Body language at work

Body language at work

A person need not always has to speak to convey your feelings. Most of the time person’s body gestures are doing the talking which is even mentioned by cricket commentators while the game is going. While verbal communication has its own impact, it’s the gestures and involuntary movements of body parts or non-verbal communication that convey the strongest messages. The person or persons receiving the communication remember the body gestures (language) more than words. It is true as concluded by many experts in the field.

This is the reason why it is very important to have the right body language when you plan to make an impression or do not wish to be interpreted wrongly in an office environment.

It gives them an insight into the confidence or discomfort of the person communicating. It tells them about how much the person believes in what he is saying and whether he wants to be offensive, defensive or a partner.

What is conveyed through gestures is important because people who don’t know the communicator very well are likely to misinterpret the silent messages the body sends out. That’s why it helps to be aware of and control one’s hand and eye movements and facial expressions.

Facial expressions reflect emotional side – a smile on the face with some relevant content is an effective weapon.

Here are some tips to train your body to- give the right message:

What you say and how you say is important. Conviction and depth in voice assures one’s determination and interest in the subject.

Be confident and relaxed in an office meeting. However, don’t appear to be too relaxed as it gives the impression that you are not interested in what’s going on.

If you are in an interview and want to talk about your achievements, look your interviewer in the eye while talking otherwise the interviewer may doubt your claims.

In prolonged meetings, make sure that your body language doesn’t convey your is like of boredom with the proceedings.

Greet your interviewer or a prospective client with a firm handshake. Limp and clammy hands convey your nervousness.

If you are in a meeting and the other person gets a call, try and look away or appear busy as it gives her a sense of privacy. But do not ask if you should go out of the room.

Beware of using too many hand gestures as they lead people to believe that you are angry or are getting aggressive.

An assertive behavior, go-getter tactics and pleasant appearance is always preferred over a blunt looking, difficult to figure out behavior.

Geeta Saar

This is what Bhagwan Shri Krishna wants to tell you:

Hey Parth (Employee),

Incentive nahi mila, Bura Hua

Salary cut rahi hai, Bura Hua

Extra shift hogi, woh bhi buri hogi.

Tum pichhla incentive na milne ka paschatap na karo,

Tum agle incentive ki chinta na karo,

Bus apni salary main santusht raho....

Tumhari pocket se kya gaya , jo rote ho?

Jo aaya tha sab yahee se aaya.

Tum jab nahi the, tab bhi company chal rahi thee

Tum jab nahi hoge, tab bhi chalegee.

Tum koi experience leker nahi aaye the..

Jo experience mila yahi mila...

Jo support diya company ke liye...

Degree leker aaye the, experience leker chalo.

Jo system aaj tumhara hai...

Woh kal kisi aur ka tha....

Kal kisi aur ka or parso kisi aur ka hoga..

Tum ise apna samajh kar kyo magan ho rahe ho..

Yahi khushi tumhari tension kaa kaaran hai.

Kyo vyarth chinta karte ho, kisse vyarth darte ho, Kaun tumhe nikaal sakta hai.

Policy change company ka rule hai

Jise tum policy change kahte ho, wahi to trick hai.

Ek pal main tum Best performer or Hero no.1 ya Super Star ban jaate ho,

Dusre pal main tum worst performer or target nahin achieve kar paatey ho.

Appraisal, incentive etc. etc. mann se hata do, vichaar se mita do,

Phir company tumhari hai or tum company ke.

Na yeh increment wageyrah tumhare liye hai, na tum iske kabhi ho,

Parantu job secure hai

Phir tum tension kyon lete ho........?

Tum apne aap ko company ko arpit kar do,

Yahi sabse bada golden rule hai,

Jo is golden rule ko jaanta hai,

woh review, incentive,recession ,retirement aadi se sada Ke liye muqt ho jaata hai.

