Different people have different views on this and the most common one is better salary and company. But it is a fact that people leave Managers and not company.
Friends, I have tried this and it works believe me. If you want to retain your team have all local team members in your tem. Means if your office is in Pune have team members who are from Pune and not members who have migrated from other states or cities. The reason of not having local team members is the real reason why most people leave the company.
Believe me friends people leave not because they are not happy with job, profile or salary but because the Managers make comments about the in time and out time of member, taking holiday or half day for birthday, marriage/death of relative even neighbors etc. Local people have to do because he has a social life. Migrated people are mostly without family and are staying alone or with friends. They do not have any social life; since they are miles away from their hometown they have excuses of distance for every social obligation. Also since they do not have any thing to do at home they sit till later nights and also come to office on weekdays and holidays as being at home they will get bored and at office they get free phone/ internet to chat with their families back in their hometown, free tea coffee , Air condition etc. This helps them save their money. Also when they go on leave it is for months and local employee have to do overtime to do his part of work.
The problem starts when Manager gives examples of the migrated members to others local members like he sits late, doesn’t take holidays/ half days frequently, come even on holidays and weekends etc. Which hurts the local member has even if he wants to he cannot give excuse to escape from his social obligation as he is present in the city. This spoils his relation with friends, wife, parents, family etc. So an employee tries to move to a company were he will considered human and not machine. An excuse is given of better pay, company etc. Everyone knows that how much pathetic and might be the Manager the company will never listen against the manger. So the members leaves the company without ant comments about the manager.
Friend the other side is migrated members should be put in one team. This team should be only of migrated team members only, no local members.
Let them prove to company and management that they are loyal and dedicated which in reality is not true. As 90 % late sitting members are not local and they are doining their personal work more than companies work.Let the locals have a peaceful environment to work for.
This way the point you wish to raised is the reason why people migrate to cities will be solved and also we can have a stable and dedicated team, with less members leaving the team.
At the end of Day having a team to support the company and save our job is more important than having feelings and sympathy towards the people who are migrating to cities.
Showing posts with label Motivation. Show all posts
Showing posts with label Motivation. Show all posts
Thursday, October 11, 2007
What If It All Came Crashing Down
The real measure of our wealth is how much we'd be worth if we lost all our money.
- John Henry Jowett, preacher (1864-1923)
Imagine it!
Donald Trump, poor. He’d just be an annoying boor. No, no, he’s that already. I meant a poor, annoying…..No, everyone would just ignore him.
Bill Gates, poor. Once the world’s richest man, Bill has been giving away billions of dollars to charities over the past few years, not the least huge sums for AIDS research and literacy projects (through the Bill and Melinda Gates Foundation). He’s an entrepreneur, someone who scooped great ideas from other people and turned them into a worldwide empire. Bill would make out alright because he knows how to manage people, to make them feel good about being successful working for projects he operates.
In 1929, with the crash of the stock markets and the beginning of the Great Depression, so many paper-wealthy men went broke overnight that many of them jumped out of windows in their top floor offices on Wall Street. That’s a statement not about their not wanting to be poor, but about the value they placed on their own lives without a great deal of money to throw around.
I see hordes of people in North American cities (my home continent, so those are the people I see in person and on television) creating lives for themselves based on the values preached to them by industries. The descriptive word I can’t escape from to attach to their lives is pretension. They are the people they believe they are. They live the lives that industry wants them to live, holding the values and beliefs that industry teaches them by various means. They have none of their own.
They have no idea of their basic human worth, other than as they compare themselves to others according to their financial net worth and their ostentatious possessions.
Poor people, on the other hand, seem to have a clear grasp of who they are in real terms. They know they are at the bottom of the heap socially as well as financially. Many of them use their position to their advantage, accepting social assistance from governments who collect tax money from the rich. Others, especially those on whom poverty has come to stay due to misfortune, health problems or physical/intellectual limitations, see their lives as one continual climb out of the pit that life has thrown them into.
Perhaps the people who have the clearest idea of who they are and the value they have to the world are the homeless, especially those who have been homeless for several years. They form friendships, bonds and working relationships based on what they can offer to others and what they can get from others.
The homeless are valued as people, among themselves, more than any other social group because all they have to offer anyone else is themselves. They value each other and who they are in relation to the others in their lives. To the homeless, a smile has a value beyond anything a rich person could imagine.
True, some can’t survive in that atmosphere. They turn to drugs and alcohol, paid for by robbing others and from begging. That’s a form of self destruction, a long, slow death wish fulfilled by their own choice. They can’t make it, even among the community of the homeless, because they don’t believe they have anything of value to offer to others. The best some can do is to offer drugs or drink to others like them, giving themselves the same sense of self worth as the rich.
Imagining ourselves as suddenly without any source of income and sustenance is an exercise that each of us should indulge ourselves in once in a while. It can help us to be humble about who we are and appreciative of what we have. Most importantly, it can help us to calculate who in our lives loves us for ourselves and not for what we have or can give to them.
It could happen, that kind of life altering tragedy. A power outage that lasts for several weeks could cause us to turn to our baser instincts in our drive to survive. A pandemic disease of the type that medical science keeps warning us about, one that kills millions of people in a short period of time, could change everything we know about our civilization.
Staying in touch with reality, not the kind that industry wants us to believe but the kind we could use in case of some dire emergency, should be on the agenda of each one of us once in a while.
It tells us who we really are, what we stand for and who would stand with us if the world we know shattered.
- John Henry Jowett, preacher (1864-1923)
Imagine it!
Donald Trump, poor. He’d just be an annoying boor. No, no, he’s that already. I meant a poor, annoying…..No, everyone would just ignore him.
Bill Gates, poor. Once the world’s richest man, Bill has been giving away billions of dollars to charities over the past few years, not the least huge sums for AIDS research and literacy projects (through the Bill and Melinda Gates Foundation). He’s an entrepreneur, someone who scooped great ideas from other people and turned them into a worldwide empire. Bill would make out alright because he knows how to manage people, to make them feel good about being successful working for projects he operates.
In 1929, with the crash of the stock markets and the beginning of the Great Depression, so many paper-wealthy men went broke overnight that many of them jumped out of windows in their top floor offices on Wall Street. That’s a statement not about their not wanting to be poor, but about the value they placed on their own lives without a great deal of money to throw around.
I see hordes of people in North American cities (my home continent, so those are the people I see in person and on television) creating lives for themselves based on the values preached to them by industries. The descriptive word I can’t escape from to attach to their lives is pretension. They are the people they believe they are. They live the lives that industry wants them to live, holding the values and beliefs that industry teaches them by various means. They have none of their own.
They have no idea of their basic human worth, other than as they compare themselves to others according to their financial net worth and their ostentatious possessions.
Poor people, on the other hand, seem to have a clear grasp of who they are in real terms. They know they are at the bottom of the heap socially as well as financially. Many of them use their position to their advantage, accepting social assistance from governments who collect tax money from the rich. Others, especially those on whom poverty has come to stay due to misfortune, health problems or physical/intellectual limitations, see their lives as one continual climb out of the pit that life has thrown them into.
Perhaps the people who have the clearest idea of who they are and the value they have to the world are the homeless, especially those who have been homeless for several years. They form friendships, bonds and working relationships based on what they can offer to others and what they can get from others.
The homeless are valued as people, among themselves, more than any other social group because all they have to offer anyone else is themselves. They value each other and who they are in relation to the others in their lives. To the homeless, a smile has a value beyond anything a rich person could imagine.
True, some can’t survive in that atmosphere. They turn to drugs and alcohol, paid for by robbing others and from begging. That’s a form of self destruction, a long, slow death wish fulfilled by their own choice. They can’t make it, even among the community of the homeless, because they don’t believe they have anything of value to offer to others. The best some can do is to offer drugs or drink to others like them, giving themselves the same sense of self worth as the rich.
Imagining ourselves as suddenly without any source of income and sustenance is an exercise that each of us should indulge ourselves in once in a while. It can help us to be humble about who we are and appreciative of what we have. Most importantly, it can help us to calculate who in our lives loves us for ourselves and not for what we have or can give to them.
It could happen, that kind of life altering tragedy. A power outage that lasts for several weeks could cause us to turn to our baser instincts in our drive to survive. A pandemic disease of the type that medical science keeps warning us about, one that kills millions of people in a short period of time, could change everything we know about our civilization.
Staying in touch with reality, not the kind that industry wants us to believe but the kind we could use in case of some dire emergency, should be on the agenda of each one of us once in a while.
It tells us who we really are, what we stand for and who would stand with us if the world we know shattered.
Life IS Overcoming Problems
"The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem."
- Theodore Rubin
So, here's the problem (so to speak). Most of us tend to believe that having problems causes us to remain removed from a better life, one without problems. The problem is not our problems, but what we believe is a better life.
A life without problems is either death or the slippery slope on the way to it. Our bodies and our brains are both built to tackle problems, to face down challenges, to overcome difficulties on the road of life. We are built to struggle.
If we do not struggle with problems or some form of challenges, both physical and mental, on a regular basis, our abilities and our faculties atrophy and degrade until there isn't enough left of us to maintain our health.
Those who do not work all parts of their bodies regularly become achy, lame and weak in their old age or before. Those who do not exericse their brain regularly fall into senility. These are proven facts. For most of us, these failures of our physical and mental abilities in middle and old ages are preventable.
