Team work

TeamWork

Contributed By Madhumita Sen

We are not isolated at work.Whatever the size of our organization we have to work in accordance with company goals.To achieve this, we need team work.

The group or team must identify their common objectives.Then the work that each member of a group needs to perform has to be defined. When these small individual goals are achieved, success is possible.

Here is what team work stands for-

T is for Talent- Utilize yours and theirs.

E is for Enthusiasm – Motivate yourself and others.

A is for Accountability-Doing a job well is important, but you have to make sure that others do it well too.

M is for Management -Managing resources and delegation of work with a feedback system is crucial.

W is for Work-able -Is there a clear game plan that everyone can follow?

O is for Openness -Team members must be open to to new ideas and suggestions. Communication lines must be kept open.

R is for Respect -Every team member must be able to respect themselves and others.They must have pride in the pursuit of their goals.They must value each other’s ideas.

K is for Keenness -Motivation is our driving force in any team work.

Posted under Management Resources/ HR

This post was written by admin on November 28, 2011

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The Hare & The Tortoise-A Management Perspective

THE HARE & THE TORTOISE — A MANAGEMENT PERSPECTIVE

Contributed by Mr. A. Jolly

of Jolly Consultants, New Delhi

We have all heard of the hare and tortoise story. The moral of that story is that slow and steady wins the race.

Recently, someone told me a more interesting version of this story.

It continues. The hare was disappointed at losing the race and he did some soul-searching. He realized that he’d lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there’s no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed. This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

The moral of the story? Fast and consistent will always beat the slow and steady.

If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap. It’s good to be slow and steady; but it’s better to be fast and reliable.

But the story doesn’t end here.

The tortoise did some thinking this time, and realized that there’s no way he can beat the hare in a race the way it was currently formatted. He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river. The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.

The moral of the story? First identify your core competency and then change the playing field to suit your core competency. In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

The story still hasn’t ended.

The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better. So they decided to do the last race again, but to run as a team this time. They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they’d felt earlier.

The moral of the story? It’s good to be individually brilliant and to have strong core competencies; but unless you’re able to work in a team and harness each other’s core competencies, you’ll always perform below par because there will always be situations at which you’ll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership. There are more lessons to be learnt from this story.

Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could.

In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.

The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.

To sum up, the story of the hare and tortoise teaches us many things.

Chief among them are that fast and consistent will always beat slow and steady; work to your competencies; pooling resources and working as a team will always beat individual performers; never give up when faced with failure; and finally, compete against the situation – not against a rival.

Republication or dissemination of the contents of this article are expressly prohibited without the written consent of the Author

Courtesy Jobnet’s directory of Placement Firms & Companies

Posted under Management Resources/ HR

This post was written by admin on November 8, 2011

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Marketing management lessons in a jiffy

Marketing management lessons in a jiffy

You see a gorgeous girl at a party.

You go up to her and say, “I am very rich. Marry me!”

That’s Direct Marketing.

—————————-

You’re at a party with a bunch of friends and see a gorgeous girl. One of your friends goes up to her and pointing at you says, “He’s very rich. Marry him.”

That’s Advertising.

…………………………

You see a gorgeous girl at a party.

You go up to her and get her telephone number. The next day you call and say “Hi,I’m very rich.Marry me.”

That’s Telemarketing.

…………………………….

You’re at a party and see a gorgeous girl.

You get up and straighten your tie, you walk up to her and pour her a drink. You open the door for her, pick up her bag after she drops it, offer her a ride, and then say, “By the way, I’m very rich. Will you marry me?”

That’s Public Relations.

………………………………..

You’re at a party and see a gorgeous girl.

She walks up to you and says, “You are very rich..”

That’s Brand Recognition.

………………………………………

You see a gorgeous girl at a party.

You go up to her and say, “I’m rich. Marry me” She gives you a nice hard slap on your face.

That’s Customer Feedback !!

…………………………………….

You see a gorgeous girl at a party. You go up to her and say, “I am very rich. Marry me!”