Criteria of performance for the operations management System

Criteria of performance for the operations management System

Three objectives or criteria of performance of the production and operations management system are:

1. Customer satisfaction
2. Effectiveness
3. Efficiency

The case for ‘efficiency’ or ‘productive’ utilization of resources is clear. Whether, the organization is in the private sector or in the public sector, is a ‘manufacturing’ or a ‘service’ organization, or a ‘profit making’ or a ‘non-profit’ organization, the productive or optimal utilization of resource inputs is always a desired objective. However, effectiveness has more dimensions to it. It involves optimality in the fulfillment of multiple objectives, with a possible prioritization within the objectives. This is not difficult to imagine because modern production and operations management has to serve the so-called target customers, the people working within, as also the region, country or society at large. In order to survive the production/operations management system, has not only to be ‘profitable’ and/or ‘efficient’, but, must necessarily satisfy many more ‘customers’. This effectiveness has to be again viewed in terms of the short and long time horizons (depending upon the operations system’s need to remain active for short or long time horizons) – because , what may seem now like an ‘effective’ solution may not be ‘all that effective in the future. In fact, the effectiveness of the operations systems may depend not only upon a multi-objectives satisfaction but also on its flexibility or adaptability to change situations in the future so that it continues to fulfill the desirable objectives set while maintaining optimal efficiency.

Typically, what are the different decisions taken in production and operations management? As a discipline of ‘management’ which involves basically planning, implementation, monitoring, and control, some of the jobs/decisions are involved in the production and operations management.

The production and operations management function can be broadly divided into the following four areas:

1. Technology selection and management
2. Capacity management
3. Scheduling /Timing,Time allocation
4. System maintenance

This is primarily an aspect pertaining to the long term decision with some spillover into the intermediate region. Although it is not immediately connected with the day-to-day short term decisions handled in the plant, it is an important problem to be addressed in an age of spectacular technological advances, so that an appropriate choice is made by a particular organization to suit its objectives, organizational preparedness and its micro economic perspectives. It is a decision that will have a significant bearing on the management of manpower, machinery, and materials capacity of the operations system and also on the type of disturbances it can create within and outside the system by generating (i) undesirable effects of deterioration, (ii) potentially harmful waste by-products, and (iii) potential risk, to the users and non-users alike, due to a variety of reasons. A technology decision is closely linked with the capacity and system maintenance areas.

The capacity management aspect once framed in a long term perspective revolves around matching of available capacity to demand or making certain capacity available to meet the demand variation. This is done on both the intermediate and short time horizons. Capacity management is very important for achieving the organizational objectives of efficiency, customer service and overall effectiveness. While lower than needed capacity results in non-fulfillment of some of the customer services and other objectives of the production/operations system, a higher than necessary capacity results in lowered utilization of the resources or, in other words, lower efficiency of the conversion operations. There could be a ‘flexibility’ built into the capacity availability, but this depends upon the ‘technology’ decision to some extent and also on the nature of the production/operations system. While some operations systems can ‘flex’ significantly, some have to use inventories as the flexible joint between the rigidities of a system. The degree of flexibility required depends upon the customers demand fluctuations and thus the demand characteristics of the operations system.

As the product variety increases, the systems of production/operations change. In a system characterized by large volume low variety, one have capacities of machinery and men which are inflexible while taking advantage of the repetitive nature of activities involved in the system; whereas in a high variety (and low volume) demand situation, the need is for a flexible manufacturing system even at some cost to the efficiency. It may be noted that the relationship between the flexibility, capacity and the desired system-type holds good even for the ‘service’ industry.

Scheduling is another decision area of operations management which deals with the timing of various activities – time phasing of the filling of the demands or rather, the time phasing of the capacities to meet the demand as it keeps fluctuating.

System Maintenance: The fourth area of operation management is regarding safeguards – that only desired outputs will be produced in the ‘normal’ condition of the physical resources, and that the condition will be maintained normal. This is an important area whereby ‘vigilance’ is maintained so that all the good work of capacity creation, scheduling, etc is not negated.