Our immune systems need a good workout, especially when we are young, to develop immunities against various diseases. Our immune systems are built t0 withstand many kinds of illness in childhood and early adulthood so that they will be strong as we get older. In other words, we are designed to get sick as children and adolescents. And to recover, building our immune system's defences as we do so.
Our emotional development is likewise designed for hurt as well as for joy. Those who do not experience much in the way of emotional hurt during their lives do not develop an equal scope for joy and happiness when it presents itself. Emotions are like a pendulum, they swing as far one way as the other. If development of emotions is hampered in one direction, it fails to develop much in the other. People who experience great tragedy and hurt also have the ability to experience joy far greater than those who have "sailed through life."
Don't curse your problems. They give you the opportunity to live life to the fullest, to experience happiness and fulfillment. Without them, your life would be relatively dull.
No one says you should enjoy your problems. That would be a psychological problem in itself. But you can face them with some degree of equanimity knowing that they will pass and happiness will be available to you in the future.
- Theodore Rubin
So, here's the problem (so to speak). Most of us tend to believe that having problems causes us to remain removed from a better life, one without problems. The problem is not our problems, but what we believe is a better life.
A life without problems is either death or the slippery slope on the way to it. Our bodies and our brains are both built to tackle problems, to face down challenges, to overcome difficulties on the road of life. We are built to struggle.
If we do not struggle with problems or some form of challenges, both physical and mental, on a regular basis, our abilities and our faculties atrophy and degrade until there isn't enough left of us to maintain our health.
Those who do not work all parts of their bodies regularly become achy, lame and weak in their old age or before. Those who do not exericse their brain regularly fall into senility. These are proven facts. For most of us, these failures of our physical and mental abilities in middle and old ages are preventable.
Our immune systems need a good workout, especially when we are young, to develop immunities against various diseases. Our immune systems are built t0 withstand many kinds of illness in childhood and early adulthood so that they will be strong as we get older. In other words, we are designed to get sick as children and adolescents. And to recover, building our immune system's defences as we do so.
Our emotional development is likewise designed for hurt as well as for joy. Those who do not experience much in the way of emotional hurt during their lives do not develop an equal scope for joy and happiness when it presents itself. Emotions are like a pendulum, they swing as far one way as the other. If development of emotions is hampered in one direction, it fails to develop much in the other. People who experience great tragedy and hurt also have the ability to experience joy far greater than those who have "sailed through life."
Don't curse your problems. They give you the opportunity to live life to the fullest, to experience happiness and fulfillment. Without them, your life would be relatively dull.
No one says you should enjoy your problems. That would be a psychological problem in itself. But you can face them with some degree of equanimity knowing that they will pass and happiness will be available to you in the future.
Tuesday, October 2, 2007
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.
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.
Monday, October 1, 2007
Developed vs Developing Markets
Developed vs Developing Markets
The needs of the emerging or developing world represent huge potential markets for food, clothing, shelter, consumer electronics, appliances and other goods. Many market leaders are rushing into Eastern Europe, China, and India. Colgate now draws more personal and household products business from Latin America than North America
The developed nations and the prosperous parts of developing parts of developing nations account for less than 15% of the world’s population. Is there a way for marketers to serve the other 85%, which has much less purchasing power? Successfully entering developing markets requires a special set of skills and plans. Consider how the following companies are pioneering ways to serve these invisible consumers:
Grameen Phone markets cell phones to 35,000 villages in Bangladesh by hiring village women as agents who lease phone time to other villagers, one call at a time.
Colgate Palmolive rolls into Indian villages with video vans that show the benefits of tooth-brushing; it expects to earn over half of its Indian revenue from rural areas.
An Indian-Australian car manufacturer created an affordable rural transport vehicle to compete with bullock carts rather than cars. The vehicle functions well at low speeds and carries up to two tons.
Fiat developed a "third-world car," the Palio, that far outsells the Ford Fiesta in Brazil and that will be launched in other developing nations.
Corporacion GEO builds low income housing in Mexico. The two-bedroom homes are modular and can be expanded. The company is now moving into Chile and southern U.S. communities.
A Latin American building supply retailer offers bags of cement in smaller sizes to customers building their own homes.
These marketers are able to capitalize on the potential of developing markets by changing their conventional marketing practices to sell their products and services more effectively. It cannot be business as usual when selling in developing markets. Economic and cultural differences abound; a marketing infrastructure may barely exist; and local competition can be surprisingly stiff. In China, PC maker Legend and mobile phone provider TCL have thrived despite strong foreign competition. Besides their close grasp on Chinese tastes, they also have their vast distribution networks especially in rural areas.
Smaller packaging and lower sales prices are often critical in markets where incomes are limited. Hindustan Unilever’s 4-cent sachets of detergent and shampoo have been a big hit in rural India, where 70% of the country’s population still lives. When Coke moved to a smaller 200ml bottle in India, selling for 10 to 12 cents in small shops, bus-stop stalls, and roadside eateries sales jumped. A western image can also be helpful as Coke discovered in China. Part of its success against local cola brand Jianlibao was due to its symbolic values of modernity and affluence.
Recognizing that its cost structure made it difficult to compete effectively in developing markets, Procter & gamble devised cheaper, clever ways to make the right kinds of products to suit consumer demand. It now uses contract manufacturers in certain markets and gained eight points in Russia for Always feminine protection pads by responding to consumer wishes for a thicker pad. Due to a boom in consumer spending, Russia has been the fastest growing market for many major multinationals including Nestle, L’Oreal, and IKEA.
The challenge is to think creatively about how marketing can fulfill the dreams of most of the world’s population for a better standard of living. Many companies are betting that they can do that.
After launching Buick in China in 1999, GM poured more than $2 billion into the region over the next five years, expanding the lineup to 14 models, ranging from the $8,000 Chevrolet Spark mini car to high-end Cadillacs. Although competition in the third largest car market is fierce, GM was able to secure 11% market share in 2004 and reap sizable profits. But initial gains in the Chinese market do not necessarily spell long term success. After investing to establish the markets, foreign pioneers in television sets and motorcycles saw domestic Chinese firms emerge as rivals. In 1995, virtually all mobile phones in China were made by global giants Nokia, Motorola, and Ericsson. Within 10 years, their market share had dropped to 60%. To secure and build on its gains, General Motors pledged to invest another $3 billion in the region to boost capacity and build its reputation.
The needs of the emerging or developing world represent huge potential markets for food, clothing, shelter, consumer electronics, appliances and other goods. Many market leaders are rushing into Eastern Europe, China, and India. Colgate now draws more personal and household products business from Latin America than North America
The developed nations and the prosperous parts of developing parts of developing nations account for less than 15% of the world’s population. Is there a way for marketers to serve the other 85%, which has much less purchasing power? Successfully entering developing markets requires a special set of skills and plans. Consider how the following companies are pioneering ways to serve these invisible consumers:
Grameen Phone markets cell phones to 35,000 villages in Bangladesh by hiring village women as agents who lease phone time to other villagers, one call at a time.
Colgate Palmolive rolls into Indian villages with video vans that show the benefits of tooth-brushing; it expects to earn over half of its Indian revenue from rural areas.
An Indian-Australian car manufacturer created an affordable rural transport vehicle to compete with bullock carts rather than cars. The vehicle functions well at low speeds and carries up to two tons.
Fiat developed a "third-world car," the Palio, that far outsells the Ford Fiesta in Brazil and that will be launched in other developing nations.
Corporacion GEO builds low income housing in Mexico. The two-bedroom homes are modular and can be expanded. The company is now moving into Chile and southern U.S. communities.
A Latin American building supply retailer offers bags of cement in smaller sizes to customers building their own homes.
These marketers are able to capitalize on the potential of developing markets by changing their conventional marketing practices to sell their products and services more effectively. It cannot be business as usual when selling in developing markets. Economic and cultural differences abound; a marketing infrastructure may barely exist; and local competition can be surprisingly stiff. In China, PC maker Legend and mobile phone provider TCL have thrived despite strong foreign competition. Besides their close grasp on Chinese tastes, they also have their vast distribution networks especially in rural areas.
Smaller packaging and lower sales prices are often critical in markets where incomes are limited. Hindustan Unilever’s 4-cent sachets of detergent and shampoo have been a big hit in rural India, where 70% of the country’s population still lives. When Coke moved to a smaller 200ml bottle in India, selling for 10 to 12 cents in small shops, bus-stop stalls, and roadside eateries sales jumped. A western image can also be helpful as Coke discovered in China. Part of its success against local cola brand Jianlibao was due to its symbolic values of modernity and affluence.
Recognizing that its cost structure made it difficult to compete effectively in developing markets, Procter & gamble devised cheaper, clever ways to make the right kinds of products to suit consumer demand. It now uses contract manufacturers in certain markets and gained eight points in Russia for Always feminine protection pads by responding to consumer wishes for a thicker pad. Due to a boom in consumer spending, Russia has been the fastest growing market for many major multinationals including Nestle, L’Oreal, and IKEA.
The challenge is to think creatively about how marketing can fulfill the dreams of most of the world’s population for a better standard of living. Many companies are betting that they can do that.