And she introduces you to her husband

That’s Demand and supply gap.

…………………………………………..

You see a gorgeous girl at a party. You go up to her and before you say, “I am very rich. Marry me!”

she turns her face towards you —————— She is your wife !

That’s competition eating into your market share.

…………………………………………………………………….

Contributed by Madhumita Sen

Posted under Articles from Jobnet Magazine, Management Resources/ HR

This post was written by admin on October 7, 2011

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Management Wisdom

MANAGEMENTOLOGY

contributed by Madhumita Sen

1. Eagles may soar high, but weasels don’t get sucked into jet engines.

2. Lack of planning on your part does not constitute an emergency on my part.

3. There may be no ‘I’ in team, but there’s a ‘ME’ if you look hard enough.

4. Process and Procedure are the last hiding place of people without the wit and wisdom to do their job properly.

5. Remember that age and treachery will always triumph over youth and ability.

6. Never do today that which will become someone else’s responsibility tomorrow.

7. Every time you open your mouth you have this wonderful ability to continually confirm what I think.

8. Show me a good loser and I’ll show you a LOSER!

9. Put the key of despair into the lock of apathy. Turn the knob of mediocrity slowly and open the gates of despondency – welcome to a day in the average office.

10. It’s the team that matters. Where would The Beatles be without Ringo? If John got Yoko to play drums the history of music would be completely different.

11. What does a squirrel do in the summer? It buries nuts. Why? Well, in winter time he’s got something to eat and he won’t die. So, collecting nuts in the summer is worthwhile work. Every task you do at work think, would a squirrel do that? Think squirrels. Think nuts.

12. When confronted by a difficult problem, you can solve it more easily by reducing it to the question, “How would the Lone Ranger handle this?”

13. Accept that some days you are the pigeon, and some days you are the statue.

14. If your boss is getting you down, look at him through the prongs of a fork and imagine him in jail.

15. If you can keep your head when all around you have lost theirs, then you probably haven’t understood the seriousness of the situation.

16. You don’t have to be mad to work here! In fact we ask you to complete a medical questionnaire to ensure that you are not.

17. If you treat the people around you with love and respect, they will never guess that you’re trying to get them sacked.

18. If at first you don’t succeed, remove all evidence you ever tried.

19. You have to be 100% behind someone, before you can stab them in the back.

20. If work was so good, the rich would have kept more of it for themselves.

21. Those of you who think you know everything are annoying to those of us who do.

22. There’s no ‘I’ in ‘team’. But then there’s no ‘I’ in ‘useless smug colleague’, either. And there’s four in ‘platitude-quoting idiot’. Go figure.

Posted under Management Resources/ HR

This post was written by admin on September 30, 2011

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What’s Performance Appraisal, Really?

What’s Performance Appraisal, Really?

A keen analyst – Thoroughly confused.

Accepts new job assignments willingly – Never finishes a job.

Active socially -  Drinks heavily.

Alert to company developments – An office gossip.

Approaches difficult problems with logic – Finds someone else to do the job.

Average – Not too bright.

Bridge builder – Likes to compromise.

Character above reproach – Still one step ahead of the law.

Charismatic:

No interest in any opinion but his own.

Competent – Is still able to get work done if supervisor helps.

Conscientious and careful – Scared.

Consults with co-workers often- Indecisive, confused, and clueless.

Consults with supervisor often – Very annoying.

Delegates responsibility effectively – Passes the buck well.

Demonstrates qualities of leadership – Has a loud voice.

Displays excellent intuitive judgment- Knows when to disappear.

Displays great dexterity and agility – Dodges and evades superiors well.

Enjoys job – Needs more to do.

Excels in sustaining concentration but avoids confrontations – Ignores everyone.

Excels in the effective application of skills – Makes a good cup of coffee.

Exceptionally well qualified – Has committed no major blunders to date.

Expresses self well – Can string two sentences together.

Gets along extremely well with superiors and subordinates alike – A coward.

Happy – Paid too much.

