TAILIEUCHUNG - A Leader’s Framework for Decision Making

Finances for Entrepreneurs and Small Business Owners Every budding entrepreneur or small business owner needs to know how to read basic f inancial statements; understand product costing, initial prof it-and-loss development and break-even analysis; manage cash f low; and comprehend various revenue models. In a hands-on environment, you learn how to use integrated Microsoft Excel spreadsheets to develop practical f inancial projections that can immediately impact business operations. | Harvard Business Review Wise executives tailor their approach to fit the complexity of the circumstances they face. A Leaders Framework for Decision Making by David J. Snowden and Mary E. Boone Reprint R0711C Wise executives tailor their approach to fit the complexity of the circumstances they face. A Leaders Framework for Decision Making by David J. Snowden and Mary E. Boone COPYRIGHT 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. In January 1993 a gunman murdered seven people in a fast-food restaurant in Palatine a suburb of Chicago. In his dual roles as an administrative executive and spokesperson for the police department Deputy Chief Walter Gasior suddenly had to cope with several different situations at once. He had to deal with the grieving families and a frightened community help direct the operations of an extremely busy police department and take questions from the media which inundated the town with reporters and film crews. There would literally be four people coming at me with logistics and media issues all at once he recalls. And in the midst of all this we still had a department that had to keep running on a routine basis. Though Gasior was ultimately successful in juggling multiple demands not all leaders achieve the desired results when they face situations that require a variety of decisions and responses. All too often managers rely on common leadership approaches that work well in one set of circumstances but fall short in others. Why do these approaches fail even when logic indicates they should prevail The answer lies in a fundamental assumption of organizational theory and practice that a certain level of predictability and order exists in the world. This assumption grounded in the Newtonian science that underlies scientific management encourages simplifications that are useful in ordered circumstances. Circumstances change however and as they become more complex the simplifications can fail. .

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