not the social and organizational bottom lines; which could benefit the organization as a whole.ta¸ïPKPK*tata ta taشكtaشك taشك ta¸ï7Thinking Habits Which Hinder Effective Decision-Makingta¸ïrAlbrecht, K. (1979). Brain Power: Learn to Improve Your Thinking Skills. Englewood Cliffs, N.J, Prentice-Hall. PKPK,tata ta taشكtaشك taشك ta¸ïھMaking the wrong decisions at the executive level; failure to delegate decisions to the appropriate level subordinate; failure to get to or make the important decisions.ta¸ïPKPKtata ta taشكtaشك taشك ta¸ïƒFailing to anticipate key problems and decision issues; failing to recognize developing issues in time to handle them effectively.ta¸ïPKPKگtata ta taشكtaشك taشك ta¸ïOpen loop problem-solving (failure to follow up on the problem and its solution after implementation); failure to review and evaluate the organizational decision-making process on an ongoing basis. Failure to maintain surveillance over the progress of long-term issues.ta¸ïPKPKrtata ta taشكtaشك taشك ta¸ïًUnwillingness to abandon a course of action because of ego involvement. Failure to redecide an issue when events make it appropriate to do so. Inadequate use of staff for fact-finding and option finding during the problem solving process.ta¸ïPKPKٍtata ta taشكtaشك taشك ta¸ï%Information from Management Mess-Upsta¸ïLEppler, M. (1997). Management Mess-Ups. Franklin Lakes NJ, Career Press. PKPKµtata ta !taشكtaشك taشك ta¸ï3Book about common problems and management mistakesta¸ïPKPKچtata ta #taشكtaشك taشك ta¸ï Leadershipta¸ïPKPKـtata ta %taشكtaشك taشك ta¸ïZFailure to understand that the true objective of a manager is to create stars, not be oneta¸ïPKPKدtata ta 'taشكtaشك taشك ta¸ïMFailure to "keep the flame" by championing the company's beliefs and values.ta¸ïPKPKضtata ta )taشكtaشك taشك ta¸ïTFailure to understand the key ingredient in leadership is not power, but influence.ta¸ïPKPKگtata ta +taشكtaشك taشك ta¸ïCommunicationta¸ïPKPKكtata ta -taشكtaشك taشك ta¸ï]Failure to understand that the most powerful and persuasive thing a manager can do is listenta¸ïPKPK¾tata ta /taشكtaشك taشك ta¸ï<Failure to recognize the silent communication of managementta¸ïPKPKتtata ta 1taشكtaشك taشك ta¸ïHFailure to bridge the gap by encouraging cross-functional communicationta¸ïPKPKétata ta 3taشكtaشك taشك ta¸ïgFailure to understand the "grapenet" is still the most powerful means of communication in the businessta¸ïPKPK´tata ta 5taشكtaشك taشك ta¸ï2Failure to meet in the most cost-effective mannerta¸ïPKPKچtata ta 7taشكtaشك taشك ta¸ï Motivationta¸ïPKPKسtata ta 9taشكtaشك taشك ta¸ïQFailure to understand that employment is a marketing transaction monitored dailyta¸ïPKPKصtata ta ;taشكtaشك taشك ta¸ïSFailure to make the people we deal with - customers and employees - feel importantta¸ïPKPKثtata ta =taشكtaشك taشك ta¸ïIFailure to recognize that in managing people, one size does not filt allta¸ïPKPKاtata ta ?taشكtaشك taشك ta¸ïEFailure to understand the power and genuine praise and encouragementta¸ïPKPKàtata ta Ataشكtaشك taشك ta¸ï^Failure to understand that motivation is an inner drive not something we can do to each otherta¸ïPKPK’tata ta Ctaشكtaشك taشك ta¸ïManaging Changeta¸ïPKPKمtata ta Etaشكtaشك taشك ta¸ïaFailure to solicit input from employees before making changes that affect their responsibilitiesta¸ïPKPK±tata ta Gtaشكtaشك taشك ta¸ï/Failure to understand why people resist changeta¸ïPKPKھtata ta Itaشكtaشك taشك ta¸ï(Failure to understand and manage changeta¸ïPKPKںtata ta Ktaشكtaشك taشك ta¸ïFailure to anticipate changeta¸ïPKPK—tata ta Mtaشكtaشك taشك ta¸ïPersonal Developmentta¸ïPKPK¢tata ta Otaشكtaشك taشك ta¸ï Failure to incorporate yourselfta¸ïPKPKétata ta Qtaشكtaشك taشك ta¸ïgFailure to "scrape the barnacles" by conducting frequent self-appraisals and making needed adjustmentsta¸ïPKPK¾tata ta Staشكtaشك taشك ta¸ï<Failure to establish a viable business and personal networkta¸ïPKPKاtata ta Utaشكtaشك taشك ta¸ïEFailure to understand the impact of your personal style as a managerta¸ïPKPK£tata ta Wtaشكtaشك taشك ta¸ï!Failure to take care of yourselfta¸ïPKPK²tata ta Ytaشكtaشك taشك ta¸ï0Failure to make learning a life long commitmentta¸ïPKPK’tata ta [taشكtaشك taشك ta¸ïProblem Solvingta¸ïPKPKشtata ta ]taشكtaشك taشك ta¸ïRFailure to make creativity at least as important as getting the work done on timeta¸ïPKPKاtata ta _taشكtaشك taشك ta¸ïEFailure to know the "Wright Stuff" when it comes to solving problemsta¸ïPKPK¬tata ta ataشكtaشك taشك ta¸ï*Failure to manage conflict constructivelyta¸ïPKPK»tata ta ctaشكtaشك taشك ta¸ï9Failure to understand that placing blame in unproductiveta¸ïPKPK­tata ta etaشكtaشك taشك ta¸ï+Failure to take reasoned risks when neededta¸ïPKPK“tata ta gtaشكtaشك taشك ta¸ïCustomer Serviceta¸ïPKPKدtata ta itaشكtaشك taشك ta¸ïMFailure to understand that exemplary customer service is no longer an optionta¸ïPKPKظtata ta ktaشكtaشك taشك ta¸ïWFailure to teach employees that policies are general guides - not dictates to behaviorta¸ïPKPKçtata ta mtaشكtaشك taشك ta¸ïeFailure to meet routinely with customers - internal and external - to discover what they really wantta¸ïPKPK»tata ta otaشكtaشك taشك ta¸ï9Failure to understand that "hustle" is a viable strategyta¸ïPKPKةtata ta qtaشكtaشك taشك ta¸ïGFailure to recognize the stress-producing capacity of superior serviceta¸ïPKPK’tata ta staشكtaشك taشك ta¸ïGetting Resultsta¸ïPKPKطtata ta utaشكtaشك taشك ta¸ïVFailure to understand the relationship between control, self-esteem, and productivityta¸ïPKPKêtata ta wtaشكtaشك taشك ta¸ïhFailure to understand that the ultimate factor in success is not talent or method but desire and effortta¸ïPKPK¦tata ta ytaشكtaشك taشك ta¸ï$Failure to celebrate your victoriesta¸ïPKPK¼tata ta {taشكtaشك taشك ta¸ï:Failure to understand that all organization are politicalta¸ïPKPKشtata ta }taشكtaشك taشك ta¸ïRFailure to understand that in business today, information is the weapon of choiceta¸ïPKPK•tata ta taشكtaشك taشك ta¸ïGeneral Managementta¸ïPKPKوtata ta پtaشكtaشك taشك ta¸ïdFailure to understand that people will quit planting seeds if the cannot participate in the harvestta¸ïPKPKآtata ta ƒtaشكtaشك taشك ta¸ï@Failure to understand the importance of a performance appraisalta¸ïPKPKâtata ta …taشكtaشك taشك ta¸ï`Failure to understand to recognize the "penny-wise and pound-foolish" nature of micromanagementta¸ïPKPKجtata ta ‡taشكtaشك taشك ta¸ïJFailure to understand that part of a manager's job is to make the job funta¸ïPKPK‌tata ta ‰taشكtaشك taشك ta¸ïFailure to train employeesta¸ïPKPK‹tata ta ‹taشكtaشك taشك ta¸ï Planningta¸ïPKPK²tata ta چtaشكtaشك taشك ta¸ï0Failure to set challenging and