A young man wished to marry the farmer's beautiful daughter. He went to the farmer to ask his permission.
The farmer looked at him and said, "Son, go stand out in that field.
I'm going to release three bulls, one at a time. If you can catch the tail of any one of the three bulls, you can marry my daughter."
The young man stood in the field awaiting the first bull. The barn door opened and out came the biggest, meanest looking bull he had ever seen.
He decided that one of the next bulls had to be a better choice than this one, so he ran over to the side and let the bull pass through.
The barn door opened again. Unbelievable. He had never seen anything so big and fierce in his life.
It stood pawing the ground, it eyed him. Whatever the next bull was like, it had to be a better choice than this one he thought.
He ran to the fence and let the bull pass through
The door opened a third time. A smile came across his face. This was the weakest bull he had ever seen. This one was his bull, he said to himself.
As the bull came running by, he positioned himself just right and jumped at just the exact moment. He threw his hands to grab.....
But alas.... The bull had no tail.
Moral of the Story………………………..
Moral of the Story………………………..
Moral of the Story………………………..
Moral of the Story………………………..
Do not wait for the perfect opportunity. Always grab the first one.
Monday, September 28, 2009
Friday, September 25, 2009
Share Information and Solve Problems
Sharing information can help to solve a problem, how complicated it might be. Do not believe me? Then read this story.
A very old traditional brewery decided to install a new canning line, so as to enable its beer products to be marketed through the supermarket sector. This represented a major change for the little company, and local dignitaries and past employees were invited to witness the first running of the new canning line, which was followed by an buffet and drinks.
After the new line had been switched on successfully, and the formalities completed, the guests relaxed in small groups to chat and enjoy the buffet. In a quiet corner stood three men discussing trucks and transport and distribution, since one was the present distribution manager, and the other two were past holders of the post, having retired many years ago. The three men represented three generations of company distribution management, spanning over sixty years.
The present distribution manager confessed that his job was becoming more stressful because company policy required long deliveries be made on Monday and Tuesday, short deliveries on Fridays, and all other deliveries mid-week.
"It's so difficult to schedule things efficiently - heaven knows what we'll do with these new cans and the tight demands of the supermarkets..."
The other two men nodded in agreement.
"It was the same in my day," sympathised the present manager's predecessor, "It always seemed strange to me that trucks returning early on Mondays and Tuesdays couldn't be used for little local runs, because the local deliveries had to be left until Friday.."
The third man nodded, and was thinking hard, struggling to recall the policy's roots many years ago when he'd have been a junior in the despatch department. After a pause, the third man smiled and then ventured a suggestion.
"I think I remember now," he said, "It was the horses..... During the Second World War fuel rationing was introduced. So we mothballed the trucks and went back to using the horses. On Mondays the horses were well-rested after the weekend - hence the long deliveries. By Friday the horses so tired they could only handle the short local drops..."
Soon after the opening of the new canning line the company changed its delivery policy.
A very old traditional brewery decided to install a new canning line, so as to enable its beer products to be marketed through the supermarket sector. This represented a major change for the little company, and local dignitaries and past employees were invited to witness the first running of the new canning line, which was followed by an buffet and drinks.
After the new line had been switched on successfully, and the formalities completed, the guests relaxed in small groups to chat and enjoy the buffet. In a quiet corner stood three men discussing trucks and transport and distribution, since one was the present distribution manager, and the other two were past holders of the post, having retired many years ago. The three men represented three generations of company distribution management, spanning over sixty years.
The present distribution manager confessed that his job was becoming more stressful because company policy required long deliveries be made on Monday and Tuesday, short deliveries on Fridays, and all other deliveries mid-week.
"It's so difficult to schedule things efficiently - heaven knows what we'll do with these new cans and the tight demands of the supermarkets..."
The other two men nodded in agreement.
"It was the same in my day," sympathised the present manager's predecessor, "It always seemed strange to me that trucks returning early on Mondays and Tuesdays couldn't be used for little local runs, because the local deliveries had to be left until Friday.."
The third man nodded, and was thinking hard, struggling to recall the policy's roots many years ago when he'd have been a junior in the despatch department. After a pause, the third man smiled and then ventured a suggestion.
"I think I remember now," he said, "It was the horses..... During the Second World War fuel rationing was introduced. So we mothballed the trucks and went back to using the horses. On Mondays the horses were well-rested after the weekend - hence the long deliveries. By Friday the horses so tired they could only handle the short local drops..."
Soon after the opening of the new canning line the company changed its delivery policy.