After launching Buick in China in 1999, GM poured more than $2 billion into the region over the next five years, expanding the lineup to 14 models, ranging from the $8,000 Chevrolet Spark mini car to high-end Cadillacs. Although competition in the third largest car market is fierce, GM was able to secure 11% market share in 2004 and reap sizable profits. But initial gains in the Chinese market do not necessarily spell long term success. After investing to establish the markets, foreign pioneers in television sets and motorcycles saw domestic Chinese firms emerge as rivals. In 1995, virtually all mobile phones in China were made by global giants Nokia, Motorola, and Ericsson. Within 10 years, their market share had dropped to 60%. To secure and build on its gains, General Motors pledged to invest another $3 billion in the region to boost capacity and build its reputation.
Thursday, September 27, 2007
TRAINING AIDS AND ADVANTAGES – EMPLOYEE TRAINING
TRAINING AIDS AND ADVANTAGES – EMPLOYEE TRAINING
Films, Slides, Projectors, Movies, Stills
Charts, Graphs, Flash Cards, Flannel Boards, Pictograms
Pamphlets, Brochures, Handbooks, Manuals
Libraries and Reading Rooms
Teaching Machines, Closed Circuit TV.
Exhibits ,Posters and Displays.
Notice Boards, Bulletin Boards, Enlarged Drawings.
Cartoons, Comic Books, Books.
Follow –up
The final step in most training procedures is that of follow-up .When people are involved in any problem or procedure,it is unwise to assume that things are always constant.Follow-up can be adopted to a variable reinforcement schedule in the discussion of learning principles .The follow-up system should provide feed-back on training effectiveness and on total value of training system shown below
Advantages of Training
The contribution of imparting training to a company should be readily apparent .The major values are:
1.Increased Productivity: An increase in skill usually results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment.
2.Heightened Morale: Possession of needed skills help to meet such basic human needs as security and ego satisfaction .Collaborate personnel and human relations programs can make a contribution toward morale ,but they are hollow shells if there is no solid core of meaningful work down with knowledge , skill and pride
3.Reduced Supervision The trained employee is one who can perform with limited supervision. Both employee and supervisor want less supervision but greater independence is not possible unless the employee is adequately trained.
4.Reduced Accidents: More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate.
5.Increased Organizational Stability: The ability of an organization to sustain its effectiveness despite the loss of key personnel , can be developed only through creation of a reservoir of employees. Flexibility , the ability to adjust to short-run variations in the volume of work requires personnel with multiple skills to permit their transfer to jobs where the demand is highest.
Films, Slides, Projectors, Movies, Stills
Charts, Graphs, Flash Cards, Flannel Boards, Pictograms
Pamphlets, Brochures, Handbooks, Manuals
Libraries and Reading Rooms
Teaching Machines, Closed Circuit TV.
Exhibits ,Posters and Displays.
Notice Boards, Bulletin Boards, Enlarged Drawings.
Cartoons, Comic Books, Books.
Follow –up
The final step in most training procedures is that of follow-up .When people are involved in any problem or procedure,it is unwise to assume that things are always constant.Follow-up can be adopted to a variable reinforcement schedule in the discussion of learning principles .The follow-up system should provide feed-back on training effectiveness and on total value of training system shown below
Advantages of Training
The contribution of imparting training to a company should be readily apparent .The major values are:
1.Increased Productivity: An increase in skill usually results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment.
2.Heightened Morale: Possession of needed skills help to meet such basic human needs as security and ego satisfaction .Collaborate personnel and human relations programs can make a contribution toward morale ,but they are hollow shells if there is no solid core of meaningful work down with knowledge , skill and pride
3.Reduced Supervision The trained employee is one who can perform with limited supervision. Both employee and supervisor want less supervision but greater independence is not possible unless the employee is adequately trained.
4.Reduced Accidents: More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate.
5.Increased Organizational Stability: The ability of an organization to sustain its effectiveness despite the loss of key personnel , can be developed only through creation of a reservoir of employees. Flexibility , the ability to adjust to short-run variations in the volume of work requires personnel with multiple skills to permit their transfer to jobs where the demand is highest.
Multinational Corporations
Multinational Corporations
Multinational corporations (MNCs) have their headquarters in one country but their operations are in many countries. Of the ten largest multinational industrial corporations, ranked by 1985 sales, eight are American. The ten are (1) General Motors, (2) Exxon, (3) Royal Dutch / Shell Group (Dutch-English), (4) Mobil, (5) British Petroleum (English), (6) Ford Motor Company, (7) International Business Machines (IBM), (8) Texaco (9) Chevron, and (10) American Telephone and Telegraph.
In its early stages, international business was conducted with an ethnocentric outlook; that is, the orientation and type of operation was based on that of the parent company. The polycentric attitude, on the other hand, is based on the notion that it is best to give foreign subsidiaries, staffed by local nationals, a great deal of managerial freedom. It is assumed that nationals have the best understanding of the local environment. Region-centric orientation favors the staffing of foreign operations on a regional basis. Thus, a European view may be composed of British, French, German, and Italian influences. The modern multinational corporation has a geocentric orientation. This means that the total organization is viewed as an interdependent system operating in many countries. The relationships between headquarters and subsidiaries are collaborative, with communication flowing in both directions. Further more key positions are filled by managers of different nationalities. In short, the orientation of the multi-national corporation is truly and goes beyond a narrow nationalistic view point.
Multinational corporations have several advantages over firms that have a domestic orientation. Obviously, the MNC can take advantage of business opportunities in many different countries. It can also raise money for its operations throughout the world. Moreover, multinational firms benefit by being able to establish production facilities in countries where their products can be produced most effectively and efficiently. Companies with worldwide sometimes have access to natural resources and material that may not be available to domestic firms. Finally, the large MNCs can recruit management and personnel from a world wide labor pool.
Despite the increasing competition and the cost advantages of some foreign corporations, a number of US companies have done very well in the international environment.
Fortune studied a number of large companies that earn more than 20% of their revenues from overseas operations. The reasons for the success of these firms differ greatly. IBM’s size makes it possible to dominate the market. Coca-Cola is very adept at opening up new markets rather rapidly. McDonald’s on the other hand, does not rush into the market but carefully assesses the potential for success. Hewlett Packard and Boeing bring foreign managers to the United States to expose them to their organizational culture.
The MNCs that were studied structure their organization very carefully to suit the needs of each individual country. In addition, these firms are flexible in their product design and marketing. It should also be noted that the operations abroad were largely managed by foreign nationals.
Managerial Functions in International Business:
Evidence shows that management fundamentals may be applicable in different countries. However, the practice of carrying out the managerial functions of planning, organizing, staffing, leading, and controlling differs considerably in domestic and international enterprises.
Planning requires setting objectives and then selecting strategies, policies, programs, and procedures for achieving them. A critically important activity for the MNC is the assessment of opportunities and threats in the external environment. This is a complex task even for a domestic enterprise, but it becomes much intricate when many different, ever changing world markets must be scanned.
External threats and opportunities must be matched with the internal strengths and weakness of the firm. For example, a poor educational system makes it difficult to find qualified personnel. Similarly, cultural orientation towards time will affect planning. Specifically, cultural attitudes that emphasize a short time perspective will not be conducive to long range planning. Finally, political and economic instability in a country makes it difficult to forecast and will discourage long term commitment of resources.
Multinational corporations (MNCs) have their headquarters in one country but their operations are in many countries. Of the ten largest multinational industrial corporations, ranked by 1985 sales, eight are American. The ten are (1) General Motors, (2) Exxon, (3) Royal Dutch / Shell Group (Dutch-English), (4) Mobil, (5) British Petroleum (English), (6) Ford Motor Company, (7) International Business Machines (IBM), (8) Texaco (9) Chevron, and (10) American Telephone and Telegraph.
In its early stages, international business was conducted with an ethnocentric outlook; that is, the orientation and type of operation was based on that of the parent company. The polycentric attitude, on the other hand, is based on the notion that it is best to give foreign subsidiaries, staffed by local nationals, a great deal of managerial freedom. It is assumed that nationals have the best understanding of the local environment. Region-centric orientation favors the staffing of foreign operations on a regional basis. Thus, a European view may be composed of British, French, German, and Italian influences. The modern multinational corporation has a geocentric orientation. This means that the total organization is viewed as an interdependent system operating in many countries. The relationships between headquarters and subsidiaries are collaborative, with communication flowing in both directions. Further more key positions are filled by managers of different nationalities. In short, the orientation of the multi-national corporation is truly and goes beyond a narrow nationalistic view point.
Multinational corporations have several advantages over firms that have a domestic orientation. Obviously, the MNC can take advantage of business opportunities in many different countries. It can also raise money for its operations throughout the world. Moreover, multinational firms benefit by being able to establish production facilities in countries where their products can be produced most effectively and efficiently. Companies with worldwide sometimes have access to natural resources and material that may not be available to domestic firms. Finally, the large MNCs can recruit management and personnel from a world wide labor pool.
Despite the increasing competition and the cost advantages of some foreign corporations, a number of US companies have done very well in the international environment.
Fortune studied a number of large companies that earn more than 20% of their revenues from overseas operations. The reasons for the success of these firms differ greatly. IBM’s size makes it possible to dominate the market. Coca-Cola is very adept at opening up new markets rather rapidly. McDonald’s on the other hand, does not rush into the market but carefully assesses the potential for success. Hewlett Packard and Boeing bring foreign managers to the United States to expose them to their organizational culture.
