How are we supposed to react to Sun’s “undercover” operations executed on one Kkaran Bahree (sure there isn’t that usual often deliberate misspell?)? Hang our heads down in Shame? Yell International conspiracy? Or ask our desi counterparts Tehelka to take it up as an A+ emulative case study?
What is The Sun and its ilk trying to prove? Call centers in India aren’t safe for confiding Britons? Fair enough… except tangible theft executed by ancestors of Oliver Harvey & Co, hadn’t had any The Surya to record & report…. but history is for historians these days…so be it.
This ain’t any supporting document for Bahree…however that’s pronounced or whoever he is…But for heaven’s sake, how does the prick’s ex-public school credentials come into the picture? Is this passing judgment on public school graduates in India? Should we extol the effort in attaining this valuable data given to our education watchers & administrators? Does Harvey & Co have plans to extend their research to public schools in Britain and their brothers in arms in Northern America? My experience with public school goers in that region says that this just might yield results that might be a trifle uncomfortable for Harvey, Craig et al to gulp.
And amigos… the fella’s virginity? Is this some kind of creating the groundwork for a brand new parameter in competency mapping for employees of corporate houses? HR consultants take note. What is The Sun suggesting: hiring henceforth those with THE experience… Validated in varied versions in Britain especially in media and sport bodies? Adherence to the confidentiality clause and virginity…excellent! This investigation shall surely make its readers take The Sun more seriously than ever before…. investigative journalism of the highest order.
And finally, his Brahmin credentials…how are we supposed to interpret that…a guideline for lawmakers in India- a validation of our social justice system a la Mandal by our British brethren? Should not this research be commended? Should we not nominate Messrs Sun to Halls of Fame for fostering the cause of internationalism?
By the way when exactly did national newspapers in Mother India start running syndicated columns of British tabloids (sic) on its first page….
Rajib Kumar, Greater Impacts (Offline Special Editions), Friday, June 24, 2005
Material World Group is Eastern India's emerging knowledge group. Material World through its knowledge aims at resolving man (human) and materials resource issues of those availing its services.
Saturday, January 07, 2006
Controlling Others For Love And Profit
It’s been said that 80% of the results in business are created by only 20% of the people. While personal success in the 21st Century rests in the ability to become part of that top 20%, managerial success will depend on the ability to inspire, attract, and/or maintain these leaders.
Leadership “Self-Help” books, articles, blogs, keynotes, and workshops abound. Most of these management tools, sales techniques, and relationship strategies, are successful in at least some situations and with certain people. However, the vast majorities miss the point:
All attempts to influence or control others are focused on the wrong person. Leadership Excellence is the “Art of Self-Control.”
Most people would probably agree that self-control is the answer. The problem lies in the individual definition of self-control ...
· Self-control means toughness for some: “I don’t get mad, I get even.”
· For others, it is all about leaving a way out in case something goes wrong: “I don’t have to take this, I’m out of here.”
· For many, self-control is the ability to refrain from hurting people, even when hurt or angry themselves: “If you can’t say something nice, don’t say anything at all.”
· And for some people, it means to do whatever it takes to keep from upsetting others: “Don’t rock the boat.”
Statements such as these may seem like self-control to many people. In reality, they are all attempts to control others. People justifying these behaviors are either trying to get someone else to do something (such as keeping their commitments), or to prevent them from doing something (such as getting upset).
Unfortunately, whether one is striving to be helpful or self-serving, the only way to ensure success with these tactics is to establish some kind of ‘Position-Power’ over others. Position-Power may be blatant, as when backed up with orders, threats, demands, hysterics, or ultimatums. However, this manipulation can also be demonstrated in more subtle ways, such as by shutting down, backing away, or making outright lies.
Position-Power is the rationalized control of others due to fear.
This can be a fear OF others: “You might hurt me.” However, it can also be an altruistic fear FOR others: “You might hurt yourself.” The bottom line is, whether you are striving to protect yourself or someone else, management by Position-Power itself is nothing more than a Fear-Based knee-jerk reaction designed to control others.
“Position-Power” is a “Fear-Based Reaction”
These terms are synonymous and interchangeable, and both are becoming operatively obsolete. Regardless of the intent, managers using Position-Power to control others are facing increasing resistance. Modern persons in democratic societies do not function under the strict inflexible hierarchy as our ancestors did. In fact, we resent those who control us (or attempt to control us), even when we are told it is for “our own good”. Just ask any teenager.
In the short term, Position-Power can give a business the illusion of effectiveness. However, this Fear-Based environment is now becoming unacceptable for employees with high levels of self-worth. They have found, and will continue to find, better places to work. Those who remain usually see the levels of fear increase in direct proportion to decreased corporate results.
