Archive for the ‘Management Practices’ Category

Explore Your Brain : Right Brain vs. Left brain thinking

March 8, 2007

 ” The test of first rate of intelligence is the ability to hold to opposite idea in the mind at the same time and still retain the ability to fuction” – F.Scott Fitzgarald

Research on the brains has demonstrated that two different sides of the brain (“hemisphere”) are responsible for different mode of thinking. Both of these mode of thinking are required for uncovering the effective solution of the problem.

While most individual have a preference for one style and another, the real key is build the capacity for whole brain thinking in the organisation, where people are comfortable in one style or another, depending on the need of the situation. Building this capability is a key part of the innovative organisation.  

Complex  Questions: what is mind? Brain? Thinking?

From Wikipedia  : Mind refers to the collective aspects of intellect and consciousness which are manifest in some combination of thought, perception, emotion, will and imagination. 

The human brain is the most complex organ in the body. It controls the central nervous system (CNS), by way of the cranial nerves and spinal cord, the peripheral nervous system (PNS) and regulates virtually all human activity.Involuntary, or “lower,” actions, such as heart rate, respiration, and digestion, are unconsciously governed by the brain,specifically through the autonomic nervous system. Complex, or “higher,” mental activity, such as thought, reason, and abstraction, is consciously controlled.

The human brain is vast and complex. It contains some one hundred billion neurons, which are capable of electrical and chemical communication with tens of thousands of other nerve cells. Nerve cells in turn rely on some quadrillion synaptic connections for their communications. 

Thought or thinking is a mental process which allows beings to model the world, and so to deal with it effectively according to their goals, plans, ends and desires. Words referring to similar concepts and processes include cognition, sentience, consciousness, idea, and imagination. Thinking involves the deeply cereberal manipulation of information, as when we form concepts, engage in problem solving, reason and make decisions. Thinking is a higher cognitive function and the analysis of thinking processes is part of cognitive psychology.

The following table illustrates the differences between left-brain and right-brain thinking:

Left Brain Thinking   Right Brain Thinking
Logical
Sequential
Rational
Analytical
Objective
Looks at parts
Random
Intuitive
Holistic
Synthesizing
Subjective
Looks at wholes

 

Photo Source: http://www.extensor.co.uk/articles/leadership_brain/leadership_brain.html

from above table & picture , we can check & analysis about our thinking pattern. Where need more focus according to environment, conditions & requirement? 

Kindly read Left Vs. Right: Which Side Are You On? At brain.web-us.com which describe following processing of Brain.

  • Linear Vs. Holistic Processing
  • Logical Vs. Intuitive
  • Sequential Vs. Random Processing
  • Verbal Vs. Nonverbal Processing
  • Symbolic Vs. Concrete Processing
  • Reality-Based Vs. Fantasy-Oriented Processing

Definately , Sometime we need left brain thinking & some time right brain thinking and some times both thinking simultaneously for solution of complex problems. 

~AJAY SINGH NIRANJAN 

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Gearge Bernard Shaw :Mahatma Gandhi :Peter F. Drucker

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Mindful Change: Organizational Transformation – The Neuroscience of Leadership

March 8, 2007

Problem: Success isn’t possible without changing the day-to-day behavior of people throughout the company. But changing behavior is hard, even for individuals, and even when new habits can mean the difference between life and death. How can Mike change the way thousands of people at his company think and behave every day? What about changing the way a whole organization behaves? The consistently poor track record in this area tells us it’s a challenging aspiration at best.

Why many leadership efforts and organizational change initiatives fall flat.

 Kindly read the article: The Neuroscience of Leadership by David Rock and Jeffrey Schwartz at Strategy+Business.

Breakthroughs in brain research explain how to make organizational transformation succeed.

 FOCUS:  

During the last two decades, scientists have gained a new, far more accurate view of human nature and behavior change because of the integration of psychology (the study of the human mind and human behavior) and neuroscience (the study of the anatomy and physiology of the brain).