The MNCs that were studied structure their organization very carefully to suit the needs of each individual country. In addition, these firms are flexible in their product design and marketing. It should also be noted that the operations abroad were largely managed by foreign nationals.
Managerial Functions in International Business:
Evidence shows that management fundamentals may be applicable in different countries. However, the practice of carrying out the managerial functions of planning, organizing, staffing, leading, and controlling differs considerably in domestic and international enterprises.
Planning requires setting objectives and then selecting strategies, policies, programs, and procedures for achieving them. A critically important activity for the MNC is the assessment of opportunities and threats in the external environment. This is a complex task even for a domestic enterprise, but it becomes much intricate when many different, ever changing world markets must be scanned.
External threats and opportunities must be matched with the internal strengths and weakness of the firm. For example, a poor educational system makes it difficult to find qualified personnel. Similarly, cultural orientation towards time will affect planning. Specifically, cultural attitudes that emphasize a short time perspective will not be conducive to long range planning. Finally, political and economic instability in a country makes it difficult to forecast and will discourage long term commitment of resources.
Overcoming Office irritations
Overcoming Office irritations
Employees of some companies have to face unfortunate situations to be working in a company where on the pretence of providing a better work life, all the employer does is serve a birthday cake or allows a 15 minute break in the recreation room daily.
Well, practices may not be bad, but they will definitely not turn ones workplace a place where one wants to be for a long time. If one loves what he is doing and want to continue in the same place for a long time, then here are few things one can try to make to be happy at work.
An employee must get himself assigned to a project. He can go to his boss and suggest a project of his interest and which will further enhance company’s progress as well. If one loves talking to people, a research project can be suggested.
An employee can tell the employer that to keep ahead of competitors he wants to do research and find out the need of customers and solution to solve their problems. This will give a chance to step out and speak to people and the employee can interact with people on line or simply get busy on the telephone or go and meet them.
Sometimes it is just not the day when one feels like going to work. If that’s the case and if ones work permits then all one has to do is work from home. Do the work in the same fashion as watching TV or play with ones child and send in reports twice in a day. If ones boss resists, explain that this style of working is helping him get the work done efficiently and could not attend work because of minor health problem.
Jump into multi tasking: If one does not like some aspects of his job, then he can try to find out if one can exchange his assignments with a colleague with mutual consent and employer’s permission. Weakness of an individual can be someone else’s strength and vice-a-versa. By exchanging job assignments the work is done efficiently while both the colleague and the employer can be happy with the results.
An individual’s colleagues at work must know that he enjoys listening to others and likes to help them. One will find that there are many at his workplace who will appreciate an ear where they can unburden their worries and take a breather. This will enable him to get a whole hearted cooperation from all his colleagues at the work place and he can discharge his duties not only successfully but much faster.
One never knows but he may end up making a close friend in the deal and find himself enjoying at work. Take the newfound friend to lunch or catch up for a drink after work. This will help one unwind and relax.
Change work environment makes an employee feel more like home and he will enjoy working at his desk or cubicle for eight hours. Adding colors, pictures or favorite items to work-desk energize him and give positive vibes, helping to do the job to the best of ones ability.
And, if after doing all this one is still unhappy at work maybe it’s time to look for a new job.
Changing a job is possible up to certain age and beyond that companies may not be in a position to absorb experienced people until and unless they are being considered for a top management positions. If a senior person is having professional reputation he can soung a few consultants indicating his desire to change that too it becomes essential. Otherwise a senior management person must have the art of getting along under all circumstances in the work environment. Otherwise he would not have reached that position at all. The organization under normal circumstances would not like to lose any top level person say a General Manager or Executive director. But for the junior and middle management cadres we have suggested tackiling the problems in the above paragraphs.
Employees of some companies have to face unfortunate situations to be working in a company where on the pretence of providing a better work life, all the employer does is serve a birthday cake or allows a 15 minute break in the recreation room daily.
Well, practices may not be bad, but they will definitely not turn ones workplace a place where one wants to be for a long time. If one loves what he is doing and want to continue in the same place for a long time, then here are few things one can try to make to be happy at work.
An employee must get himself assigned to a project. He can go to his boss and suggest a project of his interest and which will further enhance company’s progress as well. If one loves talking to people, a research project can be suggested.
An employee can tell the employer that to keep ahead of competitors he wants to do research and find out the need of customers and solution to solve their problems. This will give a chance to step out and speak to people and the employee can interact with people on line or simply get busy on the telephone or go and meet them.
Sometimes it is just not the day when one feels like going to work. If that’s the case and if ones work permits then all one has to do is work from home. Do the work in the same fashion as watching TV or play with ones child and send in reports twice in a day. If ones boss resists, explain that this style of working is helping him get the work done efficiently and could not attend work because of minor health problem.
Jump into multi tasking: If one does not like some aspects of his job, then he can try to find out if one can exchange his assignments with a colleague with mutual consent and employer’s permission. Weakness of an individual can be someone else’s strength and vice-a-versa. By exchanging job assignments the work is done efficiently while both the colleague and the employer can be happy with the results.
An individual’s colleagues at work must know that he enjoys listening to others and likes to help them. One will find that there are many at his workplace who will appreciate an ear where they can unburden their worries and take a breather. This will enable him to get a whole hearted cooperation from all his colleagues at the work place and he can discharge his duties not only successfully but much faster.
One never knows but he may end up making a close friend in the deal and find himself enjoying at work. Take the newfound friend to lunch or catch up for a drink after work. This will help one unwind and relax.
Change work environment makes an employee feel more like home and he will enjoy working at his desk or cubicle for eight hours. Adding colors, pictures or favorite items to work-desk energize him and give positive vibes, helping to do the job to the best of ones ability.
And, if after doing all this one is still unhappy at work maybe it’s time to look for a new job.
Changing a job is possible up to certain age and beyond that companies may not be in a position to absorb experienced people until and unless they are being considered for a top management positions. If a senior person is having professional reputation he can soung a few consultants indicating his desire to change that too it becomes essential. Otherwise a senior management person must have the art of getting along under all circumstances in the work environment. Otherwise he would not have reached that position at all. The organization under normal circumstances would not like to lose any top level person say a General Manager or Executive director. But for the junior and middle management cadres we have suggested tackiling the problems in the above paragraphs.
Tuesday, September 25, 2007
HR managers need to be better performers
HR managers need to be better performers
It may sound a bit ironic. Indian managers may be high performers in their area of expertise but the performances of the people who manage them leave much to be desired for. That in short is the synopsis of a recent survey conducted by global management consultancy firm.
In the firm’s High Performance Work Force study 2007, conducted by interviewing 40 Indian CEO and Human Relation (HR) department heads, the majority of the executives cited that HR is their most critical workforce (Globally, HR is ranked No. 7 in the pecking order of importance).
However, there was deep dissatisfaction with HR’s performance. In an adequacy vs expectations survey across different workforce like sales, manufacturing, R&D, HR, etc HR performed the worst. The study pointed out that CEOs believed that there is a huge gap between the potential and actual achievement by their HR function.
The survey sought executive insights in three broad areas – most important factors in achieving high performances and how their companies are addressing these factors, the importance of various workforces to company’s success and their performances and the extent to which the HR function is supporting the company’s key workforces and positioning them for success.
The executives in the study came from diverse industries like steel, construction, engineering to finance and entertainment.
In India, both old and new economy companies are trying to fish in the same pond, creating severe talent crunch.
As new economy companies continue to attract talented people in droves, old economy companies such as those in steel, power generation and manufacturing appeared to be better prepared to deal with talent issues. These companies are more willing to use “appropriate metrics” to track HR and over workforce performance.
In what could be particularly worrisome, the middle management level was found to be unhappy with how organizations treat them. The amount of effort in retention and leadership development at this level is just not good enough.
As companies often get their next generation of leaders from this level, the study found that the HR department needed to do much more as executives in this level are at a critical point of their career. The study found that it is a situation that should be troubling not only for HR leaders themselves, but for the executives as a whole.
Flow of communications in an organization
Flow of communications in an organization
Three types of communications in an organization can be classified by their flow: vertical, horizontal and informal. In directing activities of subordinates, the manager issues orders to others further down in the hierarchy. Organization charts show the flow of authority and the channels through which this downward, vertical communication flows. Authority lines are important channels of communication but they comprise only one type of channel. Control reports and memoranda flow back up through the levels of the hierarchy as subordinates are made accountable for their actions. This upward vertical flow of communications is the heart of a control system.
Three types of communications in an organization can be classified by their flow: vertical, horizontal and informal. In directing activities of subordinates, the manager issues orders to others further down in the hierarchy. Organization charts show the flow of authority and the channels through which this downward, vertical communication flows. Authority lines are important channels of communication but they comprise only one type of channel. Control reports and memoranda flow back up through the levels of the hierarchy as subordinates are made accountable for their actions. This upward vertical flow of communications is the heart of a control system.