Examples of Items You Can Use for Employee Recognition

Examples of Items You Can Use for Employee Recognition

Employee recognition is best approached creatively. While money is an important form of employee recognition, ideas for employee recognition are limited only by your imagination. Use the following ideas as you approach the provision of employee recognition.

Money

Base salary
Bonuses
Gift certificates
Cash awards

Written Words

Handwritten thank you notes
A letter of appreciation in the employee file
Handwritten cards to mark celebratory occasions
Recognition posted on the employee bulletin board
Contribution noted in the company newsletter

Positive Attention From Supervisory Staff

Stop by an individual’s workstation or office to talk informally
Provide frequent positive performance feedback – at least weekly
Provide public praise at a staff meeting
Take the employee out to lunch.

Encourage Employee Development

Send people to conferences and seminars
Ask people to present a summary of what they learned at a conference or seminar at a department meeting
Work out a written employee development plan
Make career development commitments and a schedule

The Work Itself

Provide cross training opportunities
Provide more of the kinds of work the employee likes and less of the work they do not like
Provide opportunities for empowerment and self-management
Ask the employee to represent the department at an important, external meeting
Have the employee represent the department on an inter-departmental committee
Provide opportunities for the employee to determine their own goals and direction
Participation in idea-generation and decision making

Gifts

Company logo merchandise such as shirts, hats, mugs, and jackets
Gift certificates to local stores
The opportunity to select items from a catalog
The ability to exchange "positive points" for merchandise or entry into a drawing for merchandise

Symbols and Honors

Framed or unframed certificates to hang on the wall or file
Engraved plaques
Larger work area or office
More and better equipment
Provide status symbols, whatever they are in your organization

How to beat dirty negotiating tactics

HOW TO BEAT DIRTY NEGOTIATING TACTICS

Much has been written about negotiation styles. There have been many courses about negotiation, which dedicates entire course work on collaborating and reaching a win-win scenario. In today's 'flat world' business environment, positional bargaining method or fact and reference based negotiation model are standard prescriptions for commercial negotiation.

But what do you do, when you sit across the table from somebody whose goal is not to come to a win-win conclusion, but to really beat you down and manipulate you. Well, although it is always a drain to combat dirty negotiation tactics, I have learned that being prepared can help overcome some of that headache.

The ten tips described below are designed to help you identify and respond appropriately to common dirty negotiation tactics used by unscrupulous business people.

• Shock effect
  
  As much of value selling and convincing you have done, at the end of the deal when the time comes to discuss price, many customers show some shock effect. What! That much for enterprise licenses, are you kidding me?
  
  It is very easy to fall in the trap of desperately wanting to close the deal and offer unnecessary concessions like free services, installation etc. This will be a good time to remind your customer how they will truly benefit using your offerings.
  
  Also, it is not rude to tell them that quality products have a fair price; after all you get what you pay for.


• Ongoing discount
  
  Have you ever heard something on these lines, "We are so close to signing this contract, if only we can solve this last issue?" You oblige, then comes out another issue followed by one more and then another. Very soon, you are giving away much more than what you originally intended.
  
  It is a good practice to list all customer issues early in the sales cycle based on priority. If new issues are added, put it in the list and re prioritize. When your customer asks for resolving this last issue, get a firm commitment on closing the deal right then after that issue is resolved. In this way, you only maybe give in to the last demand and not the ones following it.


• Boss knows best
  
  I have spent countless hours discussing value props with customers convincing them to buy from me, only to find out that they are not the true decision makers. They can only negotiate to receive discounts but really do not have any rights to actually buy from me.
  
  Basically I have negotiated with the wrong person. One way to avoid this is to ask early in the sales cycle how the decision to buy is being made on the customer side. Who makes the decision? Who influences the decision? Especially for higher end technical sales, many a times although the CIO has the final say on the procurement; he is completely dependent on the class architect to make the call on the vendor.
  