 Managers who understand the recent breakthroughs in cognitive science can lead and influence mindful change: organizational transformation that takes into account the physiological nature of the brain, and the ways in which it predisposes people to resist some forms of leadership and accept others. This does not imply that management — of change or anything else — is a science. There is a great deal of art and craft in it. But several conclusions about organizational change can be drawn that make the art and craft far more effective. These conclusions would have been considered counterintuitive or downright wrong only a few years ago. For example:

  • Change is pain. Organizational change is unexpectedly difficult because it provokes sensations of physiological discomfort.
  • Behaviorism doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run.
  • Humanism is overrated. In practice, the conventional empathic approach of connection and persuasion doesn’t sufficiently engage people.
  • Focus is power. The act of paying attention creates chemical and physical changes in the brain.
  • Expectation shapes reality. People’s preconceptions have a significant impact on what they perceive.
  • Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution.

As Peter F. Drucker said, “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” In the knowledge economy, where people are being paid to think, and with constant change, there is more pressure than ever to improve how we learn. Perhaps these findings about the brain can start to pull back the curtain on a new world of productivity improvement: in our ability to bring about positive, lasting change in ourselves, in our families, in our workplaces, and in society itself.

~AJAY SINGH NIRANJAN 

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Gearge Bernard Shaw :Mahatma Gandhi :Peter F. Drucker

Management Challenges for the 21st Centuryby Peter F. Drucker – A Review

February 9, 2007

© Walter J. Geldart

Kindly read this great article with a nice commentary by Walter J. Geldart at:

URL:http://tap3x.net/EMBTI/j6drucker.html#THREE

Some Insight from this article :

Management’s New Paradigm
The Seven Old Assumptions of Management

There is a critical difference between a natural science and a social discipline, according to Drucker. The physical universe displays natural laws that describe objective reality. Natural laws are constrained by what can be observed, and these laws tend to be stable or change only slowly and incrementally over time. “A natural science deals with the behavior of OBJECTS. But a social discipline such as management deals with the behavior of PEOPLE and HUMAN INSTITUTIONS. The social universe has no ‘natural laws’ of this kind. It is thus subject to continuous change; and this means that assumptions that were valid yesterday can become invalid and, indeed, totally misleading in no time at all.” 2 Drucker identifies the following old assumptions for the social discipline of management. 3

Three Old Assumptions for the Discipline of Management

1. Management is Business Management
2. There is – or there must be – ONE right organization structure.
3. There is – or there must be – ONE right way to manage people.

Four Old Assumptions for the Practice of Management

4. Technologies, markets and end-users are given.
5. Management’s scope is legally defined.
6. Management is internally focused.
7. The economy as defined by national boundaries is the “ecology” of enterprise and management.

According to Drucker, six out of seven assumptions (2, 3, 4, 5, 6, and 7) were close enough to reality to be useful until the early 1980s. However, all are now hopelessly outdated – “they are now so far removed from actual reality that they are becoming obstacles to the Theory and even more serious obstacles to the Practice of Management. Indeed, reality is fast becoming the very opposite of what these assumptions claim it to be.” 4

 The Eight New Management Assumptions

Drucker identifies the following new assumptions for the social discipline of management. 8

1. Management is NOT only for profit-making businesses. Management is the specific and distinguishing organ of any and all organizations.

2. There is NOT only one right organization. The right organization is the organization that fits the task.

3. There is NOT one right way to manage people. One does not “manage” people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.

4. Technologies and End-Users are NOT fixed and given. Increasingly, neither technology nor end-use is a foundation of management policy. They are limitations. The foundations have to be customer values and customer decisions on the distribution of their disposable income. It is with those that management policy and management strategy increasingly will have to start.

5. Management’s scope is NOT only legally defined. The new assumption on which management, both as a discipline and as a practice, will increasingly have to base itself is that the scope of management is not legal. It has to be operational. It has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.

6. Management’s scope is NOT only politically defined. National boundaries are important primarily as restraints. The practice of management – and by no means for business only – will increasingly have to be defined operationally rather than politically.

7. The Inside is NOT the only Management domain. The results of any institution exist ONLY on the outside. Management exits for the sake of the institution’s results. It has to start with the intended results and organize the resources of the institution to attain these results. It is the organ that renders the institution, whether business, church, university, hospital or a battered woman’s shelter, capable of producing results outside of itself.

8. Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results – whether inside or outside, whether under the institution’s control or totally beyond it.

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11 Lessons on Change Management: Azim Premji

February 1, 2007

It’s not the strongest nor most intelligent of the species that survive; it is the one most adaptable to CHANGE” – Charles Darwin

11 Lessons on Change Management: Azim Premji

         download  :www.gowrikumar.com/insp/pdfs/Azim_Premji_on_Change1.pdf

“While change and uncertainty have always been a part of life, what has been shocking over the last year has been both the quantum and suddenness of change. For many people who were cruising along on placid waters, the wind was knocked out of their sails. The entire logic of doing business was turned on its head. Not only business, but also every aspect of human life has been impacted by the change. What lies ahead is even more dynamic and uncertain. I would like to use this opportunity to share with you some of our own guiding principles of staying afloat in a changing world. This is based on our experience in Wipro. Hope you find them useful.

First, be alert for the first signs of change. Change descends on every one equally; it is just that some realize it faster. Some changes are sudden but many others are gradual. While sudden changes get attention because they are dramatic, it is the gradual changes that are ignored till it is too late. You must have all heard of story of the frog in boiling water. If the Temperature of the water is suddenly increased, the frog realizes it and jumps out of the water. But if the temperature is very slowly increased, one degree at a time, the frog does not realize it till it boils to death. You must develop your own early warning system, which warns you of changes and calls your attention to it. In the case of change, being forewarned is being forearmed.

Second, anticipate change even when things are going right. Most people wait for something to go wrong before they think of change. It is like going to the doctor for a check up only when you are seriously sick or thinking of maintaining your vehicle only when it breaks down. The biggest enemy of future success is past success. When you succeed, you feel that you must be doing something right for it to happen. But when the parameters for success changes, doing the same things may or may not continue to lead to success. Guard against complacency all the time. Complacency makes you blind to the early signals from the environment that something is going wrong.

Third, always look at the opportunities that change represents. Managing change has a lot to go with our own attitude towards it. It is proverbial half-full or half-empty glass approach. For every problem that change represents, there is an opportunity lurking in disguise somewhere. It is up to you to spot it before someone else does

Fourth, do not allow routines to become chains. For many of us the routine we have got accustomed to obstruct change. Routines represent our own zones of comfort. There is a sense of predictability about them. They have structured our time and even our thought in a certain way. While routines are useful, do not let them enslave you. Deliberately break out of them from time to time.

Fifth, realize that fear of the unknown is natural. With change comes a feeling of insecurity. Many people believe that brave people are not afflicted by this malady. The truth is different. Every one feels the fear of unknown. Courage is not the absence of fear but the ability to manage fear without getting paralyzed. Feel the fear, but move on regardless.

Sixth, keep renewing yourself. This prepares you to anticipate change and be ready for it when it comes. Constantly ask yourself what new skills and competencies will be needed. Begin working on them before it becomes necessary and you will have a natural advantage. The greatest benefit of your education lies not only in what you have learnt, but also in working how to learn. Formal education is the beginning of the journey of learning. Yet I do meet youngsters who feel that they have already learnt all there is to learn. You have to constantly learn about people and how to interact effectively with them. In the world of tomorrow, only those individuals and organizations will succeed who have mastered the art of rapid and on-going learning.

Seventh, surround yourself with people who are open to change. If you are always in the company of cynics, you will soon find yourself becoming like them. A cynic knows all the reasons why something cannot be done. Instead, spend time with people who have a “can-do” approach. Choose your advisors and mentors correctly. Pessimism is contagious, but then so is enthusiasm. In fact, reasonable optimism can be an amazing force multiplier.

Eighth, play to win. I have said this many times in the past. Playing to win is not the same as cutting corners. When you play to win, you stretch yourself to your maximum and use all your potential. It also helps you to concentrate your energy on what you can influence instead of getting bogged down with the worry of what you cannot change. Do your best and leave the rest.