The cycle will continue until excellence and passion are stifled. In a world where innovation and creativity are needed for long-term business success, companies operating within this paradigm cannot flourish. Resentment and resistance ultimately lead to sabotage, diminished results, and even destruction.
People are beginning to realize they are merely creating new problems whenever they justify Fear-Based reactions to challenging or threatening circumstances. Position-Power is losing ground to effective, innovative, and forward thinking leaders.
It is becoming increasingly apparent that positive results will come through leaders … not from them.
The truth is, the reactions of anyone other than yourself, are merely measures of your own effectiveness … or lack thereof. When you become aware of your own negative Fear-Based reactions, it becomes easier to see how you are attempting to control others with actual or implied Position-Power. Instead of focusing on what others are doing wrong, take responsibility for changing yourself. Your leadership will be greatly enhanced.
We are in the midst of a leadership evolution. Leadership based on Position-Power is history. The evolution in leadership will influence our intimate, family, business, community, national, and global affairs. Now is the time to create personal and professional results WITH your life, not just IN your life.
Leadership “Self-Help” books, articles, blogs, keynotes, and workshops abound. Most of these management tools, sales techniques, and relationship strategies, are successful in at least some situations and with certain people. However, the vast majorities miss the point:
All attempts to influence or control others are focused on the wrong person. Leadership Excellence is the “Art of Self-Control.”
Most people would probably agree that self-control is the answer. The problem lies in the individual definition of self-control ...
· Self-control means toughness for some: “I don’t get mad, I get even.”
· For others, it is all about leaving a way out in case something goes wrong: “I don’t have to take this, I’m out of here.”
· For many, self-control is the ability to refrain from hurting people, even when hurt or angry themselves: “If you can’t say something nice, don’t say anything at all.”
· And for some people, it means to do whatever it takes to keep from upsetting others: “Don’t rock the boat.”
Statements such as these may seem like self-control to many people. In reality, they are all attempts to control others. People justifying these behaviors are either trying to get someone else to do something (such as keeping their commitments), or to prevent them from doing something (such as getting upset).
Unfortunately, whether one is striving to be helpful or self-serving, the only way to ensure success with these tactics is to establish some kind of ‘Position-Power’ over others. Position-Power may be blatant, as when backed up with orders, threats, demands, hysterics, or ultimatums. However, this manipulation can also be demonstrated in more subtle ways, such as by shutting down, backing away, or making outright lies.
Position-Power is the rationalized control of others due to fear.
This can be a fear OF others: “You might hurt me.” However, it can also be an altruistic fear FOR others: “You might hurt yourself.” The bottom line is, whether you are striving to protect yourself or someone else, management by Position-Power itself is nothing more than a Fear-Based knee-jerk reaction designed to control others.
“Position-Power” is a “Fear-Based Reaction”
These terms are synonymous and interchangeable, and both are becoming operatively obsolete. Regardless of the intent, managers using Position-Power to control others are facing increasing resistance. Modern persons in democratic societies do not function under the strict inflexible hierarchy as our ancestors did. In fact, we resent those who control us (or attempt to control us), even when we are told it is for “our own good”. Just ask any teenager.
In the short term, Position-Power can give a business the illusion of effectiveness. However, this Fear-Based environment is now becoming unacceptable for employees with high levels of self-worth. They have found, and will continue to find, better places to work. Those who remain usually see the levels of fear increase in direct proportion to decreased corporate results.
The cycle will continue until excellence and passion are stifled. In a world where innovation and creativity are needed for long-term business success, companies operating within this paradigm cannot flourish. Resentment and resistance ultimately lead to sabotage, diminished results, and even destruction.
People are beginning to realize they are merely creating new problems whenever they justify Fear-Based reactions to challenging or threatening circumstances. Position-Power is losing ground to effective, innovative, and forward thinking leaders.
It is becoming increasingly apparent that positive results will come through leaders … not from them.
The truth is, the reactions of anyone other than yourself, are merely measures of your own effectiveness … or lack thereof. When you become aware of your own negative Fear-Based reactions, it becomes easier to see how you are attempting to control others with actual or implied Position-Power. Instead of focusing on what others are doing wrong, take responsibility for changing yourself. Your leadership will be greatly enhanced.
We are in the midst of a leadership evolution. Leadership based on Position-Power is history. The evolution in leadership will influence our intimate, family, business, community, national, and global affairs. Now is the time to create personal and professional results WITH your life, not just IN your life.
The world has enough victims. We need leaders.
James Rosewell, Quinn, Offline (The Material World Online Management Journal) Volume-4, No- 2, January 2006
Logistics Leadership Musings
Great leaders relish responsibility and accountability. They inspire others and bring out their best, whether on the warehouse/shop floor or in the executive cubicle.
