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Our patrons pay a decent fee to play and become members in our course, and they deserve to be treated with principles and integrity, in fact, I am sure many of them expect it. People are at the heart of our concern and without them none of us would survive, and so, they should be at the forefront of our management philosophy.
Perhaps the most important aspect of these Seven Habits is integrity, and Covey refers to it consistently throughout the book. He writes, "People can seek to understand, remember the little things, keep their promises, clarify and fulfill expectations, and still fail to build reserves of trust if they are inwardly duplicitous" (Covey 195). This is a vital concept for the staff and management to remember at Woodmont. Why? Because how we deal with each other eventually trickles down to the patrons, and if we treat each other with a lack...
Ultimately, our Seven Habits should help make us better people, but should lead us to be a better organization, as well, and I think this book could help everyone at Woodmont develop better management techniques that could lead to more success and encouragement throughout the entire organization.
In conclusion, Covey's book applies to anyone or any organization, no matter how large or small, and it makes the reader truly think about how they react in the corporate and personal environment, and how they can change to be more effective, more successful, and a better person, as well.
References
Covey, Stephen F. Seven Habits of Highly Effective People. New York: Fireside, 1990.
Habits of Highly Effective People Stephen R. Covey analyzes the deep-rooted character traits that define a genuinely successful human being. As opposed to the personality ethic, which consists of superficial manipulative motives and offers only short-term success, Covey investigates the character ethic -- a paradigm of living which ensures long-term success by forcing a person to live by universal, enduring principles of goodness which cannot be faked. Habit 1: Be Proactive "Between
" Independent will is defined by Covey as "the ability to make decisions and choices and to act in accordance with them. It is the ability to act, rather than be acted upon" (148). This goes back to Covey's original principle regarding being proactive. While the ideas of being proactive and prioritizing are widely accepted as essential parts of effective management, where Covey seems to go off track a bit in
The way Covey presents meditation makes an otherwise daunting practice seem approachable and doable. The author frames meditation as being another form of exercise, balance, and self-renewal, not as something reserved for mystics and yogis. After reading the chapter, it is easy to see how and why meditation can be incorporated into a regular regime of self-improvement. Not being so familiar with practicing meditation, I realized that the act
The news stories coming out of this effort read like a "who's who" of caring organizations. Headlines read: "Elementary School raises money for Katrina," "Church holds fundraiser for survivors," "Sports team aids victims," "Fortune 500 lends aide to cause," "local residents help Katrina victims." Of course, in any situation such as this, nothing is truly black and white. There are many groups that are helping out not only due to
Covey, 7 Habits of Highly Effective People Stephen R. Covey was born in 1932 in Salt Lake City, Utah; he has his undergraduate degree (in business administration) from the University of Utah, an MBA from the Harvard Business School, and a Doctorate in Religious Education from Brigham Young University. (Covey is a practicing Mormon). He is currently a professor in the Jon M. Huntsman School of Business at Utah State University.
Book Review of - The 7 Habits of Highly Effective People- Stephen R. Covey Overview of the content Author: Stephen R. Covey Title: The 7 Habits of Highly Effective People Publisher: Free Press Place: New York Date of Publication: 1988 Number of Pages: 381 Covey’s work on self-improvement titled ‘The 7 Habits of Highly Effective People’ is grounded in the author’s view that one’s worldview is wholly based on individual assessments. For altering any situation, there is a