Ninth, respect yourself. The world will reward you on your successes. Success requires no explanation and failure permits none. But you need to respect yourself enough so that your self-confidence remains intact whether you succeed or fail. If you succeed 90 percent of the time, you are doing fine. If you are succeeding all the time, you should ask yourself if you are taking enough risks. If you do not take enough risks, you may also be losing out on many opportunities. Think through but take the plunge. If some things do go wrong, learn from them. I came across this interesting story some time ago: One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally he decided the animal was old and the well needed to be covered up anyway, it just wasn’t worth it to retrieve the donkey. He invited all his neighbors to come over and help him. They all grabbed a shovel and begin to shovel dirt into the well. At first, the donkey realized what was happening and cried horribly. Then, to everyone’s amazement he quieted down. A few shovel loads later, the farmer finally looked down the well and was astonished at what he saw. With every shovel of dirt that fell on his back, the donkey was doing some thing amazing. He would shake it off and take a step up. As the farmer’s neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up. Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and totted off! Life is going to shovel dirt on you, all kinds of dirt. The trick is to not to get bogged down by it. We can get out of the deepest wells by not stopping. And by never giving up! Shake it off and take a step up.

Tenth, 1n spite of all the change around you, decide upon what you will never change – your core values. Take you time to decide what they are but once you do, do not compromise on them for any reason. Integrity is one such value.

Finally, we must remember that succeeding in a changing world is beyond just surviving. It is our responsibility to create and contribute something to the world that has given us so much.

We must remember that many have contributed to our success, including our parents and others from our society. All of us have a responsibility to utilize our potential for making our nation a better place for others, who may not be as well endowed as us, or as fortunate in having the opportunities that we have got.

Let us do our bit, because doing one good deed can have multiple benefits not only for us but also for many others. Let me end my talk with a small story I came across some time back, which illustrates this very well.

This is a story of a poor Scottish farmer whose name was Fleming. One day, while trying to make a living for his family, he heard a cry for help coming from a nearby bog. He dropped his tools and ran to the bog. There, mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the boy from what could have been a slow and terrifying death. The next day, a fancy carriage pulled up to the scotsman’s sparse surroundings. An elegantly dressed nobleman stepped out and introduced himself as the father of the boy farmer Fleming had saved. “I want to repay you, “said the nobleman. “Yes,” the farmer replied proudly. “I’ll make you a deal. Let me take your son and give him a good education. If he’s anything like his father, he’ll grow to be a man you can be proud of.” And that he did. In time, Farmer Fleming’s son graduated from St. Mary’s Hospital Medical School in London, and went on to become known throughout the world as the noted Sir Alexander Fleming, the discoverer of Penicillin. Years afterward, the nobleman’s son was stricken with pneumonia. What saved him? Penicillin. This is not the end.

The nobleman’s son also made a great contribution to society. For the nobleman was none other than Lord Randolph Churchill and his son’s name was Winston Churchill.

Let us use all our talent, competence and energy for creating peace and happiness for the world.”

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– Ajay Singh Niranjan

SWOT MATRIX of INDIA: Analysis of Indian Social- Economic- Political- Technological conditions.

January 31, 2007

Dear Friends,  

There are few questions about our complex & unique system of India. How we can change our system thinking? How we can make a synergetic triangle: Industry-GOI- Institution for co creation of knowledgeable resources for evolution of innovations. 

Root Causes – Why Plans are not execute at the bottom? Constrains – Where are missing link?

Strategy & tactics – What is the action plans? Methods-how these actions plans execute for achieving the end Goal.

Kindly download one page colored framework of SWOT MATRIX of INDIA. URL: syenrgetic-trinangle-industry-government-instituion.docsyenrgetic-trinangle-industry-government-instituion.doc  

SW0T   ANALYSIS:

                  Industry-GOVERNMENT -institution

 STRENGTHS 

  • Highly educated , skilled ,young, capable & dynamic  human resources
  • English speaking & analytical students
  • World class business-social-spiritual –political leader, Professor, scientist, Manager-Doctor-Engineer-Civil servants etc
  • Very rich in  Natural & Living resources
  • Biodiversity & Traditional knowledge base
  • Diversity vs. Ideas-Innovation-Integration
  • Powerful spiritual strength (yoga-Ayurvada-Healing-therapy services)
  • Geographical location (whole markets are shifting toward Asian nations)
  • India Strategic position at various platforms
  • Big democracy, Big market & free media
  • Range of emerging professional champions
  • IT & Software superpower