Hard worker – Usually does it the hard way.

Identifies major management problems – Complains a lot.

Indifferent to instruction  – Knows more than superiors.

Internationally know – Likes to go to conferences and trade shows in Las Vegas.

Is well informed – Knows all office gossip and where all the skeletons are kept.

Inspires the cooperation of others – Gets everyone else to do the work.

Is unusually loyal – Wanted by no-one else.

Judgment is usually sound – Lucky.

Keen sense of humor – Knows lots of dirty jokes.

Keeps informed on business issues – Subscribes to Playboy and National Enquirer.

Listens well – Has no ideas of his own.

Maintains a high degree of participation – Comes to work on time.

Maintains professional attitude – A snob.

Meticulous in attention to detail – A nitpicker.

Mover and shaker – Favors steamroller tactics without regard for other opinions.

Not a desk person – Did not go to college.

Of great value to the organization – Turns in work on time.

Use all available resources – Takes office supplies home for personal use.

Quick thinking – Offers plausible excuses for errors.

Requires work-value attitudinal readjustment – Lazy and hard-headed.

Should go far -Please.

Slightly below average:

Stupid.

Spends extra hours on the job – Miserable home life.

Stern disciplinarian – A real jerk.

Straightforward – Blunt and insensitive.

Strong adherence to principles – Stubborn.

Tactful in dealing with superiors – Knows when to keep mouth shut.

Takes advantage of every opportunity to progress – Buys drinks for superiors.

Takes pride in work – Conceited.

Unlimited potential – Will stick with us until retirement.

Uses resources well – Delegates everything.

Uses time effectively – Clock watcher.

Very creative – Finds 22 reasons to do anything except original work.

Visionary – Cannot handle paperwork or any project that lasts less than a week.

Well organized – Does too much busywork.

Will go far – Relative of management.

Willing to take calculated risks – Doesn’t mind spending someone else’s money.

Zealous attitude – Opinionated.

Contributed by Madhumita

1ssue 97

Posted under Articles from Jobnet Magazine, Management Resources/ HR

This post was written by admin on August 2, 2011

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HRD in Consultancy Firms in India

Innovation and Quality Assurance are two key elements in the success of any consulting firm.

HRD in Consultancy Firms

Debasish Das

The structure of a consultancy firm is tremendously fluid in which power constantly shifts. Coordination and control are by mutual adjustment through information, communication,and interaction of competent experts. Ideally, all consulting firms would like to operate as adhocracies, the most difficult of the five configurations (Mintzberg) to describe because it is both complex and non-standardized.

In such an organization, the HRD systems are ought to be contextual and different even from those practiced in similar firms. A few HRD systems such as Recruitment and Career Planning, Training and Development, Performance Assessment and Development and Management of Motivation can be implemented to foster a developmental culture in Management Consultancy firms.

Recruitment and Career planning in consultancy firms is a challenging task, especially because of the ill-defined quantity and quality of manpower requirements. There is no “critical mass”which can be predicted or can be reached at without some experimentation. Similarly, since the key success factors of the jobs are difficult to define, the quality requirement is also ambiguous.

In a project-based company every project is unique. Hence, only a broad framework of the job requirement can be made. This framework should take into account the present and future operations of the firm. Management consultancy firms can target individuals, groups, organizations or societies at large. At the individual and group level, assignments in the areas of skill development, counseling, designing welfare schemes etc. may be expected. At the organization level, it could be system and procedure studies, designing organization structures, developing business strategies and so on. At the society level, consultants may be called for helping in development planning or suggesting policy initiatives of the government. So, the recruiters should take into account the areas of present operation and the shape it is going to take in the future. The strategy of recruiting graduates/post- graduates directly from the campuses and grooming them to become consultants may work only if the consulting firm is not focused and the consultants are not expected to develop expertise in a specific area. If the company is focused and wants consultants to be experts in the firm’s areas of operation, then it is wise to recruit successful managers in these areas. This is necessary because they can comprehend the magnitude of the problem, and recommend / implement more effective and corrective measures. This saves time and cost for the company. Today, more and more consulting firms are focusing their businesses in certain key sectors / functions.