Horizontal channels provide means by which managers on the same level of an organization coordinate their activities without referring all matters to their superior. Such communication is sarcastically named as a “gang plank”. Because many matters can be handled at the same level of an organization by direct mutual interaction instead of a formal communication thereby speeding action while at the same time relieving superiors of unnecessary problems. Multiple copies of memoranda that flow to all positions needing the information increase coordination of effort.
Formal communications are planned to meet the specific needs of the organization; however, many communication are informal. The grapevine may be helpful for the attainment of organizational goals, but it also serves the social needs of the individuals in the organization. A manager can utilize the grapevine as a positive aid, but may also face problems of rumors, gossip, and other negative outlets of expressions by people in the organization. The grapevine cannot be destroyed; therefore, it should receive conscious attention. Informal channels may be superior for some organizational purposes. A “word” can be dropped at the proper time and may remedy a disciplinary problem without resort to a formal reprimand. Because the speed at which information flows through a grapevine is often astounding, management must seriously consider this third type of communication.
Communication may be viewed as a pattern of interconnecting lines, referred to as networks. Researchers have experimented with various structural patterns of communications in small groups.
Overloading of communication channels can cause the network to be jammed with irrelevant messages. Newer methods of processing and transmitting data have increased the number of communications which flow to executives. Managers can literally be buried in memoranda and reports with no hope of digging themselves out. The answer to this problem lies in monitoring the channels to clear messages in order of priority and importance. More messages do not necessarily mean more information. The communication system should provide for editing devices, or persons, to regulate the quality and quantity of communication with regard to sufficiency of information for decision centers.
Timing of communications can result in problems for management. Some types of messages need to be released so that everyone will receive them simultaneously. Other types of messages being transmitted should be timed sequentially so that receivers will not be confused by issues that are not important to them at the moment.
Routing of communications should provide sufficient information for a decision to be made by the proper persons. The route may determine the content of the message and the language in which it is stated. If official information is first received by the grapevine, or from persons outside the organization, the employee may be placed in an insecure position. If a supervisor receives information from subordinates, it signifies a short circuit in the line of communication from top management, and thus threatens the supervisor’s status and authority. The answers to the problem are in the proper planning of a communication system and in the recognition of its human elements.
Determination of the flow of communication and recognition of the many barriers to good communication is basic to the communicating function. Communication networks, communication channels, and barriers to communication must continually receive attention.Friday, September 21, 2007
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:
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:
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.
Three objectives or criteria of performance of the production and operations management system are:
- Customer satisfaction
- Effectiveness
- 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:
- Technology selection and management
- Capacity management
- Scheduling /Timing,Time allocation
- 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
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
Living to Work or Working to Live?
Living to Work or Working to Live?
This is a question that most professional managers end up asking themselves somewhere along their careers. Of course, there are no easy answers but it may be illuminative to take a look at some of the responses to this question that thinkers have come up with in recent times as also in the past.
Modern economists try to seek answers to the question through a framework of a theory of market forces and Game Theory and while this ends up including the issue of mate selection and marriage as well, the primary focus is on the market factors that regulate the trade-off between work and leisure. The basic model is known as the backward bending supply curve of labor.
This approach leads to the conclusion that as a particular society or economy develops, more and more people spend more time on leisure, or, in other words they can be said to be working to live than living to work in such societies.
Statistical studies seem to bear this out, or at any rate, the researchers who did the studies claim that they do so. For example, a study by the Federal Reserve Bank of Boston, January, 2006, found that over the period 1965 to 2003 leisure for men increased 6-8 hours a week while for women the increase was 4-8 hours a week which translates into 5 to 10 weeks of additional vacation per year assuming a 40 hour week.
Similarly, a separate study (the results are not exactly comparable but captures the trend) in 2006 by the Leisure Economics Research Center of the People’s University, Beijing found that over the past 20 years, leisure had increased by about 5 hours a week for men while for women the increase was more at 6-7 hours a week.
In India, the reverse seems to be happening. More and more people seem to be spending more time at the office, less time with their families, less time for vacations and less time for themselves. While this may be true for certain sectors of the economy, which may be intrinsically more stressful, any overall study of work and leisure across the entire Indian population may show that the Indian economy too confirms to this direct correlation between development and leisure. Other indirect measures captured by the human development index would suggest that this is so.
Be that as it may, modern companies recognize the issue as a management problem that should be addressed. And what better way to address it but try and blur the distinction between leisure and work? Concepts such as “work as fun” cover many types of activities that managements, leaders and HR managers can adopt to help reduce the existential angst that day to day stress generates in most employees.
The so-called “casualization” of the workplace, in terms of dress code – more formal wear giving way to less formal wear, behavioral norms – superiors trying to be more accessible than in the past, etiquette – more informal ways of interacting with colleagues, has been a direct result of conscious attempts to blur the distinction between work and leisure.
Many new age organizations relying heavily on information and communication technologies (ICTs) have been able to introduce flexi-timings and grant employees the freedom to work from anywhere including from home. This again tends to blur the distinction between work and leisure.
To most employees, however, it always seems as if the owner of the business can have all the leisure while employees do all the work. The ownership issue is certainly important. Many companies, therefore, have an employee stock ownership plan which seeks to address this as well, to the extent possible!
Whichever way we may look at it, in modern day meritocracy there is no escaping from this existential angst.
Ultimately, it is a matter of individual circumstances and choice: how much leisure can you afford now in the trade-off between work and leisure? It may always be more prudent to get back to work now and think of leisure later, especially now that you have finished reading this article at leisure!
This is a question that most professional managers end up asking themselves somewhere along their careers. Of course, there are no easy answers but it may be illuminative to take a look at some of the responses to this question that thinkers have come up with in recent times as also in the past.
Modern economists try to seek answers to the question through a framework of a theory of market forces and Game Theory and while this ends up including the issue of mate selection and marriage as well, the primary focus is on the market factors that regulate the trade-off between work and leisure. The basic model is known as the backward bending supply curve of labor.
This approach leads to the conclusion that as a particular society or economy develops, more and more people spend more time on leisure, or, in other words they can be said to be working to live than living to work in such societies.
Statistical studies seem to bear this out, or at any rate, the researchers who did the studies claim that they do so. For example, a study by the Federal Reserve Bank of Boston, January, 2006, found that over the period 1965 to 2003 leisure for men increased 6-8 hours a week while for women the increase was 4-8 hours a week which translates into 5 to 10 weeks of additional vacation per year assuming a 40 hour week.
Similarly, a separate study (the results are not exactly comparable but captures the trend) in 2006 by the Leisure Economics Research Center of the People’s University, Beijing found that over the past 20 years, leisure had increased by about 5 hours a week for men while for women the increase was more at 6-7 hours a week.
In India, the reverse seems to be happening. More and more people seem to be spending more time at the office, less time with their families, less time for vacations and less time for themselves. While this may be true for certain sectors of the economy, which may be intrinsically more stressful, any overall study of work and leisure across the entire Indian population may show that the Indian economy too confirms to this direct correlation between development and leisure. Other indirect measures captured by the human development index would suggest that this is so.
Be that as it may, modern companies recognize the issue as a management problem that should be addressed. And what better way to address it but try and blur the distinction between leisure and work? Concepts such as “work as fun” cover many types of activities that managements, leaders and HR managers can adopt to help reduce the existential angst that day to day stress generates in most employees.
The so-called “casualization” of the workplace, in terms of dress code – more formal wear giving way to less formal wear, behavioral norms – superiors trying to be more accessible than in the past, etiquette – more informal ways of interacting with colleagues, has been a direct result of conscious attempts to blur the distinction between work and leisure.
Many new age organizations relying heavily on information and communication technologies (ICTs) have been able to introduce flexi-timings and grant employees the freedom to work from anywhere including from home. This again tends to blur the distinction between work and leisure.
To most employees, however, it always seems as if the owner of the business can have all the leisure while employees do all the work. The ownership issue is certainly important. Many companies, therefore, have an employee stock ownership plan which seeks to address this as well, to the extent possible!
Whichever way we may look at it, in modern day meritocracy there is no escaping from this existential angst.
Ultimately, it is a matter of individual circumstances and choice: how much leisure can you afford now in the trade-off between work and leisure? It may always be more prudent to get back to work now and think of leisure later, especially now that you have finished reading this article at leisure!
Thursday, September 20, 2007
Cultivating The Habit Of Good Listening
CULTIVATING THE HABIT OF GOOD LISTENING
One must listen rightly, cautiously, effectively, intelligently, unpretentiously and calmly. If you want to be a good listener you have to cultivate the habit of effective listening. Those who are good at communication know the importance of listening, which is perhaps more significant than even speaking.
It is not an exaggeration to say that relationships thrive more on listening skills than on speaking. A good speaker may sometimes find himself out of place in a group, but a good listener seldom finds himself in such a situation.
Efforts can be made to improve the listening habits by following practices
Can you recollect the sounds exactly the way they are? Can you recollect various sounds at one swoop? Can you play an entire orchestra mentally in our mind? Keep practicing till you can say confidently "yes"? to these questions confidently.
A mind that is fully vigilant, alert and liberated from all cares and worries is most conducive to effective listening. If you want to allow the words of others to enter your mind freely, you must cultivate a free and undistributed mind and an unassuming personality.
Pay more attention to others, their thoughts and words than to yourself and to your own thoughts and words as you listen. Rid that egotistic attitude.
