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Example research essay topic: Previously Mentioned Five Principles - 1,818 words

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Managing from the Heart Hyler Bracey, Jack Rosenblum, Aubrey Sanford, and Roy Trueblood wrote managing from the Heart. It is the book about management techniques that are based on human relationships. The book pays close attention to interactions at a workplace from a deep and more human place. The book itself seems not too complicated and actually is pleasure to read. Managing from the Heart is the book for managers. It helps managers to understand the importance of element in being an effective leader, which makes managers to be successful in performing their job with competence and confidence, also not forgetting about caring.

Actually, caring can be the matter of corporate life or death, for this reason it is very important. Managing from the Heart is a thought-provoking story. It focuses attention of a reader on the human side of excellent management. The ideas that are presented in the book are not new, but they are structured in the way that gets straight to the point, while bringing pleasure to a reader.

The book helps a manager to look inside at own managing methods and techniques in an accurate and outstanding way. The book gives good advices on management, besides it, also helps a reader to manage own life and teaches how to interact with people in general. Captures the essence of caring management in a story that is direct and understandable to any level of management. (Peter H. Coors, Kirkus Reviews, 2002) Managing from the Heart forces the reader to reflect on own life.

The book is definitely worth reading, because authors possess concrete knowledge in this specific field. They all have backgrounds such as consulting, motivational speaking, ordain minister, and psychotherapy. The authors are also members of the Atlanta Consulting Group and work together to provide people with knowledge of creating an organization with vision and harmony, which will bring immediate positive results. The authors of the book believe that it is impossible for a certain company to maintain high quality personnel, products, and to obtain high profits if it is not managed with compassion and caring. Previously mentioned five principles support both morale and productivity. The authors use the story to make their points very effectively, bringing the reader to reflect on how their managing style influences others.

Management based on more human and sincere relationships between employees proved to be effective. However, this particular approach in management is not unique. Managing from the heart does not concentrate on productivity and efficiency only, but rather suggests considering the whole person. The book makes a reader to think about the individual who is responsible for that productivity and efficiency. The individual should not be viewed as some mechanism, but should be respected for being unique human being on which a manager can truly rely and can closely work with and respect this whole person for simple reason of achieving common goals.

The book is presented as the story of Harry Hartwell, who is a composite character of the numerous experiences of the authors. Harry Hartwell is portrayed as a top manager at an oil refinery. He always demanded too much from his team, but some of his employees were very proud to be in Harry's team. Most often Harry was seen intimidating. Accidentally, Harry experiences a near death experience and while he was recovering, he is introduced to a ghost like character. This character shows the lack of communication skills and caring skills.

Then the character reveals five principles for Harry to manage from the heart. First of these five principles is not making a person wrong, even if you disagree, because nobody likes to have his or her worth as a person questioned. Please don't make me wrong, even if you disagree with me actually means that manager should not fault the individual. Manager may have a problem with the decision, and there should not be any problem with that, but should not make employee the problem when in fact the decision is the issue. Manager should not put the individual down by saying, That was stupid or what were you thinking of. These comments belittle the individual and do not resolve the existing problem.

Nobody likes to be disparaged. Manager should explain to the individual why he or she disagrees with the individuals decision and should give him or her opportunity to explain why he or she made the decision. This leads to step two. Second principle is hearing and understanding. It is very important for people to feel fully listened to and understood.

Hear me and understand me, means that manager should listen to what the individual is saying and should hear what is being said. If a misunderstanding does occur, it can be resolved immediately and prevent further misunderstandings. Also by listening, the supervisor may gain insight on a particular situation that may change his or her opinion of the situation. Third principle is telling the truth with compassion, because it teaches not to avoid possible confrontation with employees, but do it firmly and with caring. Manager should talk to them directly and not through other persons. Tell me the truth with compassion encourages a manager to talk with his or her employees and discuss shortcomings and try to come to a conclusion on what the end result should be and how the employee can reach that specific goal.

