Advisory Board: Governor Kenny Guinn, Chairman; U. S. Senators Harry Reid and John Ensign, Vice Chairmen; U. S. Representatives James Gibbons and Shelley Berkley, and Las Vegas Mayor Oscar Goodman, Executive Directors.
U. S. Secretary of Labor Elaine Chao
Chairperson
Dr. Tony T. Lei
President
Dr. William N. Thompson
Director of Public Administration Institution
Dr. E. Lee Bernick and Dr. G. Keong Leong
Deans of Graduaute School of Business and Public Administration
Dr. Sue Fawn Chung
Director of Culture Institution
Justice of the Supreme Court William Maupin, Atorney General Brian Sandoval, and District Judge Stewart Bell, Honorary Chairmen of Clark County District Attorney and Police Civil Commission (CCDAPCC)
District Attorney David Roger and Sheriff William Young
Chairmen of CCDAPCC
(702) 255-9058
--------------------------------------------------------------------------------------------------
Some good leading skills for executives and leaders
By Tiffany Chang

Management is a term still not be well defined. A current definition is that management is the attainment of organizational objectives with and through people. A manager requires a special set of skills and abilities in order to attain objectives in a complex organization with and through many different types of individuals.*1

"Better executive decision and development of good leaders are important in any age or in any organization, but the changing face of business and government makes both more important today than perhaps they have ever been before. The decentralization of private companies, public agencies, amd even community groups has spread the responsibility for decision-making more broadly at the same time that it has created greate accountability for each individual decision made," said Dr. Tony Lei, President of Washington Business and Technology Institute.*2

" The following skills for executives and leaders are helpful: (1) When you are thrust into a responsible position with accentual warning and even less preparation, clear headed thinking about why you have been appointed to an office and what those who have placed you there expect of you is prerequisite to clear-minded, if not predictable, decision making. (2) Ask what actions are called for in the position, what strategies have worked in past, and how others have previously responded to the challenges you now face. (3) Realizing your leadership potential depends on making a match between your vision and an organization. The challenge is to find the right opportunity, pick the right moment, and make the right move. (4) Remember personal traits are important to executives and leaders, but such leadership skills as persuasive speaking, persistence in achieving one's agendas, and personal confidence can be developed in office, much of leadership is a learned capacity that need not be limited by birthright or prior experience. (5) Moving yourself through varied and increasingly responsible management experiences develop the personal confidence and diverse skills required to master different, more ambitious arrays of tasks. (6) Pick your associates well, back them fully, empower them with boh accountability and responsibility, and they will produce far more than you ever will to achieve on your own."*3

There are some more tips to be added: (1) Knowing where you want to go and what your values are can be essential to getting there, to ensuring that all of your interests and concerns. (2) Recognizing people's diverse motives for participating is an essential first step in mobilizing their contributions. (3) If you expect those who work for you to exercise their own judment, provide them with the decision-making expenence now. (4) If your leadership depends on theirs, devloping responsibiliy and sharing stories is a foundation upon which it will reside. (5) A new position of leadership will engender the expenience you lack on arrival, and seeking feedback on your performance in the position will ensure that you take advantage of the experience. (6) Thinking strategically when confronted with a crsis or challenge is a learned skill that requires sustained seasoning.*4

At least there are two points of view about the way knowledge aquuired in business is or can be translated into a real-world environment. It has been suggested by business that MBA programs of many schools arenot teaching necessary skills fro managerial effectiveness. Development of skills requiired, finding the problems that need to be solved, planning for attainment of desired results,, and carring out operating plans one they are made are skills not emphasized in MBA program of many coleges. Another skill that appears to be lacking is the ability to achieve results through people in organizations. This is why many schools are incorporating a behavioral approach in management rectify this deficit.*5
--------------------------------------------------------------------
References