Krishna Sweets -- About Consumer

HR Sins

In HR province today, a lot of allegations are hurled at the HR manager threatening to tarnish his or her moral fiber. The sins the HR domain are guilty of committing :


1) Apple of ignorance: HR practitioners have no clue of the current busines challenges, goals, employees needs and wants. There fore they fail to get alignement between busines goals, employee needs and HR programmes in the system.


2) Apple of defiance: HR fundamentals are mission in the HR fraternity. This sin leads to ineffectual HR. Credibility thereby a weak back bone in the organisation.


3) Apple of mistrust fullness:The absence of trust has stressed one too many HR Professionals into sleepless nights . As HR staff you need to trust your staff so that they develop loyalty.


4) Apple of worship: "Yes boss" Syndrome inpeges on risk taking and quality decision making. Leaders must be encouraged to be approachable and be good listener who reward and recognize ideas and suggestions.


5) Apple of greed: If a manager sees a good performer he or she ends up over burdening that person with extra wrk masking it behing the "high expctation" he has from him . This sin to squeeze more work from a high potential employee is a grave sin . The manager should provide the shinning star with a team resources and ample support rather than more work.


6) Apple of compromise: Compromise on when it comes to quantity vs quality is a widespread HR sin. HR end up recruiting in numbers instead of the right fit who double up when needd for additional responsibility thus leading to a mediocre work performance.


7) Apple of arrogance: Over confidences builds conflict between employee therby creating politics and groupism. 


Stay far away from these sins. Succumbing to these is foolish and these is no sin greater than foolishness.


Source: TOI 22nd Feb, 2012

Sam's Mantra for Management

The ubiquitous bright yellow STD / PCO boxes are said to be a manifestation of his efforts. Satyanarayan Gangaram Pitroda -- Sam Pitroda as he popularly know shared the '10  lessons he has learnt in life.' at Great Lakes institute of Management, Chennai.
The list of the lessons is not complete, Pitroda said, " I 'm not an expert. I still keep on learning, keep learning how to manage my life."
The man acclaimed for introducing small rural exchanges in the country, communicated with management students in the city through a video conference, from Mumbai.
Pitroda the chairman of London Based World Tel, began his speech stating that he possessed no degree from business schools and gave a brief sketch of his life. Born in Titilagarh , a small village in Orissa (Odisha) he completed his schooling in Baroda and spent over 40 years in the telecom sector . He went to the US in 1964, built a business, made money and returned. In India then he spent 11 years in the telecom technology business. The trust areas that he emphasized before the students included:

• Character is a great currency. It is something nobody can take away from you. Very few MBA schools teach how to build character.
• Family and friends are the ultimate wealth for any person . Life would be empty without them.
• Build your own ecosystem. Learn to have an open mind rather than having a tunnel vision.
• Adopt a collaboration model of getting things done . There should be collaboration between various stake holders, like social scientist, politicians, NGOs, academician and businessman. A sense of give and take is necessary.
• Be open to Multi-disciplinary approach to problem solving of late this approach is gaining momentum.
• Ability to change constantly is a great management lesson. Change is only thing that is constant in business. One who cannot change will be left behind.
• Innovate so much still needs to be innovated, so many things are waiting to be invented. Our social system has to change. We have to change the whole way of ho  we do things.
• Be simple -- simplicity requires a great deal of complex thinking .A lot of thought goes into it.
• The ability to communicate is a piece of art. It is also part of the art of listening.
• Finally a business module is essential.

Integrity

Jack Welch -- General Electrical CEO:

"Establishing integrity and never wavering form it supported everything I did through good and bad times. People may not have agreed with me on every issue -- and I may not have been right all the time -- but they always knew they were getting it straight and honest. Arrogance is a killer and wearing ambition on one's sleeve can have the same effect. There is a fine line between arrogance and self confidence . Legitimate self - confidence is a winner. The true test of self confidence is the courage to be open to welcome change and new ideas regardless of their source. Self confident people aren't afraid to have their view challenged. They relish the intellectual combat that enriches ideas. They determine the ultimate openness of an organisation and its ability to learn."

Source: Mint,September 14 , 2009, p.17

Bhagavath Gita

The Gita is one of the clearest and most comprehensive summaries of the perennial philosophy ever to have been done. Hence its enduring value not only for Indians, but for all human kind...... The Bhagavath Gita is always the most systematic spiritual statement of the Perennial Philosophy.   .... A Foreigner

Martial arts and integrity

Kostas Derventis on martial arts:

"Do not confuse integrity with morality and ethics. To have integrity is to  perform and live 100 percent of your being, without doubt, hesitation remorse or fear. It does not mean you are perfect or always right.; It means you at in full accord with yourself and assume responsibility for your actions. Different part of your body react in different ways. If you have integrity "there is no try"; you either do or you don't. Martial arts fuse the various centers of your brain and nervous system into wholly turned instrument, so everything works together. People who i.e., and cheat lack unity of purpose."


Source: The speaking Tree, 18th December, 2012, p 3

Passion and Purpose

Extract from the book: "Passion and Purpose -- stories from the Best and the brightest young business leaders," by John Coleman, Daniel Gulati and W . Oliver Sengovia, Harvard Business Review Press:

"Currently many organisations accommodated the specific circumstances of female employees. Usually, this involves flexible work arrangements, maternity leave and day care facilities. Unfortunately these are peripheral solutions to the lack of gender diversity in business, especially at the top. It's incumbent upon the next generation of female business leaders of forge their own rules based on the female centric value systems. Only after the rules of the business are rebuilt to incorporate such a value system will business be able to harness the talent of all their employees. These values involve:

• rejecting the false choice between family and professional success;
• Breaking down artifically forced gender roles;
• changing how women view themselves in the work place.

These are difficult issues to discuss because they question deeply held assumptions about the role of women, the nature of meritocracy and how we reward people in our organisation. Not only must organisation understand what young female professionals hold dear in order to truly capture the value they bring , but women themselves must also strive to better articulate and champion their values in the workplace. The next generation female leaders must break down the false choice between career and family. Like it or not, for biological and social reasons, women are positioned as primary caregivers in their families; and that position involves trading success at work for stability at home. The next generation of women and employees must work to erode this trade off. This starts with openness. Companies should become more proactive about making female managers available to female candidates to discuss openly how female mangers balance family and professional success with a firm. Female candidates must become more comfortable raising these questions explicitly. Companies can start to implement this openness by instructing HR professionals and managers who conduct interviews to describe the various degrees of flexibility available to the candidate and directly ask the candidate what is their need to achieve work-life balance. They should not be adversely impacted for prioritizing the personal and the professional. Rather women should be rewarded for successfully balancing both family and work (as incidently should men) . Women should feel free to bring their authentic selves to work -- whether that concept of self involves family or not -- and employees should create space for these discussions."

Source: The Mint 19th March 2012, p 13.