GOOD TO GREAT - CHAPTER 6

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GOOD TO GREAT - CHAPTER 6

Post by Klittles on Wed Mar 01, 2017 4:52 pm

It is time for our collaboration on Chapter 6. Please read the directions carefully.

Your responses are due by WEDNESDAY, MARCH 8TH @ 3 pm.

Please respond to the following statements with well thought-out responses.


1. What is the central idea for this chapter? Give a few specific meanings of this central idea.

2. List Nucor's Three Circles and discuss.

3. Explain this statement. "Freedom is only part of the story and half the truth."

4. What is the importance of discipline in any organization?

5. Where do you think you are on the ladder of self-discipline? Explain.

6. The fact that something is a “once-in-a-lifetime opportunity” is irrelevant, if it does not have a purpose in your organization at the time.
   Agree or Disagree and Explain.


Last edited by Klittles on Thu Mar 02, 2017 6:07 pm; edited 1 time in total
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Re: GOOD TO GREAT - CHAPTER 6

Post by MShamburger on Thu Mar 02, 2017 5:58 pm

1. What is the central idea for this chapter? Give a few specific meaning of this central idea.
The central idea of chapter 6 is discipline. The author explains that great companies require self-disciplined people who take disciplined actions. A lack of discipline (or disciplined people) causes the need for bureaucracy.
One example is a pilot who must work within a strict system to maintain the safety of the plane and passengers, but who has the autonomy to make crucial decisions. Freedom and responsibility within a developed framework/system.
Another example is what the author calls “rinsing your cottage cheese.” This refers to an Ironman athlete who was so dedicated to his competition that, despite burning 5000 calories each day, he rinsed the extra fat off of his cottage cheese to make for a more low-fat, high carb diet. He had discipline.
2. List Nucor's Three Circles and discuss.
Nucor’s Three Circles are: Passion—to eliminate class distinctions in order to create an atmosphere that aligns management, labor and financial interest; Economic Denominator—profit per ton of finished steel; Could become best in the world at—producing low cost steel.
Nucor became highly successful by staying focused on these three circles. They reduced their management overhead, lowered costs, shared executive benefits with workers, put all employee names on the annual report, basically creating an atmosphere in which success meant success for everyone, not just higher-ranking employees.
3. Explain this statement. "Freedom is only part of the story and half the truth."
This statement summarizes the author’s contention that a great company must create and maintain a culture in which all employees have an opportunity to innovate and make suggestions to make the company better. They must have autonomy to make crucial decisions, especially in emergency situations or in downturn economies. However, this autonomy must be used within a systematic framework. There must also be a disciplined environment that adheres to the company vision and remains within the circles that delineate what the goal of the company is. The author refers to this as a duality where people adhere to a system; but have freedom and responsibility within that system to make key decisions.
4. What is the importance of discipline in any organization?
As mentioned in the previous answer, discipline is what makes a company great. Self-disciplined people who take disciplined action that is consistent with the company framework of goals are the backbone of a great company. The more disciplined workers are, the less need for a strict set of rules and an overbearing bureaucracy.
5. Where do you think you are on the ladder of self-discipline? Explain.
I believe I am a well-disciplined person. I try to work within the framework of the systems (SSD, DOC, etc) while attempting to create innovative and efficient methods of accomplishing goals.
6. The fact that something is a “once-in-a-lifetime opportunity” is irrelevant, if it does not have a purpose in your organization at the time.
Agree or Disagree and Explain.
I agree in the sense of this book and in building great companies. As the author explains it, a company must be laser-focused on the three circles if it is to move from good to great. Therefore, if an opportunity arises that is outside those circles (even if it is the “opportunity of a lifetime”), it is folly to pursue it. It will, ultimately, distract from the goals and vision of the company and hold it back.

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Re: GOOD TO GREAT - CHAPTER 6

Post by SWallace on Mon Mar 06, 2017 10:39 pm

1. What is the central idea for this chapter? Give a few specific meaning of this central idea.
The central idea for this chapter is “Build a culture around people who take disciplined action within the three circles, fanatically consistent with the Hedgehog Concept.” This means that not only do you need to adhere to the Hedgehog concept’s 3 circles, from previous chapter, but you need to rigorously stick to those concepts and not veer from that framework. The focus on “disciplined action” means that you employ those people whom are self-disciplined but also have the ability to think divergently (but stay within the framework of the focus of your company). The author shows many examples where the company started to think outside the Hedgehog Concept and they started to lose profits. They lost their focus. Even though something may be seen as a “once in a lifetime opportunity” it should be avoided if it does not fit within the 3 Circles.

2. List Nucor's Three Circles and discuss.
Nucor’s Three Circles are based on the Hedgehog Concept focusing on aligning worker interests with management and shareholder interests: 1) Passion – he eliminated the class distinctions with the company. The executives were not treated better than the regular workers. It stated that many times they received “less” benefits. 2) Best in the World at – focused on building a culture and using technology to produce low-cost steel. 3) Economic – profit per ton on finished steel. What made is his company so successful was in how he treated his workers. When the company had a good year, everyone had a good year. But, when they had some tough years, Nucor cut first from the top (CEO pay by 75%) then 60% for office workers, and the lowest amount for the frontline workers (25%). His workers were very loyal to him and the company.