meaningful goalsta¸ïPKPK³tata ta ڈtaشكtaشك taشك ta¸ï1Failure to understand the emotions of delegationta¸ïPKPKتtata ta ‘taشكtaشك taشك ta¸ïHFailure to ask the question "is this the best use of my time right now"ta¸ïPKPKکtata ta “taشكtaشك taشك ta¸ïFailure to plan aheadta¸ïPKPK’tata ta •taشكtaشك taشك ta¸ïCompany Cultureta¸ïPKPK³tata ta —taشكtaشك taشك ta¸ï1Failure to use symbols of your company's cultureta¸ïPKPK¯tata ta ™taشكtaشك taشك ta¸ï-Failure to recognize the dangers of cynicismta¸ïPKPK®tata ta ›taشكtaشك taشك ta¸ï,Failure to tidy up the physical environmentta¸ïPKPK¬tata ta ‌taشكtaشك taشك ta¸ï*Failure to cultivate pride in workmanshipta¸ïPKPKةtata ta ںtaشكtaشك taشك ta¸ïGFailure to understand that when graciousness declines, the end is nearta¸ïPKPKچtata ta ،taشكtaشك taشك ta¸ï The Basicsta¸ïPKPKغtata ta £taشكtaشك taشك ta¸ïYFailure to understand that the real winning edge comes from creating value, not productsta¸ïPKPKثtata ta ¥taشكtaشك taشك ta¸ïIFailure to understand that nothing happens until someone sells somethingta¸ïPKPK¯tata ta §taشكtaشك taشك ta¸ï-Failure to teach employees how to keep scoreta¸ïPKPKھtata ta ©taشكtaشك taشك ta¸ï(Failure to deserve the victory you seekta¸ïPKPKڈtata ta «taشكtaشك taشك ta¸ï The Big One ta¸ïPKPK؛tata ta ­taشكtaشك taشك ta¸ï8Failure to practice in reality what you learn in theoryta¸ïPKPKétata ta ¯taشكtaشك taشك ta¸ïDeming's Management Guidelinesta¸ïIWalton, M. (1986). The Deming Management Method. New York NY, Dodd, MeadPKPKڑtata ta ±taشكtaشك taشك ta¸ïDeming's Quality Pointsta¸ïPKPKتtata ta ³taشكtaشك taشك ta¸ïHCreate Constancy of Purpose for the Improvement of Product and Service.ta¸ïPKPKœtata ta µtaشكtaشك taشك ta¸ïAdopt the New Philosophy.ta¸ïPKPK§tata ta ·taشكtaشك taشك ta¸ï%Cease Dependence on Mass Inspection.ta¸ïPKPK¼tata ta ¹taشكtaشك taشك ta¸ï:End the Practice of Awarding Business on Price Tag Alone.ta¸ïPKPKاtata ta »taشكtaشك taشك ta¸ïEImprove Constantly and Forever the System of Production and Service.ta¸ïPKPK¤tata ta ½taشكtaشك taشك ta¸ï"Institute Training and Retrainingta¸ïPKPK—tata ta ؟taشكtaشك taشك ta¸ïInstitute Leadershipta¸ïPKPK‘tata ta ءtaشكtaشك taشك ta¸ïDrive Out Fearta¸ïPKPKھtata ta أtaشكtaشك taشك ta¸ï(Break Down Barriers Between Staff Areasta¸ïPKPKآtata ta إtaشكtaشك taشك ta¸ï@Eliminate Slogans, Exhortations, and Targets for the Workforce.ta¸ïPKPK‍tata ta اtaشكtaشك taشك ta¸ïEliminate Numerical Quotas.ta¸ïPKPK«tata ta ةtaشكtaشك taشك ta¸ï)Remove Barriers to Pride of Workmanship.ta¸ïPKPK¼tata ta ثtaشكtaشك taشك ta¸ï:Institute a Vigorous Program of Education and Retraining.ta¸ïPKPK°tata ta حtaشكtaشك taشك ta¸ï.Take Action to Accomplish the Transformation.ta¸ïPKPK‌tata ta دtaشكtaشك taشك ta¸ïDeming's Management Errorsta¸ïPKPK’tata ta رtaشكtaشك taشك ta¸ïCritical Errorsta¸ïPKPKںtata ta سtaشكtaشك taشك ta¸ïLack of Constancy of Purposeta¸ïPKPK،tata ta صtaشكtaشك taشك ta¸ïEmphasis on short-term Profitsta¸ïPKPKجtata ta ×taشكtaشك taشك ta¸ïJEvaluation of Performance, Merit Review, Annual Reviews (for Individuals)ta¸ïPKPK‌tata ta ظtaشكtaشك taشك ta¸ïMobility of Top Managementta¸ïPKPKئtata ta غtaشكtaشك taشك ta¸ïDRunning the Company on Visible Figures Alone ("Counting the Money")ta¸ïPKPKڑtata ta فtaشكtaشك taشك ta¸ïExcessive Medical Coststa¸ïPKPK¶tata ta كtaشكtaشك taشك ta¸ï4Excessive Costs of Warranty, fueled by lawyers feesta¸ïPKPK›tata ta لtaشكtaشك taشك ta¸ïObstacles (Non-Critical)ta¸ïPKPK´tata ta مtaشكtaشك taشك ta¸ï2Neglect of long-range Planning and Transformationta¸ïPKPKجtata ta هtaشكtaشك taشك ta¸ïJSupposition that technology is the only thing that will change industriesta¸ïPKPK­tata ta çtaشكtaشك taشك ta¸ï+Searching for Examples (Copying Solutions)ta¸ïPKPK‌tata ta étaشكtaشك taشك ta¸ïOur Problems are Differentta¸ïPKPK¬tata ta ëtaشكtaشك taشك ta¸ï*Reliance upon Quality Control Departmentsta¸ïPKPK¥tata ta يtaشكtaشك taشك ta¸ï#Blaming the Workforce for Problemsta¸ïPKPKکtata ta ïtaشكtaشك taشك ta¸ïQuality by Inspectionta¸ïPKPK¼tata ta ٌtaشكtaشك taشك ta¸ï:False Starts on improvement programs (piecemeal approach)ta¸ïPKPKکtata ta َtaشكtaشك taشك ta¸ïThe unmanned computerta¸ïPKPK™tata ta ُtaشكtaشك taشك ta¸ïMeeting Specificationsta¸ïPKPK£tata ta ÷taشكtaشك taشك ta¸ï!Inadequate Testing of Prototypesta¸ïPKPKزtata ta ùtaشكtaشك taشك ta¸ïPViewing the Business as so unique that it takes a lot of time to understand it.ta¸ïPKPK:tata ta ûtaشكtaشك taشك ta¸ï/Information from Principle-Centered Leadershipta¸ïٹCovey, S. R. (1991). Principle-Centered Leadership: Strategies for Personal and Professional Effectiveness. New York NY, Summit Books. PKPK£tata ta ‎taشكtaشك taشك ta¸ï!Personal Level - Trustworthinessta¸ïPKPK”tata ta ےtaشكtaشك taشك ta¸ïSeven Good Habitsta¸ïPKPK¤tata ta taشكtaشك taشك ta¸ï"Primary Endowments (Capabilities)ta¸ïPKPKڈtata taîtaشكtaشك taشك ta¸ï Be Proactiveta¸ïPKPK‘tata ta taشكtaشك taشك ta¸ïSelf Knowledgeta¸ïPKPK‘tata ta taشكtaشك taشك ta¸ïSelf Awarenessta¸ïPKPK‌tata ta  taشكtaشك taشك ta¸ïBegin With The End In Mindta¸ïPKPKژtata ta  taشكtaشك taشك ta¸ï Imaginationta¸ïPKPKچtata ta  taشكtaشك taشك ta¸ï Conscienceta¸ïPKPK™tata ta taشكtaشك taشك ta¸ïPut First Things Firstta¸ïPKPKŒtata ta taشكtaشك taشك ta¸ï Willpowerta¸ïPKPK—tata ta taشكtaشك taشك ta¸ïSecondary Endowmentsta¸ïPKPKگtata ta taشكtaشك taشك ta¸ïThink Win-Winta¸ïPKPK–tata ta taشكtaشك taشك ta¸ïAbundance Mentalityta¸ïPKPK›tata ta taشكtaشك taشك ta¸ïSeek First To Understandta¸ïPKPKٹtata ta taشكtaشك taشك ta¸ïCourageta¸ïPKPKگtata ta taشكtaشك taشك ta¸ïConsiderationta¸ïPKPKŒtata ta taشكtaشك taشك ta¸ï Synergizeta¸ïPKPKچtata ta !taشكtaشك taشك ta¸ï Creativityta¸ïPKPK”tata ta #taشكtaشك taشك ta¸ï"Sharpen The Saw"ta¸ïPKPKڑtata ta %taشكtaشك taشك ta¸ïContinuous Self Renewalta¸ïPKPK”tata ta 'taشكtaشك taشك ta¸ïThree Resolutionsta¸ïPKPKِtata ta )taشكtaشك taشك ta¸ïtTo Overcome The Restraining Forces Of Appetites And Passions, Resolve To Exercise Self-Discipline And Self-Denial. ta¸ïPKPKêtata ta +taشكtaشك taشك ta¸ïhTo Overcome The Restraining Forces Of Pride And Pretension, Resolve To Work On Character And Competenceta¸ïPKPK,tata ta -taشكtaشك taشك ta¸ïھTo Overcome The Restraining Forces Of Unbridled Aspiration And Ambition, Resolve To Dedicate My Talents And Resources To Noble Purposes And To Provide Service To Others.ta¸ïPKPK‌tata ta /taشكtaشك taشك ta¸ïImportant Character Traitsta¸ïPKPKŒtata ta 1taشكtaشك taشك ta¸ï Integrityta¸ïPKPK‹tata ta 3taشكtaشك taشك ta¸ï Maturityta¸ïPKPK–tata ta 5taشكtaشك taشك ta¸ïAbundance Mentalityta¸ïPKPK›tata ta 7taشكtaشك taشك ta¸ïRules For Promise Makingta¸ïPKPK tata ta 9taشكtaشك taشك ta¸ïNever Make One You Can't Keepta¸ïPKPK¸tata ta ;taشكtaشك taشك ta¸ï6Make Meaningful Ones And Share Them With A Loved One.ta¸ïPKPK½tata