A typical career plan for consultants in a focused firm would be -

- Experience in problem situation :developing expertise in key areas at junior level,
- Experience in problem solving : reinforcing expertise at middle level,
- Experience in problem avoidance : strategy planning and man-management
at senior level.
Training and development
As a starting point for the training needs, an analysis of career profiles of the consultants is essential. It is  also important to keep in mind the firm’s long term objectives.

Keeping these objectives in view, broadly the following strategies can bead opted:

- Develop expertise in those strategic areas, where the consultants have not developed expertise when firm is focused and the consultant is a generalist.
- Reinforce and update knowledge and skills in the areas of focus of the firm when the firm is focused and the consultant is an expert.
- Provide the consultants exposure to areas where they do not have expertise in a non focused firm with expert consultant. Here, the long-term objectives of the consulting firm is to operate in a wide range of sections/functions.
- Expose the consultants to all upcoming sectors/functions in a non-focused firm with generalist consultant .

Three key areas which every consultant should be well conversant with are knowledge and skills related to Man-management, Business development, and Quality assurance. At the post-training stage, designing an evaluation technique that gives the true indication of the effectiveness of the training and development programme is vital. At this stage Kitpatrick’s model [ Reaction (Trainees satisfaction), Learning (techniques / skills / attitudes), Behaviour (change in trainees behaviour which improves performance), Results (achievement of desired goals of the training programme) ] may be useful. Change in behaviour as well as change in on-the-job performance are difficult to find in a consultancy firm. These can be measured with some success if the consultant takes up an assignment for which the knowledge / skills acquired in the training programme are of use. The consultant should be able to use the knowledge / skills acquired, as soon as possible, in an assignment. However, assignments in consulting firms are decided by market forces and the focus areas of the firm.

Instead of measuring behavioral change and extent of goal achievement, evaluation should be done to find out how far the trainee is capable of customizing the knowledge and skills he / she acquires. The logic is that the training rogramme should give enough confidence and capability to the trainee to experiment with the skills and to innovate. Therefore,a slight variation of Kitpatrick’s model : [ Reaction (Trainees satisfaction), Learning (KSA understood and absorbed), Cusomization (Capability to experiment and innovate) ] will be more effective in evaluating the effectiveness of training programmes in a consulting firm.Performance assessment and development

It is important to foster a healthy relationship in the project teams to increase on-the-job learning. A healthy relationship is also required because effectiveness and efficiency of a team-member depends to a large extent on the members.

Therefore, the thrust of the performance assessment and development system should be on assessing teams and not individuals. At the same time, it should also clearly bring out the dynamics in the team and developmental needs of the team-members. The latter is required because in project based organizations, consultants may have to handle multi-functional assignments. The appraisal system should aim at changing group dynamics in a positive way, assessing team’s performance based on some quantitative criteria, and bringing out the training and developmental needs of individual members. In a consulting firm peformance appraisal system should not be used as a controlling mechanism. This becomes very important considering the fact that judging individual performances in the absence of clear-cut objectives may lead to a lot of subjectivity. This in turn will lead to frustration and may bring down the performance of the team as a whole.

Managing Motivation
Innovation and Quality Assurance are two key elements in the success of any consulting firm. Therefore, schemes for rewarding innovations be designed and implemented, and organizational recognition be given for high quality performances. Designing innovative compensation packages is another way of keeping the motivation of the consultants high, which shall include profit sharing, incentives for business development etc. The objective of development should be improvement of job performance and improvement of the quality of life in a broad sense. Hence, development with a focus is essential. The challenge to HRD in consulting firms lies in improving efficiency, developing its consultants to match with the dynamic external environment, and retaining them.

Courtesy Jobnet Magazine issue 101

Republication or dissemination of the contents of this article are expressly prohibited without the written consent of the Author

Posted under Management Resources/ HR

This post was written by admin on August 1, 2011

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