WEAKNESSES: 

  • Lack of trained & skill work force  
  • Small supply of specialize professional
  • Lack of spirits of entrepreneurship, patriotisms and leadership skill
  • Lack of effective & execution framework
  • Lack of Indian management models
  • Lack of transparency-Trust-Responsibility
  • Lack of learning habits & Team work spirit
  • Fear of sharing knowledge & taking risk
  • Thinking win-lose   lose-win   look-outside
  • Slow absorption of Innovation & change
  • Lack of Indian management models
  • Absence of greater technology impetus
  • Unawareness: Quality-Standardization
  • Lack of Emotional-Spiritual development
  • Rush of getting high marks not Development
  • Blindly respect anything taught by elders

THREATS (Internal & external): 

  • A feeling of unstable government
  • Self centered political leadership
  • Slow & Dysfunctional judiciary and corrupt law enforcers
  • Regulation, protection and restriction
  • Mechanistic -stable-Layered-complex system
  • Corruption, Ignorance & Complacency
  • High competitive & marketing forces
  • To patent Indian intellectual property by outsider (unawareness about own research)
  • Fast change Internet-information technology& new Inventions-Technology-Innovations
  • Diversity vs. Imbalance- clashes
  • Regional-Religion-caste-culture conflicts
  • Migration of all branch to software job
  • Job seeking mind sets, not job creator
  • Unnecessary social pressure on students
  • Excessive rich & powerful mindsets

 OPPORTUNITIES 

  • Big potential market in education Sector & emerging new market Segment in services (create it)   
  • General Agreement of trade on Services
  • Research & Development capability
  • Generate intellectual property
  • Resource Building capacity
  • Competition- cost – Quality service

  • Collaboration : win-win thinking
  • Hybrid solution–balancing & blending
  • Tourism, health sector, food processing
  • Rural economy development & social transformation ( PURA model )
  • Need  modernization of infrastructure , Library and laboratory
  • Internet institute network & e-Library
  • Councilors and student advisors

Key:
India has lots of weakness but this is a space of thinking (new Ideas or new perceptions), understand it as a space of opportunities and transform into strength.  

Note: Please send your suggestions, experiences & questions for improvement of this SWOT MATRIX of India. 

Ajay Singh Niranjan ( ajay_uor@yahoo.com)

YES : Indian Style of Management -Theory ‘i’ Management

January 31, 2007

The need to have an Indian Style of Management – Arindam Chaudhuri

How often has one heard of an American organization adopting the Japanese management style to surge ahead? How often has one heard of the reverse? Probably never. However, I do remember reading somewhere that when IBM-USA was making losses while IBM-Japan was making profits, IBM-USA tried to adopt the Japanese management style to turn around. The result was increased losses.  

Predictable? Should be. It is most likely that a style that is successful in Japan would not be as successful in the US and vice versa. People are different, the cultures are different and so is the life-style. That is the reason why Japan has developed its own management style and the US its own.

Thus, when they enter into their job lives and see a management culture prevalent, which is contractual in nature with hire and fire style of management, they don’t get disturbed. In fact, this motivates them to work harder and a typical American would say, “we are tough guys and as long as we are good the company keeps us, else we go out”. The bottom line is that the fine-tuning between the cultures at home and at job works wonders and enhances productivity and motivation.

Looking at the Japanese companies one finds concepts of lifetime employment working wonders out there. A Japanese finds a bonded culture in his organisation, unlike the American contract culture. If we look into the Japanese life style and culture we would find the importance of bonds being very high. The Japanese have strong family ties and a strong sense of community.

From such an upbringing, they feel at home when they see a bonded style of management on the job. The typical Japanese would say, “I am a Honda man (and not that I work for Honda)” displaying the bond that he shares with his company. The point that gets highlighted again is that a management style, which flows out of your own culture and roots would any day, motivates your people much more than one, which is adopted from somewhere else.

