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Homework answers / question archive / 1) Drucker suggests that previously a person didn't need to know their strengths, but now they do

1) Drucker suggests that previously a person didn't need to know their strengths, but now they do

Business

1) Drucker suggests that previously a person didn't need to know their strengths, but now they do. What has changed? (Hint: the author frames the article within the context of the knowledge worker)

2. What is the method the author suggests for understanding personal strengths? What are the origins of this method and how is it applied? What are the benefits of this approach?

3. Bad habits, according to the author, can undermine performance. What are some bad habits he describes and what approach does he recommend for addressing them?

4. What are some of the different personality characteristics the author describes? Provide some examples. Why, according to the author, is it important to understand your own personality profile? What is the difference between working to change yourself vs. working to improve yourself?

5. What, according to the author, is "the mirror test", how does it relate to values? What is the difference between ethics and values? What is the relationship between individual and organisational values? Provide some examples from the reading of people standing up for their values.

6. What are the three distinct elements the author suggests must be considered to answer the question: "What should my contribution be?" What is the significance of asking this question about contribution?

7. What are two approaches the author proposes for managing relationships? Why is managing relationships so important in organisations today? 

 

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Answer:

1. Drucker suggests that previously a person didn't need to know their strengths, but now they do. What has changed? (Hint: the author frames the article within the context of the knowledge worker)

  • Originally companies were telling there employees how they should contribute
  • Originally a person was born into a position and a line of work; (peasents born into peasentry )
  • In this day and age people now have choices
  • Companies today are no longer manging their employeers careers

Throughout history, the great majority of peo- ple never had to ask the question, What should I contribute? They were told what to contribute, and their tasks were dictated ei- ther by the work itself—as it was for the peas- ant or artisan—or by a master or a mistress— as it was for domestic servants. And until very recently, it was taken for granted that most people were subordinates who did as they were told. Even in the 1950s and 1960s, the new knowledge workers (the so-called organi- zation men) looked to their company's person- nel department to plan their careers. 

Then in the late 1960s, no one wanted to be told what to do any longer. Young men and women began to ask, What do want to do? 

2. What is the method the author suggests for understanding personal strengths? What are the origins of this method and how is it applied? What are the benefits of this approach

  • To discover strengths and weaknesses through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
  • this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie.
  • It was invented sometime in the fourteenth century by a German theologian and picked up independently  150 years later by john Calvin and Ignatius of Loyola.
  • Understanding yourself, stregnths and weaknesses
  • Reveal where  you need to improve on your strengths or acquire new onesshow gaps in your knowledge and show were knowledge an be filled
  • Help you disccover where your intellectual arrogance is causing disabling ignorance and help over comeit
  • Helps remedy and idenitify bad habits- things that ultimately hinder your peformane

3. Bad habits, according to the author, can undermine performance. What are some bad habits he describes and what approach does he recommend for addressing them?

  • Plans fail because they don't follow through with them
  • Can be overcome by finding people to carry out the plan and explain it to the. H. can be overcome by adapting to change as plans are put to action. And must decide to when to stoppushing the plan. 
  • Bad habits could include taing on jobs that we have no talent or expertise in. wasting effort and resources in something that we have no skill in. it takes far more enerfy to improve into competence. Can be overcome by energy, resources and time going into the main peformer
  • Some planners may have a lack of manners; lack of ocurtesy

 

4. What are some of the different personality characteristics the author describes? Provide some examples. Why, according to the author, is it important to understand your own personality profile? What is the difference between working to change yourself vs. working to improve yourself? 

  • Are you a reader or a listener-?  I am neither
  • To know how one performs is to know how one learns 
  • Learning by writing; taking copcious notes
  • Hearing themselves talk
  • Learn by doing
  • Of all pieces of knowledge, understanding how you learn is easiest to aquire
  • Must act upon this knowledge
  • Not acting on this knowedlge comdems ones performance
  • Do you work with people or are you a lonet
  • Do you work best as suboirdernates
  • As team members?
  • Desccison maker or advisor
  • Can you work under the pressure of desiscions
  • Do you work well under stress or a highly structured environment
  • Do you work well in a big orgnaisation or a small one

Don't try change your personalility traits; unlilley to succeed and will fail miserable. Works with your strenths and master them Work hard to improve in the way you peform

 

5. What, according to the author, is "the mirror test", how does it relate to values? What is the difference between ethics and values? What is the relationship between individual and organisational values? Provide some examples from the reading of people standing up for their values. 

  • Mirror test requires to ask you what you value and your ethics and the kind of person you want to be.
  • Ethics requires yourself , what kind of person do I want to be. What is ethical behaviour in one kind of organisation or situation. Ethics can become a part of a value system within the business
  • ethics is only part of a value sys- tem—especially of an organization's value system. 
  • Organizations, like people, have values. To be effective in an organization, a person's val- ues must be compatible with the organiza- tion's values. They do not need to be the same, but they must be close enough to coexist. Oth- erwise, the person will not only be frustrated but also will not produce results. 
  • 'many years ago, I too had to decide be- tween my values and what I was doing success- fully. I was doing very well as a young invest- ment banker in London in the mid-1930s, and the work clearly fit my strengths. Yet I did not see myself making a contribution as an asset manager. '

 

6. What are the three distinct elements the author suggests must be considered to answer the question: "What should my contribution be?" What is the significance of asking this question about contribution?

  • they must address three dis- tinct elements: What does the situation re- quire? Given my strengths, my way of per- forming, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference? 
  • From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set. 

 

7. What are two approaches the author proposes for managing relationships? Why is managing relationships so important in organisations today?   

to be effective, therefore, you have to know the strengths, the performance modes, and the val- ues of your coworkers. 

The second part of relationship responsibil- ity is taking responsibility for communication. 

Very few people work by themselves and achieve results by themselves—a few great art- ists, a few great scientists, a few great athletes. Most people work with others and are effec- tive with other people. That is true whether they are members of an organization or inde- pendently employed. Managing yourself re- quires taking responsibility for relationships. 

Step-by-step explanation

reference 

Drucker, P. F. 2005, 'Managing oneself', Harvard Business Review, vol. 83, no 1, pp. 100-109.

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