CLEAR LEADERSHIP

Successful business leaders understand that organizational success requires collaboration at all levels. Collaboration is no easy feat, however, as it hinges on clear, honest communications in the workplace. In complex organizational structures, it is easy for misinformation to spread, causing communications to become murky and preventing employees from forming productive partnerships. In Clear Leadership, Gervase R. Bushe terms these cloudy communications interpersonal mush. Interpersonal mush needs to be clarified before true collaboration can take place, and the only way to accomplish this is through learning conversations— the building blocks for collaborative work systems. Clear Leadership provides managers with the tools and techniques necessary to conduct learning conversations, cut through the mush, and sustain collaboration in the workplace. Sense-making is the process of making up a story about another person's experiences (such as what they are thinking or feeling) in order to explain a situation or behavior. Interpersonal mush is the inevitable result of sense-making; it is what results when made-up stories, rather than facts, form the basis of an interaction. The only solution to problems caused by interpersonal mush is to conduct learning conversations. Learning conversations produce interpersonal clarity for a few different reasons: * Each party becomes more aware of their own personal experience. * Each party hears accurate information about the other person's personal experience. * The resulting context allows each party to understand the part he or she played in creating the problem. Although the skills needed to participate in learning conversations are basic, they are not easy. In order to learn from an experience, leaders need to understand their own experience and also uncover others' perceptions of the same experience. Furthermore, they must be able to describe their experience thoroughly and accurately to others. This requires leaders to be: * Self-Aware – In any given situation, they know what they are thinking, feeling, observing, and wanting. * A Descriptive Self – They pay attention to when others might be sense-making and then supply enough information so they have a more accurate idea of what is going on. * A Curious Self – They stimulate others to tell the truth about their experiences and become more aware of them. * An Appreciative Self – They focus on the positive aspects of people.

BLUE OCEAN STRATEGY

The concept Kim and Mauborgne describe in ‘Blue Ocean Strategy' - the #1 Strategy Book of 2005 - is as simple as it is fascinating. Blue oceans represent unknown, newly created market space. They are about creating new opportunities and applying identifiable patterns to generate innovative thinking. Red oceans represent all the industries in existence today – the known market space. These are very competitive, segmented, shark-infested waters with shrinking opportunities. History proves that markets are born as blue oceans and evolve to red through competition, commoditization and over-supply. "Blue Ocean Strategy is about pursuing what we call Value Innovation - the simultaneous pursuit of differentiation and low cost. A company pursues Value Innovation by aligning three propositions. First, value proposition (utility minus price) by creating an offer that dramatically increases buyer utility at the right price for the mass of the market; Second, profit proposition (price minus cost) by creating a leap in value for the company itself by making tidy profits; Third, people proposition by practicing fair process and tipping point leadership." According to prof. Kim, companies in the red ocean face limited growth, because industry boundaries are defined and accepted, and the competitive rules of the game are known. The companies try to outperform their rivals usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company's gain is achieved at another company's loss. This cutthroat competition, while products become commodities, turns the red ocean bloody and reduces the prospect for profits and growth."

Pengarang : Kim W Chan; Mauborqne, Renee
Penerbit : Harvard Business Press
ISBN : 978-983-3372-09-6
page : 270 pages

No. Panggilan - Perpustakaan KDN : 658.802 KIM

55 PETUA SERONOK BEKERJA

Buku ini adalah himpunan idea-idea bagaimana rasa seronok di tempat kerja. Seronok bekerja bukanlah bermakna kerja berseronok. Berseronok bukan kerja kita. Kerja kita adalah menyelesaikan tanggungjawab dan amanah di tempat kerja. Tetapi, bagaimanakah hendak menjadikan semua ini seronok?. Walaupun sebahagian besar idea buku ini banyak dikutip daripada pengalaman dari Barat, namun apa yang penting kita dapat belajar daripada kelebihan dan keterhadapan mereka. Dalam masa yang sama, ada beberapa idea yang dikutip daripada sumber-sumber seperti Quran dan hadis, sejarah, tokoh-tokoh tanah air dan banyak lagi. Semoga ia memberikan sedikit sebanyak panduan untuk seronok bekerja.

Pengarang : Mohd Fadzilah Kamsah, Ahmad Fadzli Yusof
Penerbit : PTS Millennia Sdn Bhd
ISBN : 978-983-3372-09-6
Muka Surat : 176 Halaman

No. Panggilan - Perpustakaan KDN : 658.314 MFK

MEMBANGUN MASYARAKAT MITHALI

Dr. 'Aidh Abdullah al-Qarni merupakan seorang penulis kenamaan dari dunia Arab, dan bukunya yang berjudul "Membangun Masyarakat Mithali", dapat menggambarkan bagaimana membangun sebuah masyarakat mithali seperti yang diingini oleh Islam. Gaya Bahasa yang mudah difaham, kupasan yang tidak berjela jela disertai dengan kisah tauladan dari kehidupan ulama salaf soleh, tentu akan menggugah minda para pembaca yang budiman untuk mentauladani kehidupan masyarakat mithali, sesuai dengan ajaran Islam.

Pengarang : Dr.Aidh Abdullah Al-Qarni
Penerbit : Al – Hidayah
ISBN : 978-983-099-743-8
Muka Surat : 420 Halaman

No. Panggilan - Perpustakaan KDN : 297.74 AID