Yalancı dünyaya konup göçenler
Ne söylerler ne bir haber verirler
Üzerinde türlü otlar bitenler
Ne söylerler ne bir haber verirler
Kiminin başında biter ağaçlar
Kiminin başında sararır otlar
Kimi masum kimi güzel yiğitler
Ne söylerler ne bir haber verirler
Toprağa gark olmuş nazik tenleri
Söylemeden kalmış tatlı dilleri
Gelin duadan unutman bunları
Ne söylerler ne bir haber verirler
Yunus derki gör taktirin işleri
Dökülmüştür kirpikleri kaşları
Başları ucunda hece taşları
Ne söylerler ne bir haber verirler
Yunus Emre
20 Kasım 2013 Çarşamba
10 Kasım 2013 Pazar
6 Kasım 2013 Çarşamba
Management Is (Still) Not Leadership
Mistake #1: People use the terms “management” and “leadership” interchangeably. This shows that they don’t see the crucial difference between the two and the vital functions that each role plays.
Mistake #2: People use the term “leadership” to refer to the people at the very top of hierarchies. They then call the people in the layers below them in the organization “management.” And then all the rest are workers, specialists, and individual contributors. This is also a mistake and very misleading.
Mistake #3: People often think of “leadership” in terms of personality characteristics, usually as something they call charisma. Since few people have great charisma, this leads logically to the conclusion that few people can provide leadership, which gets us into increasing trouble.
In fact, management is a set of well-known processes, like planning, budgeting, structuring jobs, staffing jobs, measuring performance and problem-solving, which help an organization to predictably do what it knows how to do well.
Leadership is entirely different. It is associated with taking an organization into the future, finding opportunities that are coming at it faster and faster and successfully exploiting those opportunities. Leadership is about vision, about people buying in, about empowerment and, most of all, about producing useful change. Leadership is not about attributes, it’s about behavior. And in an ever-faster-moving world, leadership is increasingly needed from more and more people, no matter where they are in a hierarchy. The notion that a few extraordinary people at the top can provide all the leadership needed today is ridiculous, and it’s a recipe for failure.
http://blogs.hbr.org/2013/01/management-is-still-not-leadership/
John P. Kotter
Mistake #2: People use the term “leadership” to refer to the people at the very top of hierarchies. They then call the people in the layers below them in the organization “management.” And then all the rest are workers, specialists, and individual contributors. This is also a mistake and very misleading.
Mistake #3: People often think of “leadership” in terms of personality characteristics, usually as something they call charisma. Since few people have great charisma, this leads logically to the conclusion that few people can provide leadership, which gets us into increasing trouble.
In fact, management is a set of well-known processes, like planning, budgeting, structuring jobs, staffing jobs, measuring performance and problem-solving, which help an organization to predictably do what it knows how to do well.
Leadership is entirely different. It is associated with taking an organization into the future, finding opportunities that are coming at it faster and faster and successfully exploiting those opportunities. Leadership is about vision, about people buying in, about empowerment and, most of all, about producing useful change. Leadership is not about attributes, it’s about behavior. And in an ever-faster-moving world, leadership is increasingly needed from more and more people, no matter where they are in a hierarchy. The notion that a few extraordinary people at the top can provide all the leadership needed today is ridiculous, and it’s a recipe for failure.
http://blogs.hbr.org/2013/01/management-is-still-not-leadership/
John P. Kotter
Principle, Bravery, and the X Factor
In studying what drives success, whether in for-profit or nonprofit businesses, most analysis focuses on content: How much was the ad spend, what features does the product have, what was the company’s management philosophy, and so on. Context gets short shrift.
But context is everything. What is context? It’s the operating framework in which the content occurs — the goal, one might say. For example, the design of the Apollo lunar module was content. The goal of landing a man on the moon in nine years was the context. You will get a completely different result from engineers working on a lunar module if the context is “some day we might go to the moon” than if it’s “we’re going in nine years.”
Content gets generated by context. If an enterprise has the X factor — you know, that mysterious je ne sais quoi that creates a whole greater than the sum of its parts — itʼs not because of the content. Itʼs because of the context.
Context is generated by principle. In the Apollo example, the principle was to test the limits of human potential — to achieve the impossible. Kennedy said, “We chose to go to the moon, and do the other things, not because they are easy, but because they are hard.”
All too often, though, organizations’ driving principles get created unconsciously, out of some unexamined pathology, and they’re driven by fear. Here are a few:
Short-term profitability
Long-term profitability
Look good in the media in the interest of increasing donations
Get my parents to love me
Donʼt do anything that could ever make us look bad
Maximize personal gain
Donʼt lose our jobs
Truly inspiring principles have their basis in possibility — the possibility of a better day, of magic, of the miraculous. For example:
Martin Luther King, Jr.: “I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.”
Steve Jobs: “I want to make a ding in the universe.”
Walt Disney to architect Herb Ryman: “Herbie, I just want it to look like nothing else in the world.”
Giorgio Armani: “I believe that my clothes can give people a better image of themselves — that it can increase their feelings of confidence and happiness.”
Principle, in turn, comes to life out of bravery.
Watch out for the kid whoʼs majoring in courage, with a minor in principle. Sheʼs the one whoʼs going to change the world.
http://blogs.hbr.org/2010/09/principle-bravery-and-the-x-fa/
But context is everything. What is context? It’s the operating framework in which the content occurs — the goal, one might say. For example, the design of the Apollo lunar module was content. The goal of landing a man on the moon in nine years was the context. You will get a completely different result from engineers working on a lunar module if the context is “some day we might go to the moon” than if it’s “we’re going in nine years.”
Content gets generated by context. If an enterprise has the X factor — you know, that mysterious je ne sais quoi that creates a whole greater than the sum of its parts — itʼs not because of the content. Itʼs because of the context.
Context is generated by principle. In the Apollo example, the principle was to test the limits of human potential — to achieve the impossible. Kennedy said, “We chose to go to the moon, and do the other things, not because they are easy, but because they are hard.”
All too often, though, organizations’ driving principles get created unconsciously, out of some unexamined pathology, and they’re driven by fear. Here are a few:
Short-term profitability
Long-term profitability
Look good in the media in the interest of increasing donations
Get my parents to love me
Donʼt do anything that could ever make us look bad
Maximize personal gain
Donʼt lose our jobs
Truly inspiring principles have their basis in possibility — the possibility of a better day, of magic, of the miraculous. For example:
Martin Luther King, Jr.: “I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.”
Steve Jobs: “I want to make a ding in the universe.”
Walt Disney to architect Herb Ryman: “Herbie, I just want it to look like nothing else in the world.”
Giorgio Armani: “I believe that my clothes can give people a better image of themselves — that it can increase their feelings of confidence and happiness.”
Principle, in turn, comes to life out of bravery.
Watch out for the kid whoʼs majoring in courage, with a minor in principle. Sheʼs the one whoʼs going to change the world.
http://blogs.hbr.org/2010/09/principle-bravery-and-the-x-fa/
5 Kasım 2013 Salı
3-9 Kasım Organ Nakli Haftası
Benimde bir sozum var; retweet yapilmaya deger...
https://twitter.com/NovartisTurkiye/status/397665946120122368
https://twitter.com/NovartisTurkiye/status/397665946120122368
3 Kasım 2013 Pazar
Çam fıstığı
Yenilebilir ve yüksek ticari değeri olan bir tohumdur. Türkiye'de Aydın, Muğla ile İzmir ili Bergama ilçesine bağlı Kozak yöresinde üretimi yapılmaktadır.
Türk mutfağında pilav, dolma ve helvanın bir malzemesi olarak kullanılır.
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