The basics of “Theory ‘i’ Management”

Like Theory ‘X’ which tried to define a worker in its own manner as a mindless lazy rascal who loves shirking responsibilities and the Theory “Y” which tried to define the worker as an ambitious responsible citizen looking for the right environment to contribute constructively, Theory ‘I’ is an attempt to understand and define the Indian worker just like the Japanese had tried to do with their Theory “Z”.

In spite of India having some of the best management schools of the world and the best reservoir of skilled human talent, our organizations have not been able to do well. Amongst other reasons one of the most important reasons for the failure of Indian management has been our failure to develop an indigenous management style, which revolves around our cultural roots and upbringing.

An Indian grows up in a system, where family ties and a sense of belongingness get an absolute top priority. Coming from this environment, he gets a shock, when he sees the job environment practicing American philosophies of contractual style of management. He is not able to adjust productively to this cultural mismatch and thus, very often, fails to be as productive as his Japanese or American counterpart.

An Indian worker is perhaps looking at a system without ruthless management practices and inhuman work pressure even if the job security is a little less. Instead of the system (specially in PSU’s) giving them near 100% job security, it could give them some fear of job security, since Indians culturally like to take life easy and tend to become complacent in such situations.

While, the job security aspect could be reduced the human touch in managing them could be increased. They should be made to feel that the company cares for them through regular training programmes, family welfare schemes etc. They should be made to feel that they matter in the organization through programmes, which involve them directly or indirectly into various decision-making processes. This would increase their level of commitment for the organizations and perhaps tomorrow we would also see people telling, “I am a Bajaj man” instead of “I am working for Bajaj scooters”.

In one of my workshops Sr. Manager – Corporate Planning of NTPC, P. Purukayastha could not agree more and cited two beautiful examples. The first related to NTPC spending up to Rs. 5 crore on the medical expenses in US for one of its drivers and his wife who were affected by incurable diseases. This incident of humanity has been a motivating factor for all employees for years.

The second related to his own experience where he made flexi timing for one of his workers whose wife was ill. This not only removed the troubled look from his face but also made him one of the most motivated workers who was always ready to give more than 100% to his job once his wife became alright.

These two incidents can explain how human touch can do wonders on an average Indian psyche. I would even go up to the extent of suggesting that professional studies could be made a part of on the job training like in Japan and not that people first get trained and then wander around for jobs like in the US.

It has to be kept in mind that the Japanese without a single business school of repute have produced some of the most successful corporations in the last 50 years, while with so many reputed management schools the US has not been able to stop the entry of one after another of the Japanese organisations into the Fortune 500 list.

Again out here I might add that Mr. Purakayastha himself went through a training program after which the company, based upon the results of the test, decided to shift him from industrial relations to corporate planning which has been one of the most motivating aspects of his job.The idea that I want to suggest is that it is high time Indian companies thought sincerely about their people and developed “Indian – people friendly management” practices.

They might have some American touch or some Japanese touch but the thought essentially has to be given on what will suit the Indians. The sad part is that successful Indian managers who have developed indigenous styles of management don’t end up theoreotising their styles and propagating them through books or articles. In the US almost every semi-successful manager ends up writing a book and thus, today one does know how IBM is managed, but one doesn’t know about how an Indian corporation like, may be, the Reliance Group is managed. So, when it comes to learning management the only option is to refer to foreign books and learn foreign management styles.


The Principles of “Theory ‘i’ Management”

  • Most Indians value bonds emotions and long-term relationships.
  • Most Indians value growth opportunities and commitment.
  • Our cultural roots (of tolerance etc.) often make us complacent.
  • Lack of patriotism at a macro level leaves us aimless.


What do these principles prove?

These principles have been arrived at after a thorough research that we conducted on more than 3000 managers across the country. The managers were asked to talk about their colleagues across functions and levels. The most important revelation from this survey is about the uniqueness of today’s Indian psyche.