ta =taشكtaشك taشك ta¸ï;Use Self-Knowledge And Be Selective About The Ones We Maketa¸ïPKPK´tata ta ?taشكtaشك taشك ta¸ï2Consider Them As A Measure Of Integrity And Faithta¸ïPKPKصtata ta Ataشكtaشك taشك ta¸ïSRemember That Our Own Personal Integrity Is The Basis For Our Success With Others.ta¸ïPKPK”tata ta Ctaشكtaشك taشك ta¸ïSeven Deadly Sinsta¸ïPKPK–tata ta Etaشكtaشك taشك ta¸ïWealth Without Workta¸ïPKPK‍tata ta Gtaشكtaشك taشك ta¸ïPleasure Without Conscienceta¸ïPKPK‍tata ta Itaشكtaشك taشك ta¸ïKnowledge Without Characterta¸ïPKPK®tata ta Ktaشكtaشك taشك ta¸ï,Commerce(Business) Without Morality(Ethics)ta¸ïPKPK›tata ta Mtaشكtaشك taشك ta¸ïScience Without Humanityta¸ïPKPK‌tata ta Otaشكtaشك taشك ta¸ïReligion Without Sacrificeta¸ïPKPK‌tata ta Qtaشكtaشك taشك ta¸ïPolitics Without Principleta¸ïPKPK‍tata ta Staشكtaشك taشك ta¸ïInterpersonal Level - Trustta¸ïPKPKگtata ta Utaشكtaشك taشك ta¸ïPower Processta¸ïPKPKؤtata ta Wtaشكtaشك taشك ta¸ïBPrinciple-Centered - "Rare". Based On Carefully Selective Valuesta¸ïPKPKˆtata ta Ytaشكtaشك taشك ta¸ïHonorta¸ïPKPK tata ta [taشكtaشك taشك ta¸ïSustained Proactive Influenceta¸ïPKPKژtata ta ]taشكtaشك taشك ta¸ï Power Toolsta¸ïPKPKچtata ta _taشكtaشك taشك ta¸ï Persuasionta¸ïPKPK‹tata ta ataشكtaشك taشك ta¸ï Patienceta¸ïPKPKچtata ta ctaشكtaشك taشك ta¸ï Gentlenessta¸ïPKPKگtata ta etaشكtaشك taشك ta¸ïTeachablenessta¸ïPKPKچtata ta gtaشكtaشك taشك ta¸ï Acceptanceta¸ïPKPK‹tata ta itaشكtaشك taشك ta¸ï Kindnessta¸ïPKPK‹tata ta ktaشكtaشك taشك ta¸ï Opennessta¸ïPKPK‍tata ta mtaشكtaشك taشك ta¸ïCompassionate Confrontationta¸ïPKPKژtata ta otaشكtaشك taشك ta¸ï Consistencyta¸ïPKPKŒtata ta qtaشكtaشك taشك ta¸ï Integrityta¸ïPKPK؛tata ta staشكtaشك taشك ta¸ï8Utility Power - "Economics" Fosters Situational Ethicsta¸ïPKPK‹tata ta utaشكtaشك taشك ta¸ï Fairnessta¸ïPKPK tata ta wtaشكtaشك taشك ta¸ïFunctional Reactive Influenceta¸ïPKPK²tata ta ytaشكtaشك taشك ta¸ï0Coercive Power - "Tyrant" Driven By Retributionta¸ïPKPK‡tata ta {taشكtaشك taشك ta¸ïFearta¸ïPKPK‌tata ta }taشكtaشك taشك ta¸ïTemporary Reactive Controlta¸ïPKPKœtata ta taشكtaشك taشك ta¸ïClearing Communications -ta¸ïPKPK*tata ta پtaشكtaشك taشك ta¸ï¨Work To Insure These Areas Are Functioning Properly. "Communication After All, Is Not So Much A Matter Of Intellect As It Is Of The Trust And Acceptance Of Others..."ta¸ïPKPKچtata ta ƒtaشكtaشك taشك ta¸ï Perceptionta¸ïPKPK”tata ta …taشكtaشك taشك ta¸ïHow We See Thingsta¸ïPKPKژtata ta ‡taشكtaشك taشك ta¸ï Credibilityta¸ïPKPK£tata ta ‰taشكtaشك taشك ta¸ï!How We Believe Others See Thingsta¸ïPKPKŒtata ta ‹taشكtaشك taشك ta¸ï Attitudesta¸ïPKPK”tata ta چtaشكtaشك taشك ta¸ïAssume Good Faithta¸ïPKPKœtata ta ڈtaشكtaشك taشك ta¸ïRelationship Is Importantta¸ïPKPKںtata ta ‘taشكtaشك taشك ta¸ïOpen To Suggestions & Changeta¸ïPKPKŒtata ta “taشكtaشك taشك ta¸ï Behaviorsta¸ïPKPK—tata ta •taشكtaشك taشك ta¸ïListen To Understandta¸ïPKPK™tata ta —taشكtaشك taشك ta¸ïSpeak To Be Understoodta¸ïPKPKإtata ta ™taشكtaشك taشك ta¸ïCStart From Agreements & Work From There To Areas Of Disagreements ta¸ïPKPKˆtata ta ›taشكtaشك taشك ta¸ïWordsta¸ïPKPK•tata ta ‌taشكtaشك taشك ta¸ïPower Of Semanticsta¸ïPKPKگtata ta ںtaشكtaشك taشك ta¸ïRelationshipsta¸ïPKPKگtata ta ،taشكtaشك taشك ta¸ïBody Languageta¸ïPKPKکtata ta £taشكtaشك taشك ta¸ïHidden Communication ta¸ïPKPK‡tata ta ¥taشكtaشك taشك ta¸ïMapsta¸ïPKPKبtata ta §taشكtaشك taشك ta¸ïFOur Own Personal Frame Of Reference For Our Actions And The Territoryta¸ïPKPKŒtata ta ©taشكtaشك taشك ta¸ï Territoryta¸ïPKPKœtata ta «taشكtaشك taشك ta¸ïThe Real World We Live Inta¸ïPKPK‰tata ta ­taشكtaشك taشك ta¸ïSkillsta¸ïPKPK›tata ta ¯taشكtaشك taشك ta¸ïSee Leadership 1 Outlineta¸ïPKPK‹tata ta ±taشكtaشك taشك ta¸ï Securityta¸ïPKPK½tata ta ³taشكtaشك taشك ta¸ï;Understand The Need For It And Its Impact On Communicationta¸ïPKPKˆtata ta µtaشكtaشك taشك ta¸ïLogicta¸ïPKPK”tata ta ·taشكtaشك taشك ta¸ïReason And Impactta¸ïPKPKٹtata ta ¹taشكtaشك taشك ta¸ïEmotionta¸ïPKPK‰tata ta »taشكtaشك taشك ta¸ïImpactta¸ïPKPK‹tata ta ½taشكtaشك taشك ta¸ï Sympathyta¸ïPKPK“tata ta ؟taشكtaشك taشك ta¸ïListen Carefullyta¸ïPKPKٹtata ta ءtaشكtaشك taشك ta¸ïEmpathyta¸ïPKPK¤tata ta أtaشكtaشك taشك ta¸ï"Thirty Methods Of "PCL" Influenceta¸ïPKPKڑtata ta إtaشكtaشك taشك ta¸ïOvert Actions (Example)ta¸ïPKPK³tata ta اtaشكtaشك taشك ta¸ï1Refrain From Saying The Unkind Or Negative Thingta¸ïPKPK tata ta ةtaشكtaشك taشك ta¸ïExercise Patience With Othersta¸ïPKPK²tata ta ثtaشكtaشك taشك ta¸ï0Distinguish Between The Person And The Behaviorta¸ïPKPKœtata ta حtaشكtaشك taشك ta¸ïPerform Anonymous Serviceta¸ïPKPK tata ta دtaشكtaشك taشك ta¸ïChoose The Proactive Responseta¸ïPKPK•tata ta رtaشكtaشك taشك ta¸ïKeep Your Promisesta¸ïPKPK؛tata ta سtaشكtaشك taشك ta¸ï8Focus On The Circle Of Influence (The People You Touch)ta¸ïPKPK—tata ta صtaشكtaشك taشك ta¸ïLive The Law Of Loveta¸ïPKPKگtata ta ×taشكtaشك taشك ta¸ïRelationshipsta¸ïPKPKœtata ta ظtaشكtaشك taشك ta¸ïAssume The Best Of Othersta¸ïPKPK›tata ta غtaشكtaشك taشك ta¸ïSeek First To Understandta¸ïPKPK®tata ta فtaشكtaشك taشك ta¸ï,Reward Open Honest Expressions Or Questionsta¸ïPKPK،tata ta كtaشكtaشك taشك ta¸ïGive An Understanding Responseta¸ïPKPK£tata ta لtaشكtaشك taشك ta¸ï!If Offended, Take The Initiativeta¸ïPKPK±tata ta مtaشكtaشك taشك ta¸ï/Admit Mistakes, Apologize, And Ask Forgivenessta¸ïPKPKîtata ta هtaشكtaشك taشك ta¸ïlLet Arguments Fly Out Open Windows - Give No Answer To Contentious Arguments Or Irresponsible Accusations.ta¸ïPKPKگtata ta çtaشكtaشك taشك ta¸ïGo One On Oneta¸ïPKPK؛tata ta étaشكtaشك taشك ta¸ï8 Renew Your Commitment To The Things You Have In Commonta¸ïPKPKجtata ta ëtaشكtaشك taشك ta¸ïJRecognize That To Influence People, You Must First Let Them Influence Youta¸ïPKPK¦tata ta يtaشكtaشك taشك ta¸ï$Accept The Person And The Situationta¸ïPKPKژtata ta ïtaشكtaشك taشك ta¸ï Instructionta¸ïPKPK¼tata ta ٌtaشكtaشك taشك ta¸ï:Prepare You Mind And Heart Before You Prepare Your Speechta¸ïPKPK·tata ta َtaشكtaشك taشك ta¸ï5Avoid Fight Or Flight - Talk Through The Differencesta¸ïPKPK£tata ta ُtaشكtaشك taشك ta¸ï!Recognize And Take Time To Teachta¸ïPKPK¶tata ta ÷taشكtaشك taشك ta¸ï4Agree On The Limits, Expectations, And Consequencesta¸ïPKPK¢tata ta ùtaشكtaشك taشك ta¸ï Don't Give Up And Don't Give Inta¸ïPKPK‌tata ta ûtaشكtaشك taشك ta¸ïBe There At The Crossroadsta¸ïPKPKھtata ta ‎taشكtaشك taشك ta¸ï(Speak The Language Of Logic And Emotionta¸ïPKPK—tata ta ےtaشكtaشك taشك ta¸ïDelegate Effectivelyta¸ïPKPK¨tata ta taشكtaشك taشك ta¸ï&Involve People In Meaningful Projectsta¸ïPKPK§tata ta taشكtaشك taشك ta¸ï%Train Them In The Law Of The Harvestta¸ïPKPK¶tata ta taشكtaشك taشك ta¸ï4Let Natural Consequences Teach Responsible Behaviorta¸ïPKPK¦tata ta taشكtaشك taشك