Tuesday, September 22, 2009
Infosys Training Centre
Recently a particular news item attracted my attention. The news was about Infosys. It stated that Infosys has got world's largest training centre in mysore. The training centre is a 1.44 million square feet mega-structure.Infosys spent over Rs 2,000 crore (Rs 20 billion) in setting up the centre, of which Rs 1,700 crore (Rs 17 billion) was spent on education- and training-related infrastructure.
The figures are mind boggling.
The irony is that on the same day I heard about a reputed company who decided to outsource its entire training activities to save money.
Justifying the huge cost involved in this training centre Mr Narayana Murthy stated"We saw a world-class training facility that could impress our clientele as a necessity of the times.
"Many of our clients stay at the Mysore campus when they visit us and it is important that they take away a positive view of the company."
Now the option is before you:Whether you want to save money or you take a long term view and decide to develop your people?
Sunday, September 20, 2009
FERO-B
FERO-B stands for Fundamental Interpersonal Relationships Behaviour. This is a main tool in interpersonal relationships assessment. This was developed by Will Schutz.
The FIRO-B measures your interpersonal needs in three areas:
Inclusion (I)
The need for Inclusion relates to forming new relations an associating with others;
it determines the extent of contact and prominence that a person seeks. Some descriptors associated with Inclusion are
• belonging
• involvement
• participation
• recognition
• distinction
Control (C)
The need for Control relates to decision making, influence, and persuasion between
people; it determines the extent of power or dominance that a person seeks. Some descriptors associated with Control are
• power
• authority
• influence
• responsibility
• consistency
Affection (A)
The need for Affection relates to emotional ties and warm connections between people; it determines the extent of closeness that a person seeks.Some descriptors
associated with Affection are
• personal ties
• consensus
• sensitivity
• support
• openness
For each of the three interpersonal needs—Inclusion, Control, and Affection—the
FIRO-B also provides a measure of how much each need is Expressed or Wanted
by you.
Expressed (e)
The extent to which you will initiate the behavior is called the Expressed
dimension of that need.
Wanted (w)
The extent to which you want or will accept that behavior from others is called the Wanted dimension of the need.
The FIRO-B measures your interpersonal needs in three areas:
Inclusion (I)
The need for Inclusion relates to forming new relations an associating with others;
it determines the extent of contact and prominence that a person seeks. Some descriptors associated with Inclusion are
• belonging
• involvement
• participation
• recognition
• distinction
Control (C)
The need for Control relates to decision making, influence, and persuasion between
people; it determines the extent of power or dominance that a person seeks. Some descriptors associated with Control are
• power
• authority
• influence
• responsibility
• consistency
Affection (A)
The need for Affection relates to emotional ties and warm connections between people; it determines the extent of closeness that a person seeks.Some descriptors
associated with Affection are
• personal ties
• consensus
• sensitivity
• support
• openness
For each of the three interpersonal needs—Inclusion, Control, and Affection—the
FIRO-B also provides a measure of how much each need is Expressed or Wanted
by you.
Expressed (e)
The extent to which you will initiate the behavior is called the Expressed
dimension of that need.
Wanted (w)
The extent to which you want or will accept that behavior from others is called the Wanted dimension of the need.
LOOK HOW HARD I'VE TRIED
LOOK HOW HARD I'VE TRIED-It is a game described by Eric Berne In his book "Games people play". I have decided to write about this particular game in my blog as I feel that lot of people in their life played this game.
So the question is what exactly the game is all about? This is what Eric Berne says about the game:
In its common clinical form this is a three-handed game played by a married couple with a psychiatrist. The husband (usually) is bucking for a divorce, despite loud protestations to the contrary, while the spouse is more sincere in wanting to continue the marriage. He comes to the therapist under protest and talks just enough to demonstrate to the wife that he is cooperating; usually he plays a mild game of "Psychiatry" or "Courtroom." As time passes he exhibits either increasingly resentful pseudo-compliance or belligerent argumentativeness toward the therapist. At home he initially shows more "understanding" and restraint, and finally behaves worse than ever. After one, five or ten visits, depending on the skill of the therapist, he refuses to come any longer and goes hunting or fishing instead. The wife is then forced into filing for divorce. The husband is now blameless, since his wife has taken the initiative and he has demonstrated his good faith by going to the therapist. He is in a good position to say to any attorney, judge, friend or relative, "Look how hard I've tried!"
Now the question is how often you play this game? Let me know.