On one hand as expected, the first two points go on to prove our cultural values and a lot of similarities can be drawn with the Japanese value systems. On the other hand when faced with the fact that everything Indian is so cool outside India, Bhangra and Indipop find place in the US pop charts, the global IT revolution has been fuelled by homegrown geeks, in Ohio the Wright State University College of Business and Administration gets renamed after an NRI businessman, our B-school graduates are becoming global leaders, NASA has top Indian scientists, yet Indians have time and again failed to perform in India ; Indian’s like to blame it on complacency, a characteristic that they like attributing to our culture ! It seems Indian’s look for the first opportunity to become complacent; something that they are unable to become in the western world of competition and hire and fire system.

Not only this, when faced with the question about the lack of patriotic instincts and decaying values; they love to blame it on their leaders. Somebody says if our Prime Minister can be bribed Rs 1 crore by a stock broker, what’s wrong in taking bribes; somebody else says if my general manager can take a bribe from the company’s travel agent what’s wrong if I get some account through corrupt practices? One might argue that even in
Japan there is corruption.

The reality however is that in Japan corruption doesn’t touch everyday human existence the way it does in India and moreover they have a more effective judicial system, which even their presidents can’t escape. The other day I read that in Uttar Pradesh fire brigade people have started to ask for bribes before starting to put off the fire! Criminalization of daily life is to such an extent that every individual is actually being turned into a criminal.

The socio – cultural and geo-political environment in India has today resulted into a mixed breed of Indians who on one hand retain family values and a longing for emotional touch and on the other hand are complacent (given the first opportunity to be) and unashamed of being morally bankrupt.

Thus, Indians need an India centric management theory.

Macro aspects Micro aspects

 Macro aspects of Theory ‘i’ Management

 Micro aspects of “Theory ‘i’ Management

Kindly Link:http://seminars.indiatimes.com/slice/inside/theory2.htm#p

Author : Arvindam Chaudhari

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Dear Friends,Link for understanding:

– Ajay Singh Niranjan

7 ways to improve your social skills

January 27, 2007

In today’s world, social skills at work are as essential as hard skills and business etiquette.Not everyone, however, is endowed with good social skills. If you happen to fall in this category, do not worry. Social skills can be developed with a little practice and they will go a long way in boosting your career.

 iPractise taking instructions

This is easier said than done. Most of us think we already know what the other person is trying to say. Secondly, we may be preoccupied with other thoughts when our boss is instructing us on how to go about a certain task.

As a result, we may forget important details and make mistakes that could cost someone their job. Remember these points:

~ Listen carefully for things said and implied.
~ Clarify.
~ Understand what has been told to you.
~ Acknowledge that you have understood.
~ Reconfirm instructions by quickly summarizing what you have understood.

iiPractise explaining a problem to your supervisor/ boss

Do you feel butterflies in your stomach the moment you encounter a problem and need to involve your boss? Do you worry that s/he might think you are incompetent to handle it yourself? 

These feelings are quite justified. However, you still need to explain the problem to your boss. The secret lies in the term ‘explain’ and not ‘complain’.  To explain effectively, pay attention to:

 ~ The volume of your voice and tone. It should not be too soft, loud or screechy. ~ Be respectful.~ Keep your emotions in check. Be calm. You may be flustered by the problem; however, you don’t need to let your boss know that. ~ Remember to include all the facts of the problem. Try to find most of the answers yourself before approaching your boss. ~ Offer a solution if you can. Your boss will appreciate your initiative.

 iiiPractise asking for help

There are times at work when we are so overwhelmed by the things that need be done that we get all worked up and stressed out. We still do not ask for help, for fear that we might be perceived as incompetent. However, when you have a task at hand that must be completed and you know you cannot do it alone, you have to be humble enough to ask for help.

Identify people at work who handle a particular task better than anyone else and request them to help you if they have the time. They may be happy to help. Also, remember:

 ~ No man is an island. We all need people and people need us. 
~ Two heads are better than one and, yes, four hands are better than two.
~ It is nice to be important but it is more important to be nice. Help others; they, in turn, will help you

~ Be gracious when you accept or refuse help. This will enhance your chances of building a strong support system on which you can depend when you need help.

 ivPractise accepting feedback

It is natural for us to become defensive when we hear anything negative about ourselves. However, have you considered it might be just as difficult for the person giving the feedback to be candid?

Besides, it is possible for others to see things about you that you may not even aware of.