ta¸ï$Three Big Mistakes In Relationshipsta¸ïPKPK¥tata ta  taشكtaشك taشك ta¸ï#Advice Without First Understandingta¸ïPKPKرtata ta  taشكtaشك taشك ta¸ïOAttempting To Build/Rebuild Relationships Without Changing Conduct Or Attitudeta¸ïPKPK½tata ta  taشكtaشك taشك ta¸ï;Assuming That Good Example And Relationship Are Sufficientta¸ïPKPK›tata ta taشكtaشك taشك ta¸ïManagerial - Empowermentta¸ïPKPK¥tata ta taشكtaشك taشك ta¸ï#Abundance Managers Characteristicsta¸ïPKPK¬tata ta taشكtaشك taشك ta¸ï*They Manage Themselves As Described Aboveta¸ïPKPK¦tata ta taشكtaشك taشك ta¸ï$They Seek Solitude And Enjoy Natureta¸ïPKPK tata ta taشكtaشك taشك ta¸ïThey Serve Others Anonymouslyta¸ïPKPK،tata ta taشكtaشك taشك ta¸ïThey Sharpen The Saw Regularlyta¸ïPKPKئtata ta taشكtaشك taشك ta¸ïDThey Maintain A Long-Term Intimate Relationship With Another Personta¸ïPKPK¥tata ta taشكtaشك taشك ta¸ï#They Forgive Themselves And Othersta¸ïPKPK›tata ta taشكtaشك taشك ta¸ïThey Are Problem-Solversta¸ïPKPK¤tata ta !taشكtaشك taشك ta¸ï"Chronic Problems In Organizationsta¸ïPKPK‌tata ta #taشكtaشك taشك ta¸ïNo Shared Vision Or Valuesta¸ïPKPKظtata ta %taشكtaشك taشك ta¸ïWNo Mission Statement Or Lack Of Understanding And Commitment To The Mission Statementta¸ïPKPK”tata ta 'taشكtaشك taشك ta¸ïNo Strategic Pathta¸ïPKPKحtata ta )taشكtaشك taشك ta¸ïKNot Well Developed Or Ineffective In Meeting The Needs Of The Implementersta¸ïPKPK‘tata ta +taشكtaشك taشك ta¸ïPoor Alignmentta¸ïPKPKبtata ta -taشكtaشك taشك ta¸ïFBad Alignment Between Vision, Structure, Strategic Path, And Systems;ta¸ïPKPK™tata ta /taشكtaشك taشك ta¸ïWrong Management Styleta¸ïPKPK«tata ta 1taشكtaشك taشك ta¸ï)Incongruent With Values Or Shared Visionta¸ïPKPK™tata ta 3taشكtaشك taشك ta¸ïPoor Leadership Skillsta¸ïPKPK½tata ta 5taشكtaشك taشك ta¸ï;Style Does Match The Skills, Or Managers Don't Have Skillsta¸ïPKPKŒtata ta 7taشكtaشك taشك ta¸ï Low Trustta¸ïPKPK¸tata ta 9taشكtaشك taشك ta¸ï6Organization Doesn't Cooperate; Closed Communicationsta¸ïPKPKڈtata ta ;taشكtaشك taشك ta¸ï No Integrityta¸ïPKPKحtata ta =taشكtaشك taشك ta¸ïKValues And Actions Don't Jive; No Correlation Between Values And What I Dota¸ïPKPKœtata ta ?taشكtaشك taشك ta¸ïFour Managerial Paradigmsta¸ïPKPKœtata ta Ataشكtaشك taشك ta¸ïScientific, Authoritarianta¸ïPKPK—tata ta Ctaشكtaشك taشك ta¸ïPrinciple - Fairnessta¸ïPKPK tata ta Etaشكtaشك taشك ta¸ïNeeds Met - Physical/Economicta¸ïPKPK¦tata ta Gtaشكtaشك taشك ta¸ï$Human Relations (Benevolent Tyrant)ta¸ïPKPK—tata ta Itaشكtaشك taشك ta¸ïPrinciple - Kindnessta¸ïPKPKںtata ta Ktaشكtaشك taشك ta¸ïNeeds Met - Social/Emotionalta¸ïPKPK‘tata ta Mtaشكtaشك taشك ta¸ïHuman Resourceta¸ïPKPK¬tata ta Otaشكtaشك taشك ta¸ï*Principle - Use And Development Of Talentta¸ïPKPKœtata ta Qtaشكtaشك taشك ta¸ïNeeds Met - Psychologicalta¸ïPKPK tata ta Staشكtaشك taشك ta¸ïPrinciple-Centered Leadershipta¸ïPKPK–tata ta Utaشكtaشك taشك ta¸ïPrinciple - Meaningta¸ïPKPKکtata ta Wtaشكtaشك taشك ta¸ïNeeds Met - Spiritualta¸ïPKPK¢tata ta Ytaشكtaشك taشك ta¸ï Eight Steps For Problem Solvingta¸ïPKPKڈtata ta [taشكtaشك taشك ta¸ï Gather Data.ta¸ïPKPK‘tata ta ]taشكtaشك taشك ta¸ïDiagnose Data.ta¸ïPKPK•tata ta _taشكtaشك taشك ta¸ïSet Up Objectives.ta¸ïPKPK¯tata ta ataشكtaشك taشك ta¸ï-Identify, Select, And Evaluate Alternatives.ta¸ïPKPK“tata ta ctaشكtaشك taشك ta¸ïMake A Decision.ta¸ïPKPK›tata ta etaشكtaشك taشك ta¸ïImplement The Decision. ta¸ïPKPK¨tata ta gtaشكtaشك taشك ta¸ï&Study Results Against The Objectives.ta¸ïPKPK–tata ta itaشكtaشك taشك ta¸ïRepeat The Process.ta¸ïPKPK‌tata ta ktaشكtaشك taشك ta¸ïOrganizational - Alignmentta¸ïPKPK'tata ta mtaشكtaشك taشك ta¸ï¥Alignment Speaks To The Congruency Between The TQM Principles (Mainly Those Of Deming) To The Activities And Principles Described Above. "Total Quality Leadership"ta¸ïPKPK¼tata ta otaشكtaشك taشك ta¸ï:Manage From The Left (Brain)/ Lead With The Right (Brain)ta¸ïPKPKاtata ta qtaشكtaشك taشك ta¸ïEPay Close Attention To The People Oriented Aspects Of Deming's Work.ta¸ïPKPK—tata ta staشكtaشك taشك ta¸ïCompleted Staff Workta¸ïPKPKھtata ta utaشكtaشك taشك ta¸ï(Clear Understanding Of Desired Results.ta¸ïPKPKآtata ta wtaشكtaشك taشك ta¸ï@Give A Clear Sense Of What Level Of Initiative The People Have.ta¸ïPKPK‍tata ta ytaشكtaشك taشك ta¸ïWait Until Told To Proceed.ta¸ïPKPK¤tata ta {taشكtaشك taشك ta¸ï"Ask And Then Make Recommendation.ta¸ïPKPK tata ta }taشكtaشك taشك ta¸ïDo It And Report Immediately.ta¸ïPKPK،tata ta taشكtaشك taشك ta¸ïDo It And Report Periodically.ta¸ïPKPK—tata ta پtaشكtaشك taشك ta¸ïClarify Assumptions.ta¸ïPKPKـtata ta ƒtaشكtaشك taشك ta¸ïZProvide The People Charged With The Work As Much Time, Resources, And Access As Possible.ta¸ïPKPK°tata ta …taشكtaشك taشك ta¸ï.Set A Time And Place For Presenting The Work.ta¸ïPKPK°tata ta ‡taشكtaشك taشك ta¸ï.Pay Attention To Organizational Productivity.ta¸ïPKPKtata ta ‰taشكtaشك taشك ta¸ï*Information From Sun Tzu (The Art of War)ta¸ïVTzu, S. (1983). The Art of War. New York NY, Dell Publishing Company, Incorporated. PKPK“tata ta ‹taشكtaشك taشك ta¸ïThe Five Factorsta¸ïPKPKھtata ta چtaشكtaشك taشك ta¸ï(The Moral Law (The rulers, governments)ta¸ïPKPK›tata ta ڈtaشكtaشك taشك ta¸ïHeaven (The time of day)ta¸ïPKPK°tata ta ‘taشكtaشك taشك ta¸ï.Earth (The territory the battle is fought on)ta¸ïPKPK¬tata ta “taشكtaشك taشك ta¸ï*The Commander (The wisdom of the leaders)ta¸ïPKPKتtata ta •taشكtaشك taشك ta¸ïHMethod and discipline (The readiness (training) of the forces involved)ta¸ïPKPKدtata ta —taشكtaشك taشك ta¸ïMThe types of Terrain (the battlefield, where the fight(s) are to take place)ta¸ïPKPKچtata ta ™taشكtaشك taشك ta¸ï Accessibleta¸ïPKPKأtata ta ›taشكtaشك taشك ta¸ïATerrain that is open and easily held by he who gets there first.ta¸ïPKPKچtata ta ‌taشكtaشك taشك ta¸ï Entanglingta¸ïPKPK¸tata ta ںtaشكtaشك taشك ta¸ï6Terrain that can be abandoned but is hard to reoccupyta¸ïPKPKژtata ta ،taشكtaشك taشك ta¸ï Temporizingta¸ïPKPK»tata ta £taشكtaشك taشك ta¸ï9Terrain that precludes either side taking the first moveta¸ïPKPKگtata ta ¥taشكtaشك taشك ta¸ïNarrow Passesta¸ïPKPKرtata ta §taشكtaشك taشك ta¸ïOTerrain that lends itself to ambush, if the first one there has the resources.ta¸ïPKPK–tata ta ©taشكtaشك taشك ta¸ïPrecipitous Heightsta¸ïPKPKزtata ta «taشكtaشك taشك ta¸ïPTerrain that is high ground. The first to occupy will have a definite advantageta¸ïPKPKےtata ta ­taشكtaشك taشك ta¸ï}The Nine Situations (Speaks more to the tempo of the battle as it begins. This is a discussion of tactics and when to fight)ta¸ïPKPK•tata ta ¯taشكtaشك taشك ta¸ïDispersive ground ta¸ïPKPKہtata ta ±taشكtaشك taشك ta¸ï>Ground where an army can leave or scatter (near their homes)ta¸ïPKPK”tata ta ³taشكtaشك taشك ta¸ïDon’t fight here.ta¸ïPKPKگtata ta µtaشكtaشك taشك ta¸ïFacile groundta¸ïPKPK¨tata ta ·taشكtaشك taشك ta¸ï&Ground just inside hostile territory.ta¸ïPKPK¯tata ta ¹taشكtaشك taشك ta¸ï-On this type of ground, keep moving forward.ta¸ïPKPK•tata ta »taشكtaشك taشك ta¸ïContentious groundta¸ïPKPK´tata ta ½taشكtaشك taشك ta¸ï2Ground that is of great advantage to either side.ta¸ïPKPK©tata ta ؟