We conclude it is in our eagerness to make an impression and communicate our thoughts to others that we tend to forget the true act of listening. To become a good listener we must learn to keep ourselves in the background. It is only through humility that we can reach out to others. Empathy and rapport are the two wires through which you can connect yourself with the rest of the humanity.
One must listen rightly, cautiously, effectively, intelligently, unpretentiously and calmly. If you want to be a good listener you have to cultivate the habit of effective listening. Those who are good at communication know the importance of listening, which is perhaps more significant than even speaking.
It is not an exaggeration to say that relationships thrive more on listening skills than on speaking. A good speaker may sometimes find himself out of place in a group, but a good listener seldom finds himself in such a situation.
Efforts can be made to improve the listening habits by following practices
- To make listening, a regular habit you ought to start from somewhere. Start from today and from now on dedicate at least an hour to listening only.
- During this one-hour do nothing but listen with all your attention and application. Listen to the sounds and the words as they come to you in their unmodified state.
- Listen without the intervention of any thoughts, without any agitation in your mind. Enjoy the pristine beauty and the syllables of the sounds.
- Concentrate on one sound or many sounds or on all sounds that comes to you at a time. Listen to them in the milieu of the background in which they arise.
- Listen to the distant sounds that are almost inaudible but can be heard only by dint of effort. Listen to the faintest of the sounds such ticking of a watch, movement of wind, the rustling of the grass or for that matter your own breathing. At the end of this exercise, listening should have become an integral part of your system.
- Try to replay in your mind the various sounds that you hear every day. Try to replay a particular piece of music or song that interests you. Try to recreate mentally the sounds of nature.
Can you recollect the sounds exactly the way they are? Can you recollect various sounds at one swoop? Can you play an entire orchestra mentally in our mind? Keep practicing till you can say confidently "yes"? to these questions confidently.
A mind that is fully vigilant, alert and liberated from all cares and worries is most conducive to effective listening. If you want to allow the words of others to enter your mind freely, you must cultivate a free and undistributed mind and an unassuming personality.
Pay more attention to others, their thoughts and words than to yourself and to your own thoughts and words as you listen. Rid that egotistic attitude.
We conclude it is in our eagerness to make an impression and communicate our thoughts to others that we tend to forget the true act of listening. To become a good listener we must learn to keep ourselves in the background. It is only through humility that we can reach out to others. Empathy and rapport are the two wires through which you can connect yourself with the rest of the humanity.
The Cactus
The Cactus
A cactus stood all alone in the desert, wondering why it was stuck in the middle of nowhere.
"I do nothing but stand here all day," it sighed. "What use am I? I'm the ugliest plant in the desert. My spines are thick and prickly, my leaves are rubbery and tough, my skin is thick and bumpy. I can't offer shade or juicy fruit to any passing traveler. I don't see that I'm any use at all."
All it did was stand in the sun day after day, growing taller and fatter. Its spines grew longer and its leaves tougher, and it swelled here and there until it was lumpy and lopsided all over. It truly was strange- looking.
"I wish I could do something useful," it sighed.
By day hawks circled high overhead. "What can I do with my life?" the cactus called. Whether they heard or not, the hawks sailed away.
At night the moon floated into the sky and cast its pale glow on the desert floor. "What good can I do with my life?" the cactus called. The moon only stared coldly as it mounted its course.
A lizard crawled by, leaving a little trail in the sand with its tail.
"What worthy deed can I do?" the cactus called. "You?" the lizard laughed, pausing a moment. "Worthy deed? Why, you can't do anything! The hawks circle way overhead, tracing delicate patterns for us all to admire. The moon hangs high like a lantern at night, so we can see our ways home to our loved ones. Even I, the lowly lizard, have something to do. I decorate the sands with these beautiful brushstrokes as I pull my tail along. Buy you? You do nothing but get uglier every day."
And so it went on, year after year. At last the cactus grew old, and it knew its time was short. "Oh, Lord," it cried out, "I've wondered so long, and I've tried so hard. Forgive me if I've failed to find something worthy to do. I fear that now it's too late." But just then the cactus felt a strange stirring and unfolding, and it knew a surge of joy that erased all despair. At its very tip, like a sudden crown, a glorious flower suddenly opened in bloom.
Never had the desert known such a blossom. Its fragrance perfumed the air far and wide and brought happiness to all passing by. The butterflies paused to admire its beauty, and that night even the moon smiled when it rose to find such a treasure.
The cactus heard a voice.
"You have waited long," the Lord said. "The heart that seeks to do good reflects My glory, and will always bring something worthwhile to the world, something in which all can rejoice - even if for only a moment."
A cactus stood all alone in the desert, wondering why it was stuck in the middle of nowhere.
"I do nothing but stand here all day," it sighed. "What use am I? I'm the ugliest plant in the desert. My spines are thick and prickly, my leaves are rubbery and tough, my skin is thick and bumpy. I can't offer shade or juicy fruit to any passing traveler. I don't see that I'm any use at all."
All it did was stand in the sun day after day, growing taller and fatter. Its spines grew longer and its leaves tougher, and it swelled here and there until it was lumpy and lopsided all over. It truly was strange- looking.
"I wish I could do something useful," it sighed.
By day hawks circled high overhead. "What can I do with my life?" the cactus called. Whether they heard or not, the hawks sailed away.
At night the moon floated into the sky and cast its pale glow on the desert floor. "What good can I do with my life?" the cactus called. The moon only stared coldly as it mounted its course.
A lizard crawled by, leaving a little trail in the sand with its tail.
"What worthy deed can I do?" the cactus called. "You?" the lizard laughed, pausing a moment. "Worthy deed? Why, you can't do anything! The hawks circle way overhead, tracing delicate patterns for us all to admire. The moon hangs high like a lantern at night, so we can see our ways home to our loved ones. Even I, the lowly lizard, have something to do. I decorate the sands with these beautiful brushstrokes as I pull my tail along. Buy you? You do nothing but get uglier every day."
And so it went on, year after year. At last the cactus grew old, and it knew its time was short. "Oh, Lord," it cried out, "I've wondered so long, and I've tried so hard. Forgive me if I've failed to find something worthy to do. I fear that now it's too late." But just then the cactus felt a strange stirring and unfolding, and it knew a surge of joy that erased all despair. At its very tip, like a sudden crown, a glorious flower suddenly opened in bloom.
Never had the desert known such a blossom. Its fragrance perfumed the air far and wide and brought happiness to all passing by. The butterflies paused to admire its beauty, and that night even the moon smiled when it rose to find such a treasure.
The cactus heard a voice.
"You have waited long," the Lord said. "The heart that seeks to do good reflects My glory, and will always bring something worthwhile to the world, something in which all can rejoice - even if for only a moment."
Top 10 Ways To Raise Your Consciousness
Top 10 Ways To Raise Your Consciousness
- Forgive yourself and others: Life is too short to hold on to regrets, grudges, miscommunications, or disappointments. Free yourself by forgiving and letting go of any negative energy you’re holding on to about yourself or others. The process of forgiving yourself and others will result in your feeling light and free; it will raise your vibration.
- Practise gratitude and appreciation: Whatever you focus on grows. So, when you focus on every thing in your life you feel grateful for all and the wonderful people you appreciate, the universe hands you more to feel grateful about.
- Live each day as though it were your last: Then you will be living in a state of light, love and unconditional contribution. What would you say to the people you care about?
- Meditate or pray: You open up a direct link between yourself and the spiritual realm when you meditate or pray. You will come closer to your creator energy, raise your vibration experience, peace, clarity, joy and connection, as well as a perfectly balanced state between your mental, physical, emotional and spiritual realms.
- Suspend judgment: One judges another to feel less guilty about one’s own misgivings. Judgment energy is dense, dark and heavy. On the other hand, unconditional acceptance is light, free and accepting. Let go of judging and criticising yourself and others. Everyone is on a different path and some appear to be farther ahead on their path than others. Neither path is better nor worse than another. Raise your consciousness to one of acceptance.
- View every experience as a gift: If you look back at occurrences in your life, you can easily see how even the worst situations you experienced in your life ended up teaching you invaluable lessons and therefore resulted in putting you in perfect place for your continuing development. When you view every experience — the good, the bad, and the ugly — as a gift, life flows more like a gentle, inspiring breeze.
- Stay consciously aware of all your thoughts and feelings: It is easy to fall into negative patterns of complaining and feeling like a victim of society and your life. When you catch yourself in the negative zone, don’t feel badly about it and beat yourself up. Simply choose to switch your consciousness to one of gratitude and positive thinking.
- Treat your physical body as your temple: Your body is the only vehicle you’ve been given for this ride called life. The better you care for your body by eating a healthy, balanced diet, and by implementing a regular exercise routine, and by giving your body the rest it requires, the more you will experience increased energy, vitality, joy and freedom.
- View the world through the eyes of a child: Children are enthralled by the process of observing and experiencing the wonder and beauty in every single thing. They can’t get enough. Look at every tree, sunset, cloud and human being as a child would and you’ll be in a constant state of wonder, joy, surprise, acceptance and enlightenment.
- Give love, love, love from your heart: It’s all about love. Love is the highest vibration. Allow yourself to receive love unconditionally from others. Give love from your heart unconditionally to yourself and others and you will experience the highest state of consciousness possible.
