1. The Parables of the Sadhu published by Bowen Mc Coy in 1983
a) What defines the responsibility & ethics of an individual in a challenging situation- his contribution, his commitment, the overall success, moral values, surroundings, inconvenience,
b) When there is a ethical dilemma and situations in which profitability cannot guide business decisions, in that case values of a company play an important role in devising a solution. Institutions that don't have core values tends to bow down under stress.
c) Leader is one who not only defines the real path to his followers but also the purpose of journey.
Do we think of contingencies or plan our contingencies when we take a decision?( Contingency Plan or Risk Management)
d) In the complex structure of business, individuals need the support of a group. A group can help an individual to take decisions in a effective manner.
2. What is a Strategy- Michael Porter Nov/Dec 1986
Michael Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match.
3. Harnessing the Science of Persuasion by Robert Cialdini, Oct 2001
There are five laws of persuasion:-
A) Liking:- People like those who like them
B) Reciprocity:- People repay in kind
C) Social Proof:- People follow the lead of similar others
D) Consistency:- People align with their clear commitments:- Once people take stand against the position they try to stick to it
E) Authority:- People listen to experts
F) Scarcity:- People want more of things what they cannot get often
4. The CEO's Role in Business Model Reinvention
"Before you can create you must destroy"
5. Competitive Forces that shape the Strategy
Some of other Classic Articles for Reference
a) What defines the responsibility & ethics of an individual in a challenging situation- his contribution, his commitment, the overall success, moral values, surroundings, inconvenience,
b) When there is a ethical dilemma and situations in which profitability cannot guide business decisions, in that case values of a company play an important role in devising a solution. Institutions that don't have core values tends to bow down under stress.
c) Leader is one who not only defines the real path to his followers but also the purpose of journey.
Do we think of contingencies or plan our contingencies when we take a decision?( Contingency Plan or Risk Management)
d) In the complex structure of business, individuals need the support of a group. A group can help an individual to take decisions in a effective manner.
2. What is a Strategy- Michael Porter Nov/Dec 1986
Michael Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match.
3. Harnessing the Science of Persuasion by Robert Cialdini, Oct 2001
There are five laws of persuasion:-
A) Liking:- People like those who like them
B) Reciprocity:- People repay in kind
C) Social Proof:- People follow the lead of similar others
D) Consistency:- People align with their clear commitments:- Once people take stand against the position they try to stick to it
E) Authority:- People listen to experts
F) Scarcity:- People want more of things what they cannot get often
4. The CEO's Role in Business Model Reinvention
"Before you can create you must destroy"
5. Competitive Forces that shape the Strategy
Some of other Classic Articles for Reference
- Discipline of Building Character by Joseph Badaracco, Mar/Apr 1998
- Hidden Challenge of Cross-Border Negotiations by James Sebenius, Mar 2002
- Leading Change: Why Transformation Efforts Fail by John Kotter, Jan 2007 (originally published Mar/Apr 1995)
- The Five Competitive Forces That Shape Strategy by Michael Porter, Jan 2008
- What Makes a Leader by Daniel Goleman, Jan 2004 (originally published Nov/Dec 1998)
- What Leaders Really Do by John Kotter, Dec 2001 (originally published May/Jun 1990 )
- Harnessing the Science of Persuasion by Robert Cialdini, Oct 2001
- Leadership That Gets Results by Daniel Goleman, Mar/Apr 2000
- The CEO’s Role in Business Model Reinvention by Vijay Govindarajan and Chris Trimble, Jan/Feb 2011
- Creating Shared Value by Michael Porter and Mark Kramer, Jan/Feb 2011
- Managing Oneself by Peter Drucker, Jan 2005 (originally published Mar/Apr 1999)
- Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew McLean, and Diana Mayer, Feb 2007
- Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne, Oct 2004
- Level 5 Leadership: The Triumph of Humility and Fierce Resolve by Jim Collins, Jul 2005 (originally published Jan 2001 )
- Can You Say What Your Strategy Is? by David Collis and Michael Rukstad, Apr 2008
- Discipline of Teams by Jon Katzenbach and Douglas Smith, Jul/Aug 2005 (originally published Mar/Apr 1993)
- Managing Your Boss by John Gabarro and John Kotter, Jan 2005 (originally published Jan/Feb 1980)
- Building Your Company’s Vision by James Collins and Jerry Porras, Sep/Oct 1996
- Hidden Traps in Decision Making by John Hammond, Ralph Keeney, and Howard Raiffa, Jan 2006 (originally published Sep/Oct 1998)
- Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility by Michael Porter and Mark Kramer, Dec 2006
- Management Time: Who’s Got the Monkey by William Oncken and Donald Wass, Nov/Dec 1999 (originally published Nov/Dec 1974
- Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones, Sep/Oct 2000
- Marketing Myopia by Theodore Levitt, Jul/Aug 2004 (originally published Jul/Aug 1960)