taشكtaشك taشك ta¸ï'Don’t attack an enemy positioned here.ta¸ïPKPKژtata ta ءtaشكtaشك taشك ta¸ï Open groundta¸ïPKPK¬tata ta أtaشكtaشك taشك ta¸ï*Ground where either army can move easily.ta¸ïPKPKئtata ta إtaشكtaشك taشك ta¸ïDDon’t try to block your enemy’s movement. It is pointless to do so.ta¸ïPKPK¢tata ta اtaشكtaشك taشك ta¸ï Ground of intersecting highwaysta¸ïPKPKطtata ta ةtaشكtaشك taشك ta¸ïVGround that if occupied first, control the lines of transportation and communication.ta¸ïPKPKàtata ta ثtaشكtaشك taشك ta¸ï^Use the lines of Communications and transportation to establish a clear unbeatable advantage.ta¸ïPKPK‘tata ta حtaشكtaشك taشك ta¸ïSerious groundta¸ïPKPKâtata ta دtaشكtaشك taشك ta¸ï`Ground that is deep within enemy territory and a long way from your fortifications in the rear.ta¸ïPKPKآtata ta رtaشكtaشك taشك ta¸ï@On this ground, gather in plunder and keep your supplies ready.ta¸ïPKPK“tata ta سtaشكtaشك taشك ta¸ïDifficult groundta¸ïPKPK£tata ta صtaشكtaشك taشك ta¸ï!Ground that is hard to traverse.ta¸ïPKPK‍tata ta ×taشكtaشك taشك ta¸ïOn this ground, keep movingta¸ïPKPK“tata ta ظtaشكtaشك taشك ta¸ïHemmed-in groundta¸ïPKPKًtata ta غtaشكtaشك taشك ta¸ïnGround that provides a small group an advantage over a larger army by preventing the larger from maneuvering.ta¸ïPKPKأtata ta فtaشكtaشك taشك ta¸ïAOn this ground, resort to stratagem, (diversions, false attacks)ta¸ïPKPK“tata ta كtaشكtaشك taشك ta¸ïDesperate groundta¸ïPKPK½tata ta لtaشكtaشك taشك ta¸ï;Ground that can only be saved by fighting hard, right now.ta¸ïPKPKىtata ta مtaشكtaشك taشك ta¸ïjFight Hard, like a person who ready and eager to die (fanatic), and will take anyone along if he/she can.ta¸ïPKPKگtata ta هtaشكtaشك taشك ta¸ïSome Thoughtsta¸ïPKPKسtata ta çtaشكtaشك taشك ta¸ïQSupreme Excellence consists of breaking your enemy’s resistance without a fight.ta¸ïPKPK\tata ta étaشكtaشك taشك ta¸ïعIf you know yourself and your enemy, then you need not fear the outcome of a hundred battles.... He who knows only himself will suffer a defeat for every victory. (He who knows neither himself or his enemy, is toast.)ta¸ïPKPK½tata ta ëtaشكtaشك taشك ta¸ï;He will win who knows when to fight and when not to fight.ta¸ïPKPKةtata ta يtaشكtaشك taشك ta¸ïGHe will win who knows how to handle both superior and inferior forces.ta¸ïPKPKجtata ta ïtaشكtaشك taشك ta¸ïJHe will win whose army is animated by the same sprit throughout its rank.ta¸ïPKPKہtata ta ٌtaشكtaشك taشك ta¸ï>He will win who is prepared and catches his enemy unprepared.ta¸ïPKPKظtata ta َtaشكtaشك taشك ta¸ïWHe will win who has the military capacity and is not interfered with by the sovereign.ta¸ïPKPKءtata ta ُtaشكtaشك taشك ta¸ï?Three ways a sovereign can bring misfortune upon his military.ta¸ïPKPKtata ta ÷taشكtaشك taشك ta¸ï†Commanding it to advance or retreat inappropriately with full knowledge of the conditions it is in, this is called hobbling the army.ta¸ïPKPKةtata ta ùtaشكtaشك taشك ta¸ïGBy attempting to govern an army the same way he administers a kingdom.ta¸ïPKPKtata ta ûtaشكtaشك taشك ta¸ï’By employing the officers of his army without discrimination (not selecting his generals with great care or attention to the trends of the time.)ta¸ïPKPKƒtata ta ‎taشكtaشك taشك ta¸ïta¸ïPKPKّtata ta ےtaشكtaشك taشك ta¸ï/Porter’s Information from Competitive Strategyta¸ïHPorter, M. E. (1980). Competitive Strategy. New York NY, Free Press. PKPK®tata ta taشكtaشك taشك ta¸ï,Tests of Consistency for Goals and Policiesta¸ïPKPK—tata ta taشكtaشك taشك ta¸ïInternal Consistencyta¸ïPKPKœtata ta taشكtaشك taشك ta¸ïgoals mutually achievableta¸ïPKPKœtata ta taشكtaشك taشك ta¸ïkey polices address goalsta¸ïPKPK¯tata ta  taشكtaشك taشك ta¸ï-key operating policies reinforce each other.ta¸ïPKPK”tata ta  taشكtaشك taشك ta¸ïEnvironmental Fitta¸ïPKPK،tata ta  taشكtaشك taشك ta¸ïExploit Industry opportunitiesta¸ïPKPK´tata ta taشكtaشك taشك ta¸ï2Deal with Industry threats (competitive response)ta¸ïPKPKأtata ta taشكtaشك taشك ta¸ïATiming reflects the ability of the environment to absorb actionsta¸ïPKPKھtata ta taشكtaشك taشك ta¸ï(Goals address broader societal concernsta¸ïPKPKڈtata ta taشكtaشك taشك ta¸ï Resource Fitta¸ïPKPK¢tata ta taشكtaشك taشك ta¸ï Goals match available resourcesta¸ïPKPK¼tata ta taشكtaشك taشك ta¸ï:Timing reflects the ability of the organization to changeta¸ïPKPK£tata ta taشكtaشك taشك ta¸ï!Communication and Implementationta¸ïPKPK¬tata ta taشكtaشك taشك ta¸ï*Goals well understood by key implementersta¸ïPKPKزtata ta taشكtaشك taشك ta¸ïPCongruence between the goals of the firm and the values of the key implementersta¸ïPKPKؤtata ta !taشكtaشك taشك ta¸ïBSufficient managerial capability to have effective implementationta¸ïPKPK¤tata ta #taشكtaشك taشك ta¸ï"Process of strategy formalizationta¸ïPKPK،tata ta %taشكtaشك taشك ta¸ïWhat is the business doing nowta¸ïPKPK³tata ta 'taشكtaشك taشك ta¸ï1identification of strategy implicit and explicitta¸ïPKPKئtata ta )taشكtaشك taشك ta¸ïDImplied assumptions about strengths, weakness, industry trends etc.ta¸ïPKPK§tata ta +taشكtaشك taشك ta¸ï%What is happening in the environmentta¸ïPKPK”tata ta -taشكtaشك taشك ta¸ïIndustry Analysista¸ïPKPK–tata ta /taشكtaشك taشك ta¸ïCompetitor Analysista¸ïPKPK”tata ta 1taشكtaشك taشك ta¸ïSocietal Analysista¸ïPKPK›tata ta 3taشكtaشك taشك ta¸ïStrengths and Weaknessesta¸ïPKPK¤tata ta 5taشكtaشك taشك ta¸ï"What should the business be doingta¸ïPKPK£tata ta 7taشكtaشك taشك ta¸ï!Test of Assumptions and Strategyta¸ïPKPK™tata ta 9taشكtaشك taشك ta¸ïStrategic Alternativesta¸ïPKPK”tata ta ;taشكtaشك taشك ta¸ïStrategic choicesta¸ïPKPK”tata ta =taشكtaشك taشك ta¸ïIndustry Analysista¸ïPKPK¬tata ta ?taشكtaشك taشك ta¸ï*Intensity of rivalry among existing firmsta¸ïPKPK¾tata ta Ataشكtaشك taشك ta¸ï<Numerous or equally balanced competitors means higher levelta¸ïPKPK—tata ta Ctaشكtaشك taشك ta¸ïSlow industry growthta¸ïPKPK‍tata ta Etaشكtaشك taشك ta¸ïHigh fixed or storage coststa¸ïPKPK­tata ta Gtaشكtaشك taشك ta¸ï+Lack of Differentiation or switching coststa¸ïPKPK©tata ta Itaشكtaشك taشك ta¸ï'Capacity augmented in large incrementsta¸ïPKPK–tata ta Ktaشكtaشك taشك ta¸ïDiverse competitorsta¸ïPKPKکtata ta Mtaشكtaشك taشك ta¸ïHigh Strategic stakesta¸ïPKPK•tata ta Otaشكtaشك taشك ta¸ïHigh exit barriersta¸ïPKPK­tata ta Qtaشكtaشك taشك