So the question is what exactly the game is all about? This is what Eric Berne says about the game:
In its common clinical form this is a three-handed game played by a married couple with a psychiatrist. The husband (usually) is bucking for a divorce, despite loud protestations to the contrary, while the spouse is more sincere in wanting to continue the marriage. He comes to the therapist under protest and talks just enough to demonstrate to the wife that he is cooperating; usually he plays a mild game of "Psychiatry" or "Courtroom." As time passes he exhibits either increasingly resentful pseudo-compliance or belligerent argumentativeness toward the therapist. At home he initially shows more "understanding" and restraint, and finally behaves worse than ever. After one, five or ten visits, depending on the skill of the therapist, he refuses to come any longer and goes hunting or fishing instead. The wife is then forced into filing for divorce. The husband is now blameless, since his wife has taken the initiative and he has demonstrated his good faith by going to the therapist. He is in a good position to say to any attorney, judge, friend or relative, "Look how hard I've tried!"
Now the question is how often you play this game? Let me know.
Friday, September 18, 2009
TRAINING MATURITY MATRIX
Now a day’s lot of organizations have realized the value of training. They want to train their workmen and to gain. But the question is what should be their goal? I mean what is the point they would like to reach in terms of training. In other words what should be their destination? Proceeding without knowing the destination is quite dangerous. Each and every organization must know in case of training function where they are and where they should be. So I propose this Training Maturity Matrix (TMM). No need to mention it draws inspiration from CMM.
In the training maturity matrix, I envisage five levels, each level representing an improvement over other level.
In the level one I would like to place those organizations in which no training facility is there. The aim of the employer is to employ those people who are willing to accept least possible salary. No need to mention that, only desperate people join this sort of organization. The employees leave the organization at the first available opportunity. This organization’s suffer from high attrition rate.
In the level two I would like to put those organizations in which some training facility is there but it exists in a haphazard manner. TNI is not carried in a proper manner. Employees are being sent to training programs which are not even remotely related to their area of operation. Training is a kind of paid holiday in this kind of organizations.
In the level three, I would like to place those organizations, the top management of which have realized the importance of systematic approach to training. Now they want to communicate its importance to their employees who are bit sceptical about it. In India lot of organizations come under it. Here the main task of the training manager is to convince the trainees to avail training and to convince the concerned departmental heads to release them for training on a stipulated time and date.
In the level four, I would like to put those organizations in which the top management as well as employees themselves have realized the importance of systematic approach to training. It is no longer required for training manager to convenience the trainees as well as departmental heads. Once nominated, the trainees avail the training and the concerned departmental heads release them to avail training.
In the level five, I would to place those organizations where employees themselves take the responsibility for training. They identify their training needs. The training department only acts as facilitator
Now all the five stages can be compared with the progression of human life. Level 1 and level 2 can be compared with childhood of a person. Childhood of a person is characterized by dependence and lack of maturity. Level 1 and level 2 shows the lack of maturity on the part of management
Level 3 can be compared with adolescent stage. An adolescent person is stubborn. He fails to see merit in the action of others. Same is the case with employees in level 3 organization. They fail to see merit in the action of management.
Level 4 can be compared with adulthood. An adult person thinks in a logical fashion. He analyzes a particular thing in a logical fashion and tries to find out whether that thing is good for him or not. In level 4 organizations both management and employees behave like an adult. Both of them have understood the value of systematic approach to training and and co-operate with each other in making training function a success.
Level 5 can be compared with mature adult. A mature adult takes initiative of his own. Same is the case with employees of level 5 organizations. They do not wait for management to identify their training needs, as they are knowledge workers. They know their training requirement and take the help of training department only for fine tuning purpose.
NOW THE BIG QUESTION IS: WHAT IS THE TRAINING MATURITY OF YOUR ORGANIZATION?
In the training maturity matrix, I envisage five levels, each level representing an improvement over other level.
In the level one I would like to place those organizations in which no training facility is there. The aim of the employer is to employ those people who are willing to accept least possible salary. No need to mention that, only desperate people join this sort of organization. The employees leave the organization at the first available opportunity. This organization’s suffer from high attrition rate.
In the level two I would like to put those organizations in which some training facility is there but it exists in a haphazard manner. TNI is not carried in a proper manner. Employees are being sent to training programs which are not even remotely related to their area of operation. Training is a kind of paid holiday in this kind of organizations.
In the level three, I would like to place those organizations, the top management of which have realized the importance of systematic approach to training. Now they want to communicate its importance to their employees who are bit sceptical about it. In India lot of organizations come under it. Here the main task of the training manager is to convince the trainees to avail training and to convince the concerned departmental heads to release them for training on a stipulated time and date.
In the level four, I would like to put those organizations in which the top management as well as employees themselves have realized the importance of systematic approach to training. It is no longer required for training manager to convenience the trainees as well as departmental heads. Once nominated, the trainees avail the training and the concerned departmental heads release them to avail training.