  It is important to identify the players involved in the decision making process and talk to them individually or collectively to resolve their issues.


• Fake deadline
  
  "If we cannot sign the agreement today, the deal is off". Be very wary when your customer puts a time pressure on the day of the meeting trying to get you committed on an unfair deal. Time is a valuable pressure tactic. Tell your customer that you are trying to create a true solution for them.
  
  It is important that you truly understand their issues first and do due diligence. It is unfair to you and him if you commit on something you do not feel comfortable about.
  
  If they do not want to listen and force the time issue, it is your call whether you want to walk or budge in to their unilateral demands.


• Delays
  
  March, June, September and December are hot months for sales folks trying to sprint to quarter end. Although progress has been made, your customer is deliberately delaying making a decision.
  
  Many manipulative customers feel that they can count on the fact that you have spent time and money on the sales process for a long time and will not want to go back without selling. This will be a great way to snag in a few concessions.
  
  It is wise to stay as emotionally detached as possible not caving in and making unnecessary concessions to close these deals. Remember, that your customer also spent valuable time with you in the sales cycle. You both have skin in the game. Don't rush to closing; you have mutual benefits tied to the deal.


• Unfair trading request
  
  A friend of mine in Dallas built a nice little dashboard for a manufacturing shop that can track orders online in near real time. When time came to close the deal, the manufacturing unit wanted sole rights to the product. They wanted to use it for themselves and then resell it to other similar outfits in the manufacturing space.
  
  However, they did not want to offer my buddy any cuts from the profit for it. This is an example of unfair trading request. Ask something in return of value always. You may lose some deals in the short run, but probably will come ahead of the curve in the end when forcing fair trade.


• Suddenly cold
  
  Many employers like to play this mind game while trying to hire somebody. They seem very interested in the early stages of the interview process, and then all of a sudden they seem to have lost all interest in you.
  
  When you pursue your interest for the position again, they say they will hire you. But they really cannot pay what you think they were going to pay you. You agree to their terms thinking that they seem to like you moderately and are not really jazzed up about you.
  
  This is a good time to resell yourself again on why they should pay you what you think they should pay you. Craft your message on "what's in it for them" to hire you.


• Wrongful summary
  
  The other party summarizes the agreement but misrepresents certain sections on his favor. If you listen especially carefully to the wrapping up part of the negotiation, you will not fall in this trap.
  
  You should take notes and refer back to them if necessary to make sure that the summary accurately describes what you agreed upon.


• False importance to an item
  
  A great deal of importance is placed on a agenda item that your customer knows that you simply cannot budge in. They make you feel guilty, put pressure etc. hoping that you would give them other concessions to make up for the one you could not give in. One way to avoid this is to treat each issue independently and make separate decisions.


• New player
  
  You feel that you are moving along well and suddenly you see a new person negotiating with you. He wants to start discussing every item from scratch and do not want to acknowledge previous agreements. If you cannot pursue him to honor prior understanding, start fresh again.
  
  It may be good to get another negotiator from your side to start dealing all over again since you may get frustrated dealing over the same issues again.
  
  As hard as it may sound, negotiators are better off remembering that dirty tactics used by manipulative negotiators are never really personal and it is all part of the game. If you are fair in your dealings and stay emotionally detached, you will possibly negotiate your way to a win/win result most of the time. I wish you all the best in your negotiations.

Carrot and Stick

In the 1970s, the government's long-outstanding promise of bringing a paved road to the northern Vancouver Island had been compared by the north islanders to a dangling carrot.

Carrot and stick (also spelled "carrot-and-stick") s an idiom used to refer to the act of rewarding good behavior and punishing bad behavior. The carrot represents the edible reward, while the stick refers to a punishing switch. The earliest citation of this expression recorded by the Supplement to the Oxford English Dictionary is to The Economist magazine in the December 11, 1948, issue. The Supplement also depicts a person trying to entice a donkey to move by dangling a carrot in front of it.