For supply chain mastery Logistics professionals must work across functions within the organization, with business units throughout the company, as well as partners across the supply chain.
Collaborating with supply chain partners and developing innovative solutions from time to time to optimize logistics and supply chain strategy and operations therefore require strong leadership abilities.
According to practicing professionals a good supply chain leader must span boundaries. A successful supply chain manager must not just be armed with domain and IT skills, he must have a high level of social awareness, and at the same time be accommodating and flexible to lead change that transcends boundaries.
While Leadership is required at all levels in an organization, the warehouse floor and the executive suite represent their own challenges. Each environment has its own set of rules and forces, often non-quantifiable. A leader must understand the surroundings and win the hearts and minds of the team. A great leader is able to bring the best out of each person whether on the warehouse floor or in the executive cubicle.
Call this doomsday Prophecy, you may, if you please, companies in the early 21st century may be on the brink of a leadership crisis. With Baby Boomers about to retire in droves, and other potential leaders downsized or demotivated, any clue as to who will replace them?
"Where the next generation of leaders will come from has given many organizations pause, and a renewed interest in leadership development," opines Dr. Carol J. Dell'Amore, director of the National Leadership Institute at the University of Maryland University College, Maryland, US.
While leadership capabilities are important in all business disciplines, the unique challenges in the logistics and supply chain arena make them a critical part for achieving results.
Logistics functionaries today are not just the playing the traditional role of getting the shipment out of company premises but are giving strategic direction to the company. Further, they must take responsibility for the huge investment that goes into the function and maximize ROI by inspiring their organizations to achieve goals. Ideally, they work on both ends of the equation: drive down cost and improve performance and economy, away from the classical view of savings and only savings.
For supply chain mastery Logistics professionals must work across functions within the organization, with business units throughout the company, as well as partners across the supply chain.
Collaborating with supply chain partners and developing innovative solutions from time to time to optimize logistics and supply chain strategy and operations therefore require strong leadership abilities.
According to practicing professionals a good supply chain leader must span boundaries. A successful supply chain manager must not just be armed with domain and IT skills, he must have a high level of social awareness, and at the same time be accommodating and flexible to lead change that transcends boundaries.
While Leadership is required at all levels in an organization, the warehouse floor and the executive suite represent their own challenges. Each environment has its own set of rules and forces, often non-quantifiable. A leader must understand the surroundings and win the hearts and minds of the team. A great leader is able to bring the best out of each person whether on the warehouse floor or in the executive cubicle.
Call this doomsday Prophecy, you may, if you please, companies in the early 21st century may be on the brink of a leadership crisis. With Baby Boomers about to retire in droves, and other potential leaders downsized or demotivated, any clue as to who will replace them?
"Where the next generation of leaders will come from has given many organizations pause, and a renewed interest in leadership development," opines Dr. Carol J. Dell'Amore, director of the National Leadership Institute at the University of Maryland University College, Maryland, US.
While leadership capabilities are important in all business disciplines, the unique challenges in the logistics and supply chain arena make them a critical part for achieving results.
Logistics functionaries today are not just the playing the traditional role of getting the shipment out of company premises but are giving strategic direction to the company. Further, they must take responsibility for the huge investment that goes into the function and maximize ROI by inspiring their organizations to achieve goals. Ideally, they work on both ends of the equation: drive down cost and improve performance and economy, away from the classical view of savings and only savings.
Dell'Amore has identified the following competencies and skills as a core part of leadership:
1. Vision.
2. Inspiration and motivation.
3. Empowerment.
4. Authenticity.
Mike Finley, a retired Rear Admiral in the Supply Corps of the U.S. identifies loyalty, as a leadership trait -something he believes is not that spoken of but is very powerful. Says Finley, “Leaders who are loyal to the organization, the people they work with, and themselves are a valuable commodity. They understand the power that loyalty and integrity bring and the confidence they instill.”
Leaders are infact enablers quite different from traditional managers. William Pagonis, Head of Supply Chain, Sears Roebuck Co says “Managers today need to be a hybrid, serving as both managers and leaders.”
Rajib Kumar, Offline (The Material World Online Management Journal) Volume-4, No- 2, January 2006
Monday, January 02, 2006
Which Manager/Engineer you want to be?
1) Project Manager is a person who thinks nine women can deliver a baby in
one month.
2) Construction Manager is one who thinks single woman can deliver nine
babies in one month.
2) Controls Manager is one who asks if the baby is in the budget (and it
saves money to adopt one)
3) Project Engineer is a person who thinks he can deliver a baby even if no
man and woman are available.
4) Section Engineer is a person who thinks it will take 18 months to
deliver a baby.
5) Client is the one who does not know why he wants a baby.