 ~ Appreciate the fact that someone has taken the risk of giving you feedback. ~ Be open to new ideas and new ways of thinking. ~ Don’t take criticism personally because, even though it is about you, it is still the other person’s perception; his or her views need not necessarily be the ‘real’ you. ~ Feel free to accept or reject all or any part of the feedback without feeling obliged to explain your choice.

 vPractise giving constructive criticism

The word criticism spells doom for some. It need not be that way. There are two types of criticisms — constructive and destructive. All of us have been at the receiving end of these types of criticism at some point in our lives.

It depends on what you are criticising in a person and the purpose of the criticism. If the objective of criticising is to demean and insult a person, it would be destructive criticism. Such criticism is best ignored.

Do remember, the situations that bring about the need to criticise can become sensitive and volatile. It is easy for the person criticising, as well as the recipient of the criticism, to overreact and start accusing each other.

Giving constructive criticism and seeing that it is well received is a fine art. Things to remember:

 ~ Stay focused. Don’t confuse the person with the problem.
~ Keep tempers down.
~ Use a suggestive approach rather than a dismissive one. ~ Reiterate that the person is good but the problem could be handled differently. ~ Be sincere, honest and caring while giving constructive criticism. ~ Express your faith in the person and his/ her ability to successfully implement and reap the benefits of the suggestions given.

viPractise receiving compliments

Many of us are especially wary or shy when someone compliments us. Why? Do we think we don’t deserve  compliments? That we are not worthy of them? Or is it plain modesty? Whatever it is, it is time to get over it. We need to understand that accepting compliments is not self-indulgence. So:

 ~ Don’t feel embarrassed and brush it off.~ Never counter it with something negative about yourself.~ Don’t be arrogant; accept the compliment graciously.~ Smile and thank the person for the compliment. Express genuine happiness.

 viiPractise giving complimentsI have very often heard people saying, “She is excellent at her work but, if we tell her that, it might go to her head.”

This may not always be the case. It depends on how one is complimented. There is a delicate line between flattery and genuinely complimenting someone.

If you keep these suggestions in mind, you can easily compliment someone without sounding fake:

 ~ Use simple language. Smile and look into the person’s eyes while complimenting him/ her. It sounds more genuine this way.~ Using filmi dialogues and a lot of actions could make it look like your aim is to flatter, not compliment.  ~ Modulate your voice to match the expression of admiration on your face.~ Don’t laugh or giggle while complimenting someone. It could sound like you are being sarcastic.

Finally, remember a good social network will help you at work.

You need social skills to find a job and to keep one. So, if social skills do not come easily to you, it will be well worth your time to pinpoint your weaknesses and work on them.

                                         – by Anita D’Souza (source: Rediff.com)

Seven learning disabilities which are often responsible for organizational failure: – Prof. Peter Senge (MIT)

January 26, 2007

1 – I am my position

 2 – The enemy is out there

3 – The illusion of taking charge

 4 – The fixation on events

5 – The parable of the boiled frog

6 – The delusion of learning from experience

7 – The myth of the management team  

[1]-I am my own position is when people focus only on their position within the organization and have little sense of responsibility for the results produced -when all positions interact.  

[2]-The enemy is out there syndrome is when we focus only on our position; we do not see how our own actions extend beyond the boundary of that position. 

[3]-The illusion of taking charge is that we should face up to difficult issues, stop waiting for someone else to do something, and solve problems before they grow into crises but proactiveness is really reactive ness in disguise.

[4]-The fixation on events leads to “event” explanations that are true for now but distract us from seeing the longer-tenri patterns of change behind the events and understanding the causes of the patterns to events.

[5]-The parable of the boiled frog is in relation to the maladaptation of organizations to recognize gradually building threats to survival; just as the frog placed in a pot of water brought to boiling temperature will not attempt to jump out of the pot but adjusts to the temperature and slowly dies.

[6]-The delusion of learning from experience is when our actions have consequences in the distant future or part of the larger operating system, which makes it impossible to learn from direct experience.

[7]-The myth of the management team
because teams in business tend to spend their time fighting for turf, avoiding anything that will make them look bad personally, and pretending that everyone is behind the team’s collective strategy.