Tuesday, September 18, 2007
The Tree
The Tree
Once there were three trees on a hill in the woods. They were discussing their hopes and dreams when the first tree said, "Someday I hope to be a treasure chest. I could be filled with gold, silver and precious gems. I could be decorated with intricate carving and everyone would see the beauty."
Then the second tree said, "Someday I will be a mighty ship. I will take kings and queens across the waters and sail to the corners of the world. Everyone will feel safe in me because of the strength of my hull."
Finally the third tree said, "I want to grow to be the tallest and straightest tree in the forest. People will see me on top of the hill and look up to my branches, and think of the heavens and God and how close to them I am reaching. I will be the greatest tree of all time and people will always remember me."
After a few years of praying that their dreams would come true, a group of woodsmen came upon the trees. When one came to the first tree he said, "This looks like a strong tree I think I should be able to sell the wood to a carpenter," and he began cutting it down. The tree was happy, because he knew that the carpenter would make him into a treasure chest.
At the second tree the woodsman said, "This looks like a strong tree, I should be able to sell it to the shipyard." The second tree was happy because he knew he was on his way to becoming a mighty ship.
When the woodsmen came upon the third tree, the tree was frightened because he knew that if they cut him down his dreams would not come true. One of the woodsmen said, "I don't need anything special from my tree, so I'll take this one", and he cut it down.
When the first tree arrived at the carpenters, he was made into a feed box for animals. He was then placed in a barn and filled with hay. This was not at all what he had prayed for.
The second tree was cut and made into a small fishing boat. His dreams of being a mighty ship and carrying kings had come to an end.
The third tree was cut into large pieces and left alone in the dark.
The years went by, and the trees forgot about their dreams. Then one day, a man and woman came to the barn. She gave birth and they placed the baby in the hay in the feed box that was made from the first tree. The man wished that he could have made a crib for the baby, but this manger would have to do. The tree could feel the importance of this event and knew that it had held the greatest treasure of all time.
Years later, a group of men got in the fishing boat made from the second tree. One of them was tired and went to sleep. While they were out on the water, a great storm arose and the tree didn't think it was strong enough to keep the men safe. The men woke the sleeping man, and He stood and said "Peace" and the storm stopped. At this time, the tree knew that it had carried the King of Kings in its boat.
Finally, someone came and got the third tree. It was carried through the streets as the people mocked the man who was carrying it. When they came to a stop, the man was nailed to the tree and raised in the air to die at the top of a hill. When Sunday came, the tree came to realize that it was strong enough to stand at the top of the hill and be as close to God as was possible, because Jesus had been crucified on it.
The moral of this story is that when things don't seem to be going your way, always know that God has a plan for you. If you place your trust in Him, He will give you great gifts. Each of the trees got what they wanted, just not in the way they had imagined. We don't always know what God's plans are for us. We just know that His ways are not our ways, but His ways are always best.
Once there were three trees on a hill in the woods. They were discussing their hopes and dreams when the first tree said, "Someday I hope to be a treasure chest. I could be filled with gold, silver and precious gems. I could be decorated with intricate carving and everyone would see the beauty."
Then the second tree said, "Someday I will be a mighty ship. I will take kings and queens across the waters and sail to the corners of the world. Everyone will feel safe in me because of the strength of my hull."
Finally the third tree said, "I want to grow to be the tallest and straightest tree in the forest. People will see me on top of the hill and look up to my branches, and think of the heavens and God and how close to them I am reaching. I will be the greatest tree of all time and people will always remember me."
After a few years of praying that their dreams would come true, a group of woodsmen came upon the trees. When one came to the first tree he said, "This looks like a strong tree I think I should be able to sell the wood to a carpenter," and he began cutting it down. The tree was happy, because he knew that the carpenter would make him into a treasure chest.
At the second tree the woodsman said, "This looks like a strong tree, I should be able to sell it to the shipyard." The second tree was happy because he knew he was on his way to becoming a mighty ship.
When the woodsmen came upon the third tree, the tree was frightened because he knew that if they cut him down his dreams would not come true. One of the woodsmen said, "I don't need anything special from my tree, so I'll take this one", and he cut it down.
When the first tree arrived at the carpenters, he was made into a feed box for animals. He was then placed in a barn and filled with hay. This was not at all what he had prayed for.
The second tree was cut and made into a small fishing boat. His dreams of being a mighty ship and carrying kings had come to an end.
The third tree was cut into large pieces and left alone in the dark.
The years went by, and the trees forgot about their dreams. Then one day, a man and woman came to the barn. She gave birth and they placed the baby in the hay in the feed box that was made from the first tree. The man wished that he could have made a crib for the baby, but this manger would have to do. The tree could feel the importance of this event and knew that it had held the greatest treasure of all time.
Years later, a group of men got in the fishing boat made from the second tree. One of them was tired and went to sleep. While they were out on the water, a great storm arose and the tree didn't think it was strong enough to keep the men safe. The men woke the sleeping man, and He stood and said "Peace" and the storm stopped. At this time, the tree knew that it had carried the King of Kings in its boat.
Finally, someone came and got the third tree. It was carried through the streets as the people mocked the man who was carrying it. When they came to a stop, the man was nailed to the tree and raised in the air to die at the top of a hill. When Sunday came, the tree came to realize that it was strong enough to stand at the top of the hill and be as close to God as was possible, because Jesus had been crucified on it.
The moral of this story is that when things don't seem to be going your way, always know that God has a plan for you. If you place your trust in Him, He will give you great gifts. Each of the trees got what they wanted, just not in the way they had imagined. We don't always know what God's plans are for us. We just know that His ways are not our ways, but His ways are always best.
Understanding Boss Psychology
Understanding Boss Psychology
It is a fact that people lose jobs most often because they have not been successful in satisfying the demands of their boss. They lose out because of faulty boss relations; because they lack an understanding of " boss psychology." Of course I do not mean here to suggest that the reader needs to turn into a psychologist in order to be able to deal with his/her boss, but to understand both the motives and personal traits that drive bosses behaviors and attitudes.
By working "with" your boss you can become free to move ahead and not become lost in the the great unknown depths of the business world. Work becomes more pleasant and you become more productive. You gain more satisfaction because you are able to record more achievements. It all becomes possible by using one of your greatest assets - your boss.
Here are few tips to help you plan ahead how to make yourself indispensable to your boss as part of his team; how to eliminate unnecessary daily conflicts that consumes your energy in unproductive activities:
First - you need to change your concept of being a "boss" as well as being "bossed." These are different roles that can be enjoyed "if" well played. It requires understanding on the part of both the boss and the subordinate that one role cannot be effectively played without the other role being deli gently played to comp element the other. That are demands for each role, and these demands can only be completed if integration of the other role is accomplished. It is then, a give and take relationship that need to be sustained if we want to create an attractive, motivating work environment.
Second - Avoid hostility, harshness, and friction with your boss. Difference in personalities will sure cause some frictions, but these should not be taken personally. They need to be interpreted against the situation that created them. If we believe that there are more than one way to create a mutual understanding and "empathy". Uncontrolled "perception" would always result into misinterpretation of behavior, resulting in turn into more friction and conflict, which makes the workplace "a fighting arena" of winners and losers.
Third - Help your boss become a better manager. This mean "accepting" the other with a belief that regardless of our being different, we still can work together. Personal defects are more felt among Friends, but in the workplace these can be accepted as long as they do not influence our performance. Do not try make your boss look bad before others, especially his superiors. He/she has got more "power" to settle accounts making your life miserable. Learn how to "invest" in your boss by educating him/her without even hinting you do.
Fourth - Develop a daily "game plan" to make it possible to stress positive thoughts, good emotional balance, and be in charge of yourself. You need to "sell" you ideas without being "pushy" or aggressive. Your tool would be "persuasion" not "power". Remember, you cannot impose on your boss. He can.
Fifth - Put your entire group - in addition to your boss - to work for you. Make them feel that your are a valuable asset to the team. This relies mainly on your ability to exert effort to be helpful and cooperating whenever you can. Enhancing your interpersonal skills of communication and negotiation would help become most effective in this area.
Sixth - Have an eye on becoming a boss yourself. Invest in yourself. Do not leave a chance to learn from your mistakes as from your successes. Always ask yourself:"What are the things that I do not like in my boss, and that I am going to avoid when I become one?"
Your biggest challenge though would be dealing with an insensitive boss. A boss who is too much results oriented. Bosses of that kind are usually inconsiderate to their people's needs. You need here to work winning ways to gain their attention and recognition. Allow enough time and work systematically to develop an interactive relationship with a boss of that kind until you win his/her respect.
It is a fact that people lose jobs most often because they have not been successful in satisfying the demands of their boss. They lose out because of faulty boss relations; because they lack an understanding of " boss psychology." Of course I do not mean here to suggest that the reader needs to turn into a psychologist in order to be able to deal with his/her boss, but to understand both the motives and personal traits that drive bosses behaviors and attitudes.
By working "with" your boss you can become free to move ahead and not become lost in the the great unknown depths of the business world. Work becomes more pleasant and you become more productive. You gain more satisfaction because you are able to record more achievements. It all becomes possible by using one of your greatest assets - your boss.
