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Assignment # 1 Analysis

Philosophy of Management MGT 703 1. A Three-Pronged Philosophy: Key to Success


By Rajeev Madhavan, Magma Design Automation

2. What Keeps Management Focused?


(By Virginia Robins)

Submitted to:

Dr. Ijaz A. Qureshi


Submitted by: Syed Zahid Raza Rizvi 30th March Resubmission: 13th April Spring 2012

A Three Pronged Philosophy Key to Success


(By Rajeev Madhavan)

Introduction Rajeev Madhavan elaborated in this article, his achievements and strategy in success of Magma Design Automation. Rajeev was actually a non starter and lazy but his manager at BRN pointed him out that if he goes with the same pace, he will be virtually a looser. He then went on working hard and learnt from the mistakes of others as well, and found gaps which he could fill with a startup mind. Rajeev then became a successful entrepreneur and focused on Magma with three pronged philosophy. Magmas employees were committed and motivated for their job due to excellent environment provided by Rajeevs philosophy. He attributed his success due to his startup mentality, communication and open mind. Magma was so successful that it had IPO in 2001and thereafter acquisitioned firms on the basis of raw technologies, infrastructure and revolutionary technologies. Three KEYs to Success 1. Startup Mentality It helps in taking risks and winning success. Fear of unknown and laziness are big barriers. Some sort of critical thinking, incentives, passion, inspiration or motivation could flourish this mentality. Main constraint in startup could be finance, but it needs to be explored. Firm or project may get finance with an executable business plan. 2. Communications It is good for managers / executives to know employees by name. Flat hierarchy and communication helps in managing firm in efficient manner.

3. Open Mind Open to critic helps in improving system.

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Higher management may be open to communication, suggestions, and critics from all employees.

Conclusions Learning from others mistakes is vital and helps in entrepreneurship; moreover, finding the gap in existing system (e.g. opportunities) could become a startup point as well. Innovation helps firm and personals to grow with fast pace and taking competitive edge for customer satisfaction. Open communication helps employees consider their assignments as more than job which helps in improving system. Regular communication patterns enabled us to establish transparency and facilitated the development of a trusting relationship [1]. Dictatorial management may be avoided. Participatory management style is best for growth and solution to almost every problem. Employees must feel free to share the truth. Criticism helps in finding alternative ideas, which is vital for success. Objectively focus is also a key to success and meets the customers needs. It is customer who defines innovation and product requirements; therefore open mind is always helpful. Companies should fight for competitive edge and innovation. If an environment which encourages the sharing of knowledge by providing expectations and incentives does not exist, it will result in a failure for the organization [2]. References
[1]. Shelley Spurr, Jill Bally, Linda Ferguson, (2010), A framework for clinical teaching:

A passion-centered philosophy, Education in Practice 10:349-354 [2]. Mario Javier Donate, Ftima Guadamillas, (2011),"Organizational factors to support knowledge management and innovation", Journal of Knowledge Management, Vol. 15 Iss: 6 pp. 890 - 914.

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What Keeps Management Focused?

(By Virginia Robins)

Keywords: Devils Advocacy, Employees Motivation, Open Communication, Open Mind, System Improvement, Process Excellence Introduction Virginia discussed the board meeting, held in cold weather when they reviewed production results and shocked to know that key vendor failed in meeting customers demands. Excellent cross functional team worked together and supported in selection of different processes in strict compliance to self considered best industrial practices; and produced the product in time. But it failed in anticipating customers exceeding demands. Management inability to see beyond some milestone leads failure. Moreover, it is better to critically analyze all processes and decisions and think out of box. Devils advocacy can do best for critical analysis, learning from others mistakes, thinking out of box and avoiding failures. Management must focus on critical thinking in decision making and motivating employees for suggesting mistakes and solutions. Virginia in this article focused on the lessons learnt from that particular failure. Conclusions Teams self assessment about industry best practices needs to be evaluated. There must be some mechanism for project failure anticipation and customers demands anticipation. Management is responsible for the failure of the best processes even. There is always a lesson present in failure of us and others. Others failure must be mitigated in our system, otherwise same failure could occur in our system. Proven process failure can happen only if management lacks focus. Companies should motivate and reward employees for suggesting solutions and pointing out mistakes. Out of box thinking or

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devils advocate helps a lot in critically analyzing any process or decision. Meeting or exceeding customers needs and requirements, and knowing it critically is a key to success. Constructive criticism always helps in improving system. A strategic and integrated approach is likely to yield better results since various processes and skills are needed to transcend the barriers of individual and organizational perspectives, motivations, skills, capabilities and reward [1]. Similarly leadership in every department is required focusing on excellence, vision for future competitiveness, with a partnership approach, clear goals, excellent communication, support infrastructure, corporate commitment and management with process-focus. Moreover a culture of continuous improvement is also important [2]. References
[1]. Rajat Gera, (2012),"Bridging the gap in knowledge transfer between academia and

practitioners", International Journal of Educational Management, Vol. 26 Iss: 3 pp. 252 273. [2]. Mohamed Zairi, (1995),"Total quality education for superior performance", Training for Quality, Vol. 3 Iss: 1 pp. 29 35.

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