3. Explain this statement. "Freedom is only part of the story and half the truth."
The other half of the “story” is Responsibility. A Good to Great company needs people who can be creative, imaginative, and willing to make “bold moves” but at the same time stay within the Framework of the 3 circles of the Hedgehog Concept. It is vital to have the Right People in the Right Place. People who are Self-disciplined and then management can focus on the Discipline of the Plan itself.

4. What is the importance of discipline in any organization?
As I pointed out in a couple of my other answers, an organization needs to employ people who are self-disciplined to be successful. Companies that focus on rigorous and strict discipline of employees not only lose the opportunity for that employee to be creative, but also stifle the employees. When that rigorous, highly-disciplined “leader” leaves, then his/her company falters without that direction.

5. Where do you think you are on the ladder of self-discipline? Explain.
I feel that I am very self-disciplined as far as doing the best that I can without having to have someone always checking to make sure I am right. I also look for ways to be creative within the confines of where I work.


6. The fact that something is a “once-in-a-lifetime opportunity” is irrelevant, if it does not have a purpose in your organization at the time. Agree or Disagree and Explain.
This is probably the most difficult choice. Often it is very hard to pass up those “Once–in-a-life-time opportunities” because they look like a great chance to achieve something Big …. But according to the author, if it does not “fit” within the framework of your 3 Circles, Pass it up! So I guess if I take that same question and apply it to my personal life, I would have to agree … just because it looks good, looks easy, doesn’t mean it will benefit me in the end.
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Good to Great Chapter 6

Post by CAnderson on Wed Mar 08, 2017 6:46 am

1. What is the central idea for this chapter? Give a few specific meanings of this central idea.
The central idea of the chapter is the importance of discipline to a company and its success.  The author states that sustained great results depend upon building a culture full of self-disciplined people.  He further stated that disciplined action without disciplined understanding of the three circles cannot produce sustained good results.  The R. J. Reynolds Company lacked the discipline, while Pitney Bowes showed the opposite.  That company changed course and was able to rebound from difficult times.

2. List Nucor's Three Circles and discuss.
Nucor's three circles are: (a)  Passion--what are you passionate about?; (b) What can you become the best in the world at?; and (c) Economic denominator of profit--what drives your economic engine?  Nucor's success was based on adhering to the concepts of the three circles and remaining disciplined within the Hedgehog Concept--see what is essential and ignore the rest.  Establish a culture of discipline, with the idea of freedom and responsibility.  Discipline does not mean tyranny.  It is a good idea to have self-disciplined people on the bus.

3. Explain this statement. "Freedom is only part of the story and half the truth."
A great company allows its employees to have certain freedom.  The author states that it is about creating a disciplined culture, not enforcing discipline.  There is another side to it.  Again, employees must feel that they have the freedom to speak up and have their opinions heard.

4.  What is the importance of discipline in any organization?(
Discipline is important in any organization.  It is necessary to have disciplined people in any successful organization.  It is necessary to have disciplined people.  The author feels that businesses should get disciplined people who engage in rigorous thinking, who then take disciplined action within the framework of a consistent system.  It is important to have people onboard who think matters through and behave in a systematic manner.

5. Where do you think you are on the ladder of self-discipline? Explain.
I believe that I am on the upper rung of the ladder of self-discipline.  Various situations call for varying amounts of self-discipline.  I follow protocol and policy.  I do what I am supposed to do.  I complete my job requirements as I am directed.  I do my job, without having to have someone looking over my shoulder.  I feel as though I am accountable, particularly within the framework of my job.

6. The fact that something is a “once-in-a-lifetime opportunity” is irrelevant, if it does not have a purpose in your organization at the time.
  Agree or Disagree and Explain.

The author feels that "once in a lifetime opportunities" are irrelevant if they don't fit within the framework.  I feel that these opportunities are justly named (once in a lifetime) for a reason.  They come along only once, theoretically.  I think you can take the opportunity and adapt it to your business or situation.  The opportunity may work under more than once circumstance.  I agree that only great organizations have the discipline to do whatever it takes to be the best.  That includes taking advantage of "once-in-a-lifetime" opportunities when possible.
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Re: GOOD TO GREAT - CHAPTER 6

Post by Kenya.Huggins on Thu Mar 09, 2017 5:30 pm

Discipline is the theme at the core of this chapter. It details how prosperous companies are built upon self disciplined personnel who maintains standards of operation by rigorous bureaucratic code to eliminate errors in production or services, but have limited freedom of independent decision making. One precedent offered by the writer for understanding discipline refers to how a pilot must adhere to strict procedure for safe conduct of plane and passengers to its destination, but allowed the independence to make split decisions in unforeseen circumstances.

Nucor focused on harmonizing management, labor and financial interest. This is what caused his success. By keeping the circle of three at the core of this operation, it was possible to eliminate a percentage of management overhead which drove down costs. This opened the ability to share executive bonus potential with lower ranking employees. He also created an aura of united prosperity for all by listing every workers names on annual reports.

The author uses this declarative to stress that , for a company to flourish, its employees must be disciplined to adhere to the company's vision and goals, but also be free to think for themselves in areas of emergency decisions involving certain situations such as safety, economic regression, or give ideas to progressively innovate the betterment of the company.

Discipline is the central system that judges the success of a company. Self discipline employees virtually eliminate that necessity for a rigged bureaucratic structure.

I agree with this statement. If a company were to change tracks to incorporate a "once in a lifetime opportunity", it will loose its precision its original goal or change its goals altogether. This can cause the company to become stagnant or fall completely.

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Re: GOOD TO GREAT - CHAPTER 6

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