In the level five, I would to place those organizations where employees themselves take the responsibility for training. They identify their training needs. The training department only acts as facilitator
Now all the five stages can be compared with the progression of human life. Level 1 and level 2 can be compared with childhood of a person. Childhood of a person is characterized by dependence and lack of maturity. Level 1 and level 2 shows the lack of maturity on the part of management
Level 3 can be compared with adolescent stage. An adolescent person is stubborn. He fails to see merit in the action of others. Same is the case with employees in level 3 organization. They fail to see merit in the action of management.
Level 4 can be compared with adulthood. An adult person thinks in a logical fashion. He analyzes a particular thing in a logical fashion and tries to find out whether that thing is good for him or not. In level 4 organizations both management and employees behave like an adult. Both of them have understood the value of systematic approach to training and and co-operate with each other in making training function a success.
Level 5 can be compared with mature adult. A mature adult takes initiative of his own. Same is the case with employees of level 5 organizations. They do not wait for management to identify their training needs, as they are knowledge workers. They know their training requirement and take the help of training department only for fine tuning purpose.
NOW THE BIG QUESTION IS: WHAT IS THE TRAINING MATURITY OF YOUR ORGANIZATION?
CRITICISIM AND IMPROVEMENT
Once upon a time there was a painter who had just completed his course under disciplehood of a great painter. This young artist decided to assess his skills of skills so he decided to give his best strokes on the canvass. He took 3 days and painted beautiful scenery. Suddenly an idea flashed in his mind and he decided to display it on a busy street-square of that small town he was resident of. He wanted people's opinion about his caliber and painting skills..
He put his creation at a busy street-crossing. And just down below a board which read–
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. Please put a cross wherever you see a mistake."
While he came back in the evening to collect his painting he was completely shattered to see that whole canvass was filled with Xs (crosses) and some people had even written their comments on the painting.
Disheartened and broken completely he ran to his masters place and burst into tears. Sobbing and crying inconsolably he told his master about what happened and showed the pathetic state of his creation which was filled with marks everywhere. Such was the state that colors were not visible, only things one could see were crosses and correction remarks. This young artist was breathing heavily and master heard him saying "I'm useless and if this is what I have learnt to paint I'm not worth becoming a painter. People have rejected me completely.. I feel like dying"
Master smiled and suggested "My Son, I will prove that you are a great artist and have learnt a flawless painting."
Young disciple couldn't believe it and said "I have lost faith in me and I don't think I am good enough.. don't make false hopes.."
"Do as I say without questioning it.. It WILL work." Master interrupted him.
"Just paint exactly similar painting once again for me and give it to me. Will you do that for your master?.." Master instructed.
Young artist reluctantly agreed and two days later early morning he presented a replica of his earlier painting to his master. Master took that gracefully and smiled.
"Come with me." master said.
They reached the same street-square early morning and displayed the same painting exactly at the same place. Now master took out another board which read –
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. I have put a box with colors and brushes just below. Please do a favor. If you see a mistake, kindly pick up the brush and correct it."
Master and disciple walked back home.
They both visited the place same evening. Young painter was surprised to see that actually there was not a single correction done so far. But master wasn't satisfied as yet and he told his disciple "May be one day was too little a time for people to come up with ideas and take out time out of their busy schedules to correct it so let us keep it here for one more day. Tomorrow is Sunday, so we can expect some corrections coming in."
Next day again they visited and found painting remained untouched..
They say the painting was kept there for a month for no correction came in!
Moral of the Story: It is easier to criticize, but difficult to improve
He put his creation at a busy street-crossing. And just down below a board which read–
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. Please put a cross wherever you see a mistake."
While he came back in the evening to collect his painting he was completely shattered to see that whole canvass was filled with Xs (crosses) and some people had even written their comments on the painting.
Disheartened and broken completely he ran to his masters place and burst into tears. Sobbing and crying inconsolably he told his master about what happened and showed the pathetic state of his creation which was filled with marks everywhere. Such was the state that colors were not visible, only things one could see were crosses and correction remarks. This young artist was breathing heavily and master heard him saying "I'm useless and if this is what I have learnt to paint I'm not worth becoming a painter. People have rejected me completely.. I feel like dying"
Master smiled and suggested "My Son, I will prove that you are a great artist and have learnt a flawless painting."
Young disciple couldn't believe it and said "I have lost faith in me and I don't think I am good enough.. don't make false hopes.."
"Do as I say without questioning it.. It WILL work." Master interrupted him.
"Just paint exactly similar painting once again for me and give it to me. Will you do that for your master?.." Master instructed.
Young artist reluctantly agreed and two days later early morning he presented a replica of his