Here are few tips to help you plan ahead how to make yourself indispensable to your boss as part of his team; how to eliminate unnecessary daily conflicts that consumes your energy in unproductive activities:
First - you need to change your concept of being a "boss" as well as being "bossed." These are different roles that can be enjoyed "if" well played. It requires understanding on the part of both the boss and the subordinate that one role cannot be effectively played without the other role being deli gently played to comp element the other. That are demands for each role, and these demands can only be completed if integration of the other role is accomplished. It is then, a give and take relationship that need to be sustained if we want to create an attractive, motivating work environment.
Second - Avoid hostility, harshness, and friction with your boss. Difference in personalities will sure cause some frictions, but these should not be taken personally. They need to be interpreted against the situation that created them. If we believe that there are more than one way to create a mutual understanding and "empathy". Uncontrolled "perception" would always result into misinterpretation of behavior, resulting in turn into more friction and conflict, which makes the workplace "a fighting arena" of winners and losers.
Third - Help your boss become a better manager. This mean "accepting" the other with a belief that regardless of our being different, we still can work together. Personal defects are more felt among Friends, but in the workplace these can be accepted as long as they do not influence our performance. Do not try make your boss look bad before others, especially his superiors. He/she has got more "power" to settle accounts making your life miserable. Learn how to "invest" in your boss by educating him/her without even hinting you do.
Fourth - Develop a daily "game plan" to make it possible to stress positive thoughts, good emotional balance, and be in charge of yourself. You need to "sell" you ideas without being "pushy" or aggressive. Your tool would be "persuasion" not "power". Remember, you cannot impose on your boss. He can.
Fifth - Put your entire group - in addition to your boss - to work for you. Make them feel that your are a valuable asset to the team. This relies mainly on your ability to exert effort to be helpful and cooperating whenever you can. Enhancing your interpersonal skills of communication and negotiation would help become most effective in this area.
Sixth - Have an eye on becoming a boss yourself. Invest in yourself. Do not leave a chance to learn from your mistakes as from your successes. Always ask yourself:"What are the things that I do not like in my boss, and that I am going to avoid when I become one?"
Your biggest challenge though would be dealing with an insensitive boss. A boss who is too much results oriented. Bosses of that kind are usually inconsiderate to their people's needs. You need here to work winning ways to gain their attention and recognition. Allow enough time and work systematically to develop an interactive relationship with a boss of that kind until you win his/her respect.
How to get your boss to notice you
How to get your boss to notice you?
Sometimes you wonder as to how to get your boss attention in the work place. It is an area where several of us congregate in various departments to discharge varied functions. You not only need to be noticed & recognized but your absence even for a single day in the office should create a fur ore. These are certain invaluable tips to all the employees on how to make themselves prove their worth and simultaneously get the stamp of positive approval from the boss.
Today, it is all about selling & how good are you in selling. You may be qualified, experienced like others but in order to move ahead in your career you need to distinctly display your attributes which not only inspire your clients who are buying our goods & services but also move the hearts of internal customers (boss, subordinates, and colleagues at work place) with whom you work with. If you start connecting yourself emotionally with your boss & subordinates in your work place & your devoted customers in the market you will carve a unique place for yourself. Human beings are bundle of emotions & your boss is no exception. You can move both these internal & external customers or get their hearts only when you follow the strategies as discussed.
Sometimes you wonder as to how to get your boss attention in the work place. It is an area where several of us congregate in various departments to discharge varied functions. You not only need to be noticed & recognized but your absence even for a single day in the office should create a fur ore. These are certain invaluable tips to all the employees on how to make themselves prove their worth and simultaneously get the stamp of positive approval from the boss.
- Increase your value. You do not get compensated by how hard you work but how much value you add to the world around you. And the best way to begin adding value to the world is to start becoming a more valuable person. Acquire skills no one else has. Read the books no one else is reading. Think thoughts no one else is thinking. In other words, you need to be more in life in order to get more from life.
- Take decisions. Your life is a sum total of all the decisions you have taken in your life. Decision making skills is one of the most important skills which you should develop in order to sustain in the new economy. By making a decision, you will come to know whether you have taken a right decision or not & if you have not taken the right decision you will correct the wrong decision taken. In other words, you will help your boss in taking right decisions.
- Communicate well. Communication does not primarily mean talking with one or more person but it also means writing well, listening well. You need to communicate to boss / subordinates in such a way that the receiver or the person who is listening to you understands the way it has to be understood by the sender. You also need to do a lot of listening act & by listening you get a lot of information which otherwise you would not have got if you would have indulged in the act of communicating.
- Solution oriented. You need to be solution oriented & not problem oriented. When faced with a crisis & difficult situations you have to think in terms of solutions & not get perturbed with impediments which come in your way. You should not just identify a problem, but design the best solution to solve the problem. For this purpose, you need to be intelligent, experienced & up to date with latest developments. In other words, it refers to problem solving skills.
- Administrative abilities. You need to be a great planner, thinker & help your boss to frame plans & policies. This is not an easy task & it requires a tremendous acumen in oneself to sharpen the administrative skills. Further, you also need to work within the limits set by the organization. The policies, plans drawn need to be necessarily implemented so that the organization gains in terms of productivity in a consistent manner.
- Accept responsibility. Responsibility begins with your taking full & complete control over the content of your conscious mind. The interesting thing about responsibility is that the more you start taking responsibility the more responsible you feel. The more responsible you feel the more rapidly you move toward the accomplishment of more of the things that are important to you. Thus, you see yourself moving on the fast track which would make your boss definitely take a note of you.
- Be excellent. Today, the market pays excellent returns & rewards for excellent performance, excellent product products & excellent services. Commit to excellence in your work, especially in your key areas & core competencies. Resolve to commit to top performance. This will not only make the others notice you whom might include your boss but also move you into the fast lane in your career than any other decisions you can make.
- Take care of your customers. What we are today & where you are today determine how your internal & external customers treat you. You need to take care of your customers very well & once you start touching their emotions you surge ahead. Your customers in your work place are your subordinates, colleagues, bosses with whom you have not only to vibe but touch their emotions. Human beings move when their emotions are moved.
Today, it is all about selling & how good are you in selling. You may be qualified, experienced like others but in order to move ahead in your career you need to distinctly display your attributes which not only inspire your clients who are buying our goods & services but also move the hearts of internal customers (boss, subordinates, and colleagues at work place) with whom you work with. If you start connecting yourself emotionally with your boss & subordinates in your work place & your devoted customers in the market you will carve a unique place for yourself. Human beings are bundle of emotions & your boss is no exception. You can move both these internal & external customers or get their hearts only when you follow the strategies as discussed.
Murphy’s Law
Murphy’s Law
Murphy’s Law is attributed to an air force captain who apparently created the now-famous phrase when a series of errors and problems kept occurring in a Californian air force base missile site. These are some of follow-up items to which most people can relate.
Dealing with Nerves
Murphy’s Law is attributed to an air force captain who apparently created the now-famous phrase when a series of errors and problems kept occurring in a Californian air force base missile site. These are some of follow-up items to which most people can relate.
- Left to themselves, things tend to go from bad to worse.
- Whenever you set out to do something, something else must be done first.
- Nothing is as easy as it looks.
- Everything takes longer than you think.
- If there is the possibility of several things going wrong, the one that will cause the most damage will be the one.
- Nature always sides with the hidden flaw.
- It always costs more than first estimated.
- It is easier to get involved in something than it is to get out of it.
- Every solution breeds new problems.
- If you try to please everybody, somebody will be disappointed.
- It is impossible to make anything foolproof, because fools are so clever.
- If you tinker with anything long enough, it will break.
- By making things absolutely clear, people will become confused.
- If there is a 50 per cent chance of success, that means there is a 75 per cent chance of failure.
- Interchangeable parts won’t.
- In any computation, the figure that is obviously correct will be the source of error.
- Blame will never be placed if enough people are involved.
- Nothing is lost until you begin looking for it.
- If in the course of several months only three worthwhile social events take place, they will all fall on the same evening.
- Murphy was an optimist!
Dealing with Nerves
- Be at ease and relax. They want to listen to you.
- Breathe deeply as you walk towards the venue.
- Mentally rehearse the sequence of your presentation.
- Use the self-fulfilling prophecy.
- Arrive early so that you can settle in.
- Dress the part and look professional.
- Try to anticipate questions.
- Check all of your support equipment beforehand.
- Create a physical setting you feel comfortable with.
- Use your prepared session notes.
- Establish credibility at the beginning of your presentation.
- Give your audience an outline of the events and topics.
- Motivate the group to want to listen to you.
- Use brainteasers as an opening.
- Practise your session beforehand.
- Use your tension to enhance your performance.
- Move around.
- Warm your voice up before starting.
- Keep eye contact with all your audience.
- Be comfortable with the arrangement of your resources.
- Practise with your training aids.
- Research and know your topic.
- Use unobtrusive isometric exercises.
- Attend appropriate presentation or public speaking courses.
- Remember your audience’s attention span.
- Use all of the principles of adult learning.
- Find out in advance who your participants are.
- Admit your mistakes, but only if you make them.
- Always appear to be enthusiastic.
- Use a video or tape recorder to evaluate your performance.
- Develop your own style of presentation.
- Get feedback from your audience.
- Don’t read from the text.
- Don’t have a heavy night before a day of presentations.
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