Index IntroductionFaulty Advice and Management TrapApplicationCompare and ContrastEvaluationIntroductionEvery company, business and corporation has the goal of making money or at least staying away from the red. The authors who have been publishing "best sellers" for years are the ones who offer assistance so that every reader understands how to stay out of the red or remain among the top among their competitors. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayNovels that have been best sellers for years are those that demonstrate that the author has obviously done the best and most thorough research to remain listed as a best seller for several years. Best-selling novels guide readers to gain the ability to stay ahead of the curve or commonly known as adopting "best practices" that have worked for others. Having this advantage will allow companies to minimize any problems that may occur, as well as the opportunity to gain a competitive advantage over competitors. The most important content on the best sellers focuses on social responsibility, globalism, workforce diversity and the virtual workplace and how this may be the most pressing issue facing the contemporary organization. Bad Advice and the Management Trap With everyone wanting to get to the end, stay at the top. The most common step for people to take is to seek advice. However, the credibility of the advice may be tainted and may not solve or prevent a problem. Pattern I and II behaviors are two avenues an individual can use to determine bad advice. Behavior of the first model. Model I behavior can be described as a self-sealing circuit that appears to function in a way that appears spontaneous and effortless (Argyris). Members of Model I behavior protect them and allow individuals to stay in their comfort zone (Argyris). Model II behaviors share power, any task that needs to be decided must be shared with all decision makers. The behavioral goal of Model II is to maximize the contribution of each member (Argyris). All advice, rather than receiving or giving, requires valid and responsible information. Management is the creative process that guides the transformation of discoveries into products, goods and services (Drucker). To be a successful management you need to know the question "What is our business?" How you will present yourself on the market, who you are targeting and what steps you have planned to achieve your goal. Drucker explains that management by objectives (MOB) can be a great way to grow businesses. This emphasizes teamwork and shared objectives at every management level. Having shared pride at all levels will make each individual feel the importance of the need to be an above-average worker. Variability exists everywhere in everything (Deming). When collecting information and data you need to be sure not only to collect the amount of defects but also the number of successful products made, especially when using people to collect the data. Deming explains how important it is how management should move away from the old method of management techniques to fetch better and more accurate data and improve overall production. Managers have less to do with formal development efforts than with how the task of management is understood within the organization (McGregor). The manager can act as if the employees have responsibilities,however, employees may feel that they are unable to handle responsibilities if they are supervised too much. While another may have better growth and seek more responsibility if he feels confident when given responsibility. Everyone wants to have the feeling of importance and necessity. Once employees feel and know that they can express their specific ideas, experiences, and skills that could help solve or prevent problems, they will have a sense of synergy, pride, and connection established with them.him/her to the organization.ApplicationThe Hospitals are large organizations that span a variety of management areas and implement them to be successful. Lutheran Hospital is one of two large healthcare networks in the Fort Wayne area. Lutheran Hospital is constantly trying to find a competitive advantage over Parkview to increase patient volume every day. Lutheran Hospital is owned and operated by an outside company, the company in which it has the final say on what Lutheran Hospital can and cannot do with its profits. Because of this it is very difficult for Lutheran to compete with Parkview, and trying to use benchmark theory is almost impossible because what works for Parkview will not always work for Lutheran due to funding. Each hospital has its own mission statement, which will go along with their marketing purpose and mix them. Their purpose will answer the question “What is our business?” and “Who are we serving?” Hospitals are grouped into different departments; each department needs its own set of objectives that each individual staff must meet. These objectives should discuss the objectives, whether it is for an entire department or an individual patient. All individuals in that department should understand and be aware of how to achieve those goals. There are dozens of departments in Lutheran Hospital which are all run by their own managers and staff, however each department might see a mix of staff with Theory X and Theory Y attitudes. We would all like to think that because people who work in the healthcare field are all in the mindset of having behavior explained by Theory Y. Hospitals are places where people come for their loved ones or themselves to seek help, no one wants to think that Theory in the people who work inside of such a large organization. People who come to the hospital want educated people who have a passion for healing people and who do what they need to do, to increase their organization. Deming's theory of variability can also be seen in different departments of the hospital. Each department has a different organizational process and tasks that are at hand every day. Using Deming's theory, which can be used in a variety of ways, there is significant potential to increase the quality of work. Some individuals work better at night, others prefer the day shift; some prefer to sit at a desk, some prefer to stand, and some prefer to work with geriatrics, while others prefer pediatrics. Variability requires everyone in each department to understand and do their part for the organization to see the increase in work. Lutheran Hospital has more than 7,000 employees, all working toward the same goal of treating and providing care to every individual who enters the campus. However, sometimes people seek advice for their job or department. Model I and II behaviors could help an individual determine whether the advice he or she received from a colleague is incorrect or not. To every individual in.