barcode dll for vb net LEADERSHIP CHALLENGES in Software

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LEADERSHIP CHALLENGES
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In these exciting as well as nerve-racking times, customer expectations are changing as well. Customers increasingly want more, better, faster, and cheaper, and businesses work hard to accommodate them. Businesses have changed from body shops to think tanks, well-managed teamwork has shifted into empowered and self-directed work teams, and the role of leadership has changed from managing people to managing minds. And why not The average corporate profitability happens to be approximately equal to the average use of a person s brainpower, or about 10 percent. In the past, might was right, and the mightiest or the largest one won. In the future, wise is right, and the wisest leaders are going to be successful.
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CHAPTER ELEVEN
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Figure 11-1 shows the changes taking place that affect the corporate world as well as the leadership. Leading in the past looked more like managing a business that was materialdependent, where the cost of goods was significant. Instead, the leadership of today and the future must be prepared to handle more intellectual resources in addition to the material resources. The recent fallout in the leadership at several large corporations can be attributed to the wrong expectations that society sets for our leaders. The size of the company, growth at any cost, and the financial power of the CEO became the measures of leadership success in the business community. Everyone wants to bootstrap a business with someone else s money. There were times when other people s money was handled with care and returned with interest by businesses. Now Other People s Money, known as OPM (pronounced as the word opium), is used as a virtual drug to get the leadership
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Then Structured family Interdependence Task-oriented Mechanical skills (used material) Sound-driven (hearing senses) Quarterly returns driven Acceptable products or services Buy cheapest parts and materials Hire employees for productivity Hierarchical management for tasks Excellence in production Growth or profitability Task-oriented Mainly in production to solve problems Targeted product problems Chosen members for teams Management-oriented Directing for performance Profitability-focused External measurements
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Now Spontaneous family Independence Systems-oriented Computer skills (use information) Light-driven (visual senses) Customer-focused Highest quality products and services Buy capable parts and materials Attract people for innovation and value Leadership-inspired executive team Excellence in everything Profitability and growth Goal-oriented Used in development to prevent problems Seeking systemic solutions Qualified members on teams Leadership-driven Inspiring for success Performance-focused Internal measurements
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Leadership
FIGURE 11-1. Recent organizational dynamics.
LEADERSHIP FOR PERFORMANCE
intoxicated. The leaders of many dot-coms, Enron, and similar companies took their shareholders investment for granted, consumed ineffectively, and lost most of it. Today s epidemic breakdown in business ethics is a manifestation of our deteriorating social fabric, with decreasing family support, increasing gaps in the social safety net, reduced awareness of personal values, and an increasingly cut-throat competitive environment. The difficulties of companies such as Enron really arose because the leaders compensation was excessively dependent on the stock value, an uncontrollable variable. The incentives offered to these executives were huge beyond human needs to the point where running the corporation became a game, not necessarily serious work. Manipulating people, processes, and numbers to show desired results became the norm at such companies. People who highlighted these flaws were sidetracked. In other words, people forgot about their integrity, honesty, and accountability. Instead, they remembered money, cheating, and miscommunication. The basic tenet of good leadership is to serve the people; instead, leaders had their people serve their hidden personal objectives. Instead of demanding integrity and trust, they demonstrated questionable actions and untrustworthiness. I remember reading a few years ago about one CEO who went to New York to buy paintings worth $1 million to decorate his office and another top executive who sent a bouquet to his wife for thousands of dollars at company expense. Remember the CEO of a not-for-profit charity organization flying to Las Vegas for his pleasure in the corporate jet When some employees make only minimum wage and have no health benefits while the CEO can make more than $100 million, something is terribly wrong. Sometimes CEOs who are not successful in meeting the high expectations of stakeholders are released with better packages than they had while working at the company. They wait for a period of time and then are hired at another company with an even better salary. Consequently, there are few incentives for honesty and integrity and few repercussions for incompetence.
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