6) Engineering Team is still figuring out how to produce a baby.
7) Procurement Team thinks they do not need a man or woman; it will
produce a child with zero resources.
8) Document Control Group thinks they don't care whether the child is
delivered, they will just document 9 months.
9) Quality Auditor is the person who is never happy with the PROCESS to
produce a baby.
10) Site Engineer does not care...he just wants the woman!
So.........Pick Your Choice!!!
Offline (The Material World Online Management Journal) Volume-3, No- 8, May 2005
Functional Fixations
ASTROLOGY: tells us about you and your future simply by your birthday. The Chinese Zodiac uses the year of your birth. Demographics tell us what you like, dislike, whom you vote for, what you buy, and what you watch on TV. Well, the Corporate Zodiac goes a step further: simply by your job title, people will have you all figured out...
MARKETING: You are ambitious yet stupid. You chose a marketing degree to avoid having to study in college, concentrating instead on drinking and socializing, which is pretty much what your job responsibilities are now. Least compatible with Sales.
SALES: Laziest of all signs, often referred to as "marketing without a degree," you are also self-centered and paranoid. Unless someone calls you and begs you to take their money, you like to avoid contact with "customers" so you can "concentrate on the big picture." You seek admiration for your golf game throughout your life.
TECHNOLOGY: Unable to control anything in your personal life, you are instead content to completely control everything that happens at your workplace. Often even YOU don't understand what you are saying, but who the hell can tell?! It is written that the geeks shall inherit the Earth.
ENGINEERING: One of only two signs that actually studied in school, it is said that ninety percent of all personal ads are placed by engineers. You can be happy with yourself: your office is typically full of all the latest "ergodynamic" gadgets. However, we all know what is really causing your "carpal tunnel"...
ACCOUNTING: The only other sign that studied in school, you are mostly immune from office politics. You are the most feared person in the organization; combined with your extreme organizational traits, the majority of rumors concerning you say that you are completely insane.
MIDDLE MANAGEMENT/DEPARTMENT MANAGEMENT/"TEAM LEADS": Catty, cut-throat, yet completely spineless, you are destined to remain at your current job for the rest of your life. Unable to make a single decision you tend to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other "Middle Managers," as everyone in your social circle is a "Middle Manager."
SENIOR MANAGEMENT: Catty, cut-throat, yet completely spineless, you are destined to remain at your current job for the rest of your life. Unable to make a single decision you tend to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other "Senior Managers," as everyone in your social circle is a "Senior Manager."
CUSTOMER SERVICE: Bright, cheery, positive, you are a fifty-cent cab ride from taking your own life. As a child very few of you asked your parents for a little cubicle for your room and a headset so you could pretend to play "Customer Service."
Offline (The Material World Online Management Journal) Volume-2, No-1, October 2003
MARKETING: You are ambitious yet stupid. You chose a marketing degree to avoid having to study in college, concentrating instead on drinking and socializing, which is pretty much what your job responsibilities are now. Least compatible with Sales.
SALES: Laziest of all signs, often referred to as "marketing without a degree," you are also self-centered and paranoid. Unless someone calls you and begs you to take their money, you like to avoid contact with "customers" so you can "concentrate on the big picture." You seek admiration for your golf game throughout your life.
TECHNOLOGY: Unable to control anything in your personal life, you are instead content to completely control everything that happens at your workplace. Often even YOU don't understand what you are saying, but who the hell can tell?! It is written that the geeks shall inherit the Earth.
ENGINEERING: One of only two signs that actually studied in school, it is said that ninety percent of all personal ads are placed by engineers. You can be happy with yourself: your office is typically full of all the latest "ergodynamic" gadgets. However, we all know what is really causing your "carpal tunnel"...
ACCOUNTING: The only other sign that studied in school, you are mostly immune from office politics. You are the most feared person in the organization; combined with your extreme organizational traits, the majority of rumors concerning you say that you are completely insane.
MIDDLE MANAGEMENT/DEPARTMENT MANAGEMENT/"TEAM LEADS": Catty, cut-throat, yet completely spineless, you are destined to remain at your current job for the rest of your life. Unable to make a single decision you tend to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other "Middle Managers," as everyone in your social circle is a "Middle Manager."
SENIOR MANAGEMENT: Catty, cut-throat, yet completely spineless, you are destined to remain at your current job for the rest of your life. Unable to make a single decision you tend to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other "Senior Managers," as everyone in your social circle is a "Senior Manager."
CUSTOMER SERVICE: Bright, cheery, positive, you are a fifty-cent cab ride from taking your own life. As a child very few of you asked your parents for a little cubicle for your room and a headset so you could pretend to play "Customer Service."
Offline (The Material World Online Management Journal) Volume-2, No-1, October 2003
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