Manager should tell an employee what he or she does well. This should actually be discussed before his or her shortcomings. By discussing employees strength, the employee gains a sense of value and importance. Employee believes that he or she has self worth and value and each employee needs to feel this. This also builds trust with the supervisor and the employee will not react negatively when his or her shortcomings are discussed. Forth principle is remembering to look for loving intentions.

It is based on the belief that when someone proposes an idea, a manager should encourage these actions, no matter what is own opinion, and should acknowledge that the person who introduced the idea has positive reasons. It also involves listening to the intention behind what an individual says. Remember to look for my loving thoughts brings out the "Pollyanna" in supervisors. All employees have something positive in them. If a situation should arise that manager does not agree with, he or she should try asking, What were his loving intentions? What good was he trying to do?

This is quite hard to do. Especially if manager is task oriented and just wants to complete assigned mission. Upon answering the previous two questions manager will find that 95 % of the employees had good intentions and wanted to get the mission accomplished just as much as manager did. Managing from the heart acknowledges and appreciates these good intentions no matter what the outcome is. Finally, fifth principle is the importance of understanding the greatness within an individual. Manager should address to the persons potential greatness.

Acknowledge the greatness in me. Every employee has strength. Sometimes in relationships with managers, he or she often overlooks what managers individual strengths are. In this situation manager should spend some time to find out what those strengths are and how it is possible to utilize them to work for the organization. Manager should acknowledge these strengths to the employee, as this would build employees self-confidence and trust in his or her leader. This trust will establish loyalty both to manager and to the company.

I felt a very powerful message while reading each separate step, and when all were in place and utilized the overall message of the book was even stronger. No one of these steps is done alone and separate from the other. Sometimes all steps will be required to manage from the heart and other times only two may be required. Managing from the heart takes practice, it does not happen over night. When manager is trying managing from the heart first time, he or she must be patient with and do not give up, keeping practicing. Interesting question rises, what actually is required from manager in order to manage from the heart?

Well, after reading the book it is possible to say that strong interpersonal skills are of a great importance for manager to be successful. True understanding of own abilities and of own duties as a manager is essential for managing techniques discussed in the book. Manager should know what he or she stands for before he or she can manage own work force. Besides, manager should be flexible when it comes to adaptation in constantly changing work environment. Manager should be also creative and should be able to find new approaches for solving existing problems.

In summary, 22 skills required by managers will be used at one time or another (sometimes even together) when managing from the heart. Then you might reasonably point out that not all the people possess all these 22 skills. What a manager should do if he or she does not possess previously mentioned skills. This question can be simply answered not everyone can be manager.

Besides, in my own opinion, each individual possesses these skills to some extent, and while managing from the heart it is not that important what you can, but what are your intentions. If an average manager manages from the heart, there is not doubt that he or she will be more successful in comparison with standard managerial techniques. There is no doubt that many managers had read many books, but not all of them equally helped them in their daily routine. Many books could be useful, but quite often managers simply forget about them.

What can be actually the recommendations for manager when building own managerial techniques upon reading Managing from the Heart? It is suggested that manager should retain this book in his or her management reading list and if some questions rise manager always can find the answer in the book. The answer is not the certain set of rules, but rather a recommendation on how to use own abilities and positive qualities for management. This makes Managing from the Heart to be helpful. Besides this book allows manager to be what he or she really is. This is what people really appreciate and respect.

It was quite easy to read the book, because it was in a novel-like format and it actually helps the reader to apply five principles in the workplace. The most I liked about Managing from the Heart was that the information is presented in the way that you simply remember it and it positively influences you actions in everyday life. I think the book is great and I would recommend other people to read it. Works cited: Peter H.

Coors, President, Coors Brewing Company, From Kirkus Reviews, 2002, web web Managing from the Heart, Hyler Bracey, Jack Rosenblum, Aubrey Sanford, Roy Trueblood


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Research essay sample on Previously Mentioned Five Principles

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