ta¸ï+Threat of substitute products and servicesta¸ïPKPK‌tata ta Staشكtaشك taشك ta¸ïBargaining power of buyersta¸ïPKPK¦tata ta Utaشكtaشك taشك ta¸ï$Buys large volumes relative to firmta¸ïPKPKـtata ta Wtaشكtaشك taشك ta¸ïZthe products buyer purchases represent a significant fraction of buyers cost or purchasesta¸ïPKPKآtata ta Ytaشكtaشك taشك ta¸ï@The product the buyer purchases is standard or undifferentiatedta¸ïPKPK–tata ta [taشكtaشك taشك ta¸ïFew switching coststa¸ïPKPKھtata ta ]taشكtaشك taشك ta¸ï(Credible threat of backward integrationta¸ïPKPKàtata ta _taشكtaشك taشك ta¸ï^Product the buyer purchases is not important to the quality of the buyers goods and services.ta¸ïPKPK‌tata ta ataشكtaشك taشك ta¸ïBuyer has full informationta¸ïPKPK tata ta ctaشكtaشك taشك ta¸ïBargaining power of suppliersta¸ïPKPKہtata ta etaشكtaشك taشك ta¸ï>The supplying industry has few firms or is dominated by a fewta¸ïPKPK¬tata ta gtaشكtaشك taشك ta¸ï*few substitutes for the products it sellsta¸ïPKPK¸tata ta itaشكtaشك taشك ta¸ï6the firm is not an important customer of the supplierta¸ïPKPK¾tata ta ktaشكtaشك taشك ta¸ï<the suppliers’ product is important to the firm’s business.ta¸ïPKPKھtata ta mtaشكtaشك taشك ta¸ï(credible threat of forward integration.ta¸ïPKPK×tata ta otaشكtaشك taشك ta¸ïUThe suppliers group’s products are differentiated or it has built up switching coststa¸ïPKPK™tata ta qtaشكtaشك taشك ta¸ïThreat of new entrantsta¸ïPKPK”tata ta staشكtaشك taشك ta¸ïBarriers to entryta¸ïPKPK•tata ta utaشكtaشك taشك ta¸ïEconomies of scaleta¸ïPKPKڑtata ta wtaشكtaشك taشك ta¸ïProduct differentiationta¸ïPKPK—tata ta ytaشكtaشك taشك ta¸ïCapital requirementsta¸ïPKPK’tata ta {taشكtaشك taشك ta¸ïSwitching Coststa¸ïPKPK¢tata ta }taشكtaشك taشك ta¸ï Access to distribution channelsta¸ïPKPKھtata ta taشكtaشك taشك ta¸ï(Cost disadvantages independent of scaleta¸ïPKPKکtata ta پtaشكtaشك taشك ta¸ïEntry deterring priceta¸ïPKPK”tata ta ƒtaشكtaشك taشك ta¸ïGovernment policyta¸ïPKPK،tata ta …taشكtaشك taشك ta¸ïGeneric competitive strategiesta¸ïPKPKڑtata ta ‡taشكtaشك taشك ta¸ïOverall cost leadershipta¸ïPKPK’tata ta ‰taشكtaشك taشك ta¸ïDifferentiationta¸ïPKPKˆtata ta ‹taشكtaشك taشك ta¸ïFocusta¸ïPKPK¤tata ta چtaشكtaشك taشك ta¸ï"Framework for competitor analysista¸ïPKPKڈtata ta ڈtaشكtaشك taشك ta¸ï Future Goalsta¸ïPKPK”tata ta ‘taشكtaشك taشك ta¸ïSenior Managementta¸ïPKPK—tata ta “taشكtaشك taشك ta¸ïMid Level managementta¸ïPKPK“tata ta •taشكtaشك taشك ta¸ïCurrent Strategyta¸ïPKPK©tata ta —taشكtaشك taشك ta¸ï'Company Profile (as describe as above)ta¸ïPKPKںtata ta ™taشكtaشك taشك ta¸ïCompetitors Response Profileta¸ïPKPK¥tata ta ›taشكtaشك taشك ta¸ï#Satisfaction with current positionta¸ïPKPK§tata ta ‌taشكtaشك taشك ta¸ï%Current likely moves in the industryta¸ïPKPK’tata ta ںtaشكtaشك taشك ta¸ïVulnerabilitiesta¸ïPKPK¸tata ta ،taشكtaشك taشك ta¸ï6What is the hot spot (greatest retaliation potential)ta¸ïPKPKژtata ta £taشكtaشك taشك ta¸ï Assumptionsta¸ïPKPK‡tata ta ¥taشكtaشك taشك ta¸ïSelfta¸ïPKPK‹tata ta §taشكtaشك taشك ta¸ï Industryta¸ïPKPKڈtata ta ©taشكtaشك taشك ta¸ï Capabilitiesta¸ïPKPKŒtata ta «taشكtaشك taشك ta¸ï Strengthsta¸ïPKPKچtata ta ­taشكtaشك taشك ta¸ï Weaknessesta¸ïPKPK&tata ta ¯taشكtaشك taشك ta¸ï0Porter’s Information from Competitive Advantageta¸ïuPorter, M. E. (1985). Competitive Advantage;Creating and Sustaining Superior Performance. New York NY, Free Press. PKPK’tata ta ±taشكtaشك taشك ta¸ïThe Value Chainta¸ïPKPK•tata ta ³taشكtaشك taشك ta¸ïSupport Activitiesta¸ïPKPKژtata ta µtaشكtaشك taشك ta¸ï Procurementta¸ïPKPK™tata ta ·taشكtaشك taشك ta¸ïTechnology Developmentta¸ïPKPKœtata ta ¹taشكtaشك taشك ta¸ïHuman Resource Managementta¸ïPKPK–tata ta »taشكtaشك taشك ta¸ïFirm Infrastructureta¸ïPKPK•tata ta ½taشكtaشك taشك ta¸ïPrimary Activitiesta¸ïPKPK”tata ta ؟taشكtaشك taشك ta¸ïInbound Logisticsta¸ïPKPKچtata ta ءtaشكtaشك taشك ta¸ï Operationsta¸ïPKPK•tata ta أtaشكtaشك taشك ta¸ïOutbound Logisticsta¸ïPKPK–tata ta إtaشكtaشك taشك ta¸ïMarketing and Salesta¸ïPKPKٹtata ta اtaشكtaشك taشك ta¸ïServiceta¸ïPKPKڑtata ta ةtaشكtaشك taشك ta¸ïThe Contribution Marginta¸ïPKPK‘tata ta ثtaشكtaشك taشك ta¸ïActivity Typesta¸ïPKPK‰tata ta حtaشكtaشك taشك ta¸ïDirectta¸ïPKPK‹tata ta دtaشكtaشك taشك ta¸ï Indirectta¸ïPKPK”tata ta رtaشكtaشك taشك ta¸ïQuality Assuranceta¸ïPKPK›tata ta سtaشكtaشك taشك ta¸ïLinkage within the chainta¸ïPKPK´tata ta صtaشكtaشك taشك ta¸ï2Vertical linkages between buyers and/or suppliersta¸ïPKPK”tata ta ×taشكtaشك taشك ta¸ïCompetitive Scopeta¸ïPKPKٹtata ta ظtaشكtaشك taشك ta¸ïSegmentta¸ïPKPKکtata ta غtaشكtaشك taشك ta¸ïDegree of Integrationta¸ïPKPKچtata ta فtaشكtaشك taشك ta¸ï Geographicta¸ïPKPK‹tata ta كtaشكtaشك taشك ta¸ï Industryta¸ïPKPK‌tata ta لtaشكtaشك taشك ta¸ïCost Drivers and advantageta¸ïPKPK•tata ta مtaشكtaشك taشك ta¸ïEconomies of Scaleta¸ïPKPKڑtata ta هtaشكtaشك taشك ta¸ïLearning and Spilloversta¸ïPKPK—tata ta çtaشكtaشك taشك ta¸ïCapacity Utilizationta¸ïPKPKڑtata ta étaشكtaشك taشك ta¸ïStrategic Cost Analysista¸ïPKPK©tata ta ëtaشكtaشك taشك ta¸ï'Identify the chain and associated costta¸ïPKPK­tata ta يtaشكtaشك taشك ta¸ï+Diagnose the cost drivers of each activityta¸ïPKPK§tata ta ïtaشكtaشك taشك ta¸ï%Identify the competitor value chainsta¸ïPKPKعtata ta ٌtaشكtaشك taشك ta¸ïXDevelop a strategy to lower cost via new linkages or reconfiguration of the value chainta¸ïPKPKêtata ta َtaشكtaشك taشك ta¸ïhEnsure that the cost reduction doesn’t erode differentiation without this result being known in advanceta¸ïPKPKڑtata ta ُtaشكtaشك taشك ta¸ïTest for sustainabilityta¸ïPKPK¥tata ta ÷taشكtaشك taشك ta¸ï#Strategic Differentiation Analysista¸ïPKPK¢tata ta ùtaشكtaشك taشك ta¸ï Determine who the real buyer ista¸ïPKPK؟tata ta ûtaشكtaشك taشك ta¸ï=Identify the buyer’s value chain and the firm’s impact on itta¸ïPKPK­tata ta ‎taشكtaشك taشك ta¸ï+Determine ranked buyer purchasing criteriata¸ïPKPKصtata ta ےtaشكtaشك taشك ta¸ïSAssess the existing and potential sources of uniqueness in your firm’s value chainta¸ïPKPKبtata ta taشكtaشك taشك ta¸ïFIdentify the cost of exiting and potential sources of differentiationta¸ïPKPKtata ta taشكtaشك taشك ta¸ï’Choose the configuration of value activities that creates the most valuable differentiation for the buyer relative to the cost of differentiatingta¸ïPKPK¾tata ta taشكtaشك taشك ta¸ï<Test the chosen differentiation strategy for sustainabilityta¸ïPKPKسtata ta taشكtaشك taشك ta¸ïQReduce cost in activities that do not affect the chosen forms of differentiationta¸ïPKPK£tata ta  taشكtaشك taشك ta¸ï!Strategic Technological Analysista¸ïPKPKدtata ta  taشكtaشك taشك ta¸ïMIdentify all the distinct technologies or subtechnologies in the value chainta¸ïPKPKلtata ta  taشكtaشك taشك ta¸ï_Identify potentially relevant technologies in other industries or under scientific developmentta¸ïPKPK؛tata ta taشكtaشك taشك ta¸ï8Determine the likely path of change of key technologiesta¸ïPKPK tata ta taشكtaشك taشك ta¸ï‡Determine which technologies and potential technological changes are most significant for competitive advantage and industry structureta¸ïPKPKوtata ta taشكtaشك taشك ta¸ïdAssess a firm’s relative capabilities in important technologies and the cost of making improvementsta¸ïPKPKtata ta taشكtaشك taشك ta¸ïSelect a technology strategy, encompassing app important technologies, that reinforces the firm’s overall competitive strategyta¸ïPKPKاtata ta taشكtaشك taشك ta¸ïEReinforce business unit technology strategies at the corporate levelta¸ïPKPK¤tata ta taشكtaشك taشك ta¸ï"Strategic Benefits of Competitorsta¸ïPKPK£tata ta taشكtaشك taشك ta¸ï!Increasing Competitive Advantageta¸ïPKPK‌tata ta taشكtaشك taشك ta¸ïAbsorb Demand Fluctuationsta¸ïPKPK§tata ta taشكtaشك taشك ta¸ï%Enhance the ability to differentiateta¸ïPKPK‍tata ta !taشكtaشك taشك ta¸ïServe unattractive segmentsta¸ïPKPK›tata ta #taشكtaشك taشك ta¸ïprovide a cost umbrellasta¸ïPKPK·tata ta %taشكtaشك taشك ta¸ï5Improve bargaining position with labor or regulatorsta¸ïPKPK—tata ta 'taشكtaشك taشك ta¸ïLower Antitrust Riskta¸ïPKPK–tata ta )taشكtaشك taشك ta¸ïIncrease Motivationta¸ïPKPK§tata ta +taشكtaشك taشك ta¸ï%Improving Current Industry Structureta¸ïPKPK›tata ta -taشكtaشك taشك ta¸ïIncrease Industry Demandta¸ïPKPK£tata ta /taشكtaشك taشك ta¸ï!Provide a Second or Third Sourceta¸ïPKPK¹tata ta 1taشكtaشك taشك ta¸ï7Reinforce the desirable elements of industry structureta¸ïPKPK£tata ta 3taشكtaشك taشك ta¸ï!Share cost of market developmentta¸ïPKPK–tata ta 5taشكtaشك taشك ta¸ïReduce Buyers’ Riskta¸ïPKPK±tata ta 7taشكtaشك taشك ta¸ï/Help to standardize or Legitimize a Technologyta¸ïPKPK tata ta 9taشكtaشك taشك ta¸ïPromote image of the industryta¸ïPKPK’tata ta ;taشكtaشك taشك ta¸ïGood Competitorta¸ïPKPK–tata ta =taشكtaشك taشك ta¸ïCredible and viableta¸ïPKPK¢tata ta ?taشكtaشك taشك ta¸ï Clear selfperceived weaknessesta¸ïPKPKکtata ta Ataشكtaشك taشك ta¸ïUnderstands the rulesta¸ïPKPKکtata ta Ctaشكtaشك taشك ta¸ïRealistic Assumptionsta¸ïPKPK•tata ta Etaشكtaشك taشك ta¸ïKnowledge of Coststa¸ïPKPK²tata ta Gtaشكtaشك taشك ta¸ï0Has a strategy that improves industry structureta¸ïPKPKھtata ta Itaشكtaشك taشك ta¸ï(A Inherently limiting strategic conceptta¸ïPKPK™tata ta Ktaشكtaشك taشك ta¸ïModerate exit barriersta¸ïPKPK•tata ta Mtaشكtaشك taشك ta¸ïReconcilable Goalsta¸ïPKPK°tata ta Otaشكtaشك taشك ta¸ï.Has Moderate strategic Stakes in the industryta¸ïPKPK¨tata ta Qtaشكtaشك taشك ta¸ï&Has a comparable returnoninvestmentta¸ïPKPK¤tata ta Staشكtaشك taشك ta¸ï"Accepts its current profitabilityta¸ïPKPKڑtata ta Utaشكtaشك taشك ta¸ïDesires cash generationta¸ïPKPK›tata ta Wtaشكtaشك taشك ta¸ïHas a short time horizonta¸ïPKPK’tata ta Ytaشكtaشك taشك ta¸ïIs risk adverseta¸ïPKPK£tata ta [taشكtaشك taشك ta¸ï!Pitfalls in competitor selectionta¸ïPKPK©tata ta ]taشكtaشك taشك ta¸ï'Driving the competitors to desperationta¸ïPKPK tata ta _taشكtaشك taشك ta¸ïHaving too big a market shareta¸ïPKPKڑtata ta ataشكtaشك taشك ta¸ïAttacking a good leaderta¸ïPKPKµtata ta ctaشكtaشك taشك ta¸ï3Entering an industry with too many bad competitorsta¸ïPKPKtata ta etaشكtaشك taشك ta¸ï;Porter’s Information from Competitive Advantage of Nationsta¸ïWPorter, M. E. (1990). The Competitive Advantage of Nations. New York NY, Free Press. PKPK³tata ta gtaشكtaشك taشك ta¸ï1Determinates of National advantage (The Diamond)ta¸ïPKPKîtata ta itaشكtaشك taشك ta¸ïlFactor Conditions (Advantages can grow out of the efforts to compensate for selective factor disadvantages)ta¸ïPKPK’tata ta ktaشكtaشك taشك ta¸ïHuman Resourcesta¸ïPKPK•tata ta mtaشكtaشك taشك ta¸ïPhysical Resourcesta¸ïPKPK–tata ta otaشكtaشك taشك ta¸ïKnowledge Resourcesta¸ïPKPK”tata ta qtaشكtaشك taشك ta¸ïCapital Resourcesta¸ïPKPK‘tata ta staشكtaشك taشك ta¸ïInfrastructureta¸ïPKPK”tata ta utaشكtaشك taشك ta¸ïDemand Conditionsta¸ïPKPKڑtata ta wtaشكtaشك taشك ta¸ïHome demand compositionta¸ïPKPK‍tata ta ytaشكtaشك taشك ta¸ïSegment Structure of demandta¸ïPKPK¥tata ta {taشكtaشك taشك ta¸ï#Sophisticated and Demanding Buyersta¸ïPKPK›tata ta }taشكtaشك taشك ta¸ïAnticipatory Buyer Needsta¸ïPKPKڑtata ta taشكtaشك taشك ta¸ïDemand size and patternta¸ïPKPK–tata ta پtaشكtaشك taشك ta¸ïSize of home demandta¸ïPKPKںtata ta ƒtaشكtaشك taشك ta¸ïNumber of Independent buyersta¸ïPKPK tata ta …taشكtaشك taشك ta¸ïRate of growth of home demandta¸ïPKPK”tata ta ‡taشكtaشك taشك ta¸ïEarly home demandta¸ïPKPK“tata ta ‰taشكtaشك taشك ta¸ïEarly saturationta¸ïPKPKھtata ta ‹taشكtaشك taشك ta¸ï(Internationalization of domestic demandta¸ïPKPK§tata ta چtaشكtaشك taشك ta¸ï%Mobile or Multinational local buyersta¸ïPKPK‍tata ta ڈtaشكtaشك taشك ta¸ïInfluences on foreign needsta¸ïPKPK¤tata ta ‘taشكtaشك taشك ta¸ï"Related and supporting industriesta¸ïPKPK¯tata ta “taشكtaشك taشك ta¸ï-Competitive advantage in supplier industriesta¸ïPKPK®tata ta •taشكtaشك taشك ta¸ï,Competitive advantage in related industriesta¸ïPKPK§tata ta —taشكtaشك taشك ta¸ï%Firm Strategy, structure and rivalryta¸ïPKPK«tata ta ™taشكtaشك taشك ta¸ï)Strategy and structure of domestic firmsta¸ïPKPKˆtata ta ›taشكtaشك taشك ta¸ïGoalsta¸ïPKPKگtata ta ‌taشكtaشك taشك ta¸ïCompany Goalsta¸ïPKPK—tata ta ںtaشكtaشك taشك ta¸ïGoals of Individualsta¸ïPKPK‘tata ta ،taشكtaشك taشك ta¸ïNational goalsta¸ïPKPK«tata ta £taشكtaشك taشك ta¸ï)Sustained commitment towards those goalsta¸ïPKPK“tata ta ¥taشكtaشك taشك ta¸ïDomestic Rivalryta¸ïPKPK•tata ta §taشكtaشك taشك ta¸ïStrong Competitionta¸ïPKPK™tata ta ©taشكtaشك taشك ta¸ïNew business formationta¸ïPKPK£tata ta «taشكtaشك taشك ta¸ï!Guidance to Firms about Strategyta¸ïPKPK×tata ta ­taشكtaشك taشك ta¸ïUCompetitive advantage grows fundamentally out of improvement, innovation and change.ta¸ïPKPK¹tata ta ¯taشكtaشك taشك ta¸ï7Competitive advantage involves the entire value systemta¸ïPKPKةtata ta ±taشكtaشك taشك ta¸ïGCompetitive advantage is sustained only through relentless improvementta¸ïPKPK½tata ta ³taشكtaشك taشك ta¸ï;Sustaining advantages demands that its sources be upgradedta¸ïPKPK؟tata ta µtaشكtaشك taشك ta¸ï=Sustaining advantages requires a global approach to strategyta¸ïPKPK›tata ta ·taشكtaشك taشك ta¸ïPressures for Innovationta¸ïPKPK¶tata ta ¹taشكtaشك taشك ta¸ï4Sell to the most sophisticated buyers and channels.ta¸ïPKPK°tata ta »taشكtaشك taشك ta¸ï.Seek out buyers with the most difficult needsta¸ïPKPKصtata ta ½taشكtaشك taشك ta¸ïSEstablish norms of exceeding the toughest regulatory hurdles or product standards.ta¸ïPKPKبtata ta ؟taشكtaشك taشك ta¸ïFSource from the most advanced and international homebased suppliers.ta¸ïPKPK tata ta ءtaشكtaشك taشك ta¸ïTreat employees as permanent.ta¸ïPKPK³tata ta أtaشكtaشك taشك ta¸ï1Establish outstanding competitors as motivators.ta¸ïPKPK‌tata ta إtaشكtaشك taشك ta¸ïPerceiving Industry Changeta¸ïPKPKحtata ta اtaشكtaشك taشك ta¸ïKIdentify and serve buyers (and channels) with the most anticipatory needs.ta¸ïPKPK³tata ta ةtaشكtaشك taشك ta¸ï1Investigate all emerging new buyers and channelsta¸ïPKPKأtata ta ثtaشكtaشك taشك ta¸ïAFind the localities whose regulations foreshadow those elsewhereta¸ïPKPK°tata ta حtaشكtaشك taشك ta¸ï.Discover and highlight trends in factor coststa¸ïPKPKçtata ta دtaشكtaشك taشك ta¸ïeMaintain ongoing relationships with centers of research and the sources of the most talented people.ta¸ïPKPK¾tata ta رtaشكtaشك taشك ta¸ï<Study all competitors especially the new and unconventionalta¸ïPKPK¯tata ta سtaشكtaشك taشك ta¸ï-Bring some outsiders to the management team.ta¸ïPKPK™tata ta صtaشكtaشك taشك ta¸ïThe Role of Leadershipta¸ïPKPK•tata ta ×taشكtaشك taشك ta¸ïBelieve in change.ta¸ïPKPKضtata ta ظtaشكtaشك taشك ta¸ïTLook for ways to alter competition, not accept the constraints that happen from it.ta¸ïPKPKّtata ta غtaشكtaشك taشك ta¸ïvBroad view of competition in the context of the national environment. Seek to make it work to their firm’s advantage.ta¸ïPKPK£tata ta فtaشكtaشك taشك ta¸ï!Guidance about Government Policyta¸ïPKPKétata ta كtaشكtaشك taشك ta¸ïgGoal  To deploy a nation’s resources (labor and capital) with high and rising levels of productivity.ta¸ïPKPK¦tata ta لtaشكtaشك taشك ta¸ï$Premises of Policy towards Industryta¸ïPKPK«tata ta مtaشكtaشك taشك ta¸ï)Firms compete in industries, not nationsta¸ïPKPK»tata ta هtaشكtaشك taشك ta¸ï9A nations competitive advantage in industry is relative.ta¸ïPKPKثtata ta çtaشكtaشك taشك ta¸ïIDynamism leads to competitive advantage, not shortterm cost advantages.ta¸ïPKPKہtata ta étaشكtaشك taشك ta¸ï>National economic prosperity demands that industries upgrade.ta¸ïPKPKبtata ta ëtaشكtaشك taشك ta¸ïFA nations competitive advantage is often geographically concentrated.ta¸ïPKPKtata ta يtaشكtaشك taشك ta¸ïcompetitive advantage in a nation’s industries is created over a decade or more, not over three or fouryear business cycles.ta¸ïPKPKآtata ta ïtaشكtaشك taشك ta¸ï@Nations gain advantage because of differences, not similaritiesta¸ïPKPKغtata ta ٌtaشكtaشك taشك ta¸ïYMany categorizations used to distinguish or prioritize industries have little relevance.ta¸ïPKPKëtata ta َtaشكtaشك taشك ta¸ïiThe process of sustaining advantage may be intensely uncomfortable for firms and those who work in them.ta¸ïPKPK«tata ta ُtaشكtaشك taشك ta¸ï)Government Policy and National Advantageta¸ïPKPK‍tata ta ÷taشكtaشك taشك ta¸ïEffect on Factor Conditionsta¸ïPKPK،tata ta ùtaشكtaشك taشك ta¸ïEducational standards are highta¸ïPKPK²tata ta ûtaشكtaشك taشك ta¸ï0Teaching is a prestigious and valued professionta¸ïPKPKعtata ta ‎taشكtaشك taشك ta¸ïXThe majority of students receive education and training with some practical orientationta¸ïPKPKطtata ta ےtaشكtaشك taشك ta¸ïVThere are respected and highquality forms of higher education besides the universityta¸ïPKPKحtata ta taشكtaشك taشك ta¸ïKThere is a close connection between educational institutions and employersta¸ïPKPKمtata taîtaشكtaشك taشك ta¸ïaFirms invest heavily in ongoing inhouse training through industry associations or individually.ta¸ïPKPKجtata ta taشكtaشك taشك ta¸ïJImmigration policies allow movement of personnel with specialized skills.ta¸ïPKPKٍtata ta taشكtaشك taشك ta¸ïpA match between science and technology policy and the patters of competitive advantage in the nation’s industryta¸ïPKPKاtata ta  taشكtaشك taشك ta¸ïEEmphasis on research universities instead of government laboratoriesta¸ïPKPK¼tata ta  taشكtaشك taشك ta¸ï:Principal emphasis on commercially relevant technologies.ta¸ïPKPKكtata ta  taشكtaشك taشك ta¸ï]Specialized research institutions focused on industry clusters or crosscutting technologies.ta¸ïPKPK•tata ta taشكtaشك taشك ta¸ïResearch contractsta¸ïPKPK¤tata ta taشكtaشك taشك ta¸ï"Explicit dissemination mechanismsta¸ïPKPK²tata ta taشكtaشك taشك ta¸ï0Encouragement of research activity within firmsta¸ïPKPKشtata ta taشكtaشك taشك ta¸ïRPrimary emphasis on speeding the rate of innovation rather than slowing diffusionta¸ïPKPK½tata ta taشكtaشك taشك ta¸ï;A limited role for cooperative research (make it indirect)ta¸ïPKPK¬tata ta taشكtaشك taشك ta¸ï*Provide a modern efficient infrastructureta¸ïPKPKئtata ta taشكtaشك taشك ta¸ïDProvide reasonable avenues for capital formation and debt reductionta¸ïPKPKؤtata ta taشكtaشك taشك ta¸ïBImprove the amount and quality of information reaching all peopleta¸ïPKPKطtata ta taشكtaشك taشك ta¸ïVProvide tax incentives rather than direct subsides. Use indirect subsidies carefully.ta¸ïPKPK®tata ta !taشكtaشك taشك ta¸ï,Policies toward factor and currency marketsta¸ïPKPKةtata ta #taشكtaشك taشك ta¸ïGBe very careful of using devaluation to spark growth and balance tradeta¸ïPKPK±tata ta %taشكtaشك taشك ta¸ï/Input prices should not artificially held downta¸ïPKPK³tata ta 'taشكtaشك taشك ta¸ï1Wages should be treated the same as input pricesta¸ïPKPKزtata ta )taشكtaشك taشك ta¸ïPWorkforce growth, (rapid growth) can fuel the economy but hinder it’s upgradingta¸ïPKPKھtata ta +taشكtaشك taشك ta¸ï(Governments effect on demand conditionsta¸ïPKPK™tata ta -taشكtaشك taشك ta¸ïGovernment Procurementta¸ïPKPK¼tata ta /taشكtaشك taشك ta¸ï:Create an early demand for advanced products and servicesta¸ïPKPKئtata ta 1taشكtaشك taشك ta¸ïDSet stringent and sophisticated standards for products and servicesta¸ïPKPK·tata ta 3taشكtaشك taشك ta¸ï5Demand products which reflect an International needsta¸ïPKPK¼tata ta 5taشكtaشك taشك ta¸ï:Develop a procurement process that facilitates innovationta¸ïPKPKھtata ta 7taشكtaشك taشك ta¸ï(Develop a strong element of competitionta¸ïPKPK؛tata ta 9taشكtaشك taشك ta¸ï8Don’t rely on defense procurement to cause it to happenta¸ïPKPKµtata ta ;taشكtaشك taشك ta¸ï3Regulate the litigation of product liability casesta¸ïPKPK½tata ta =taشكtaشك taشك ta¸ï;Create regulation that anticipate the changes in standardsta¸ïPKPK؛tata ta ?taشكtaشك taشك ta¸ï8Don’t try state ownership of key clusters or industriesta¸ïPKPKœtata ta Ataشكtaشك taشك ta¸ïImprove Buyer informationta¸ïPKPK¤tata ta Ctaشكtaشك taشك ta¸ï"Raise and use technical standardsta¸ïPKPK¬tata ta Etaشكtaشك taشك ta¸ï*Raise the level of clustering in industryta¸ïPKPKيtata ta Gtaشكtaشك taشك ta¸ïkCreate the environment of long term beneficial competition by tax policies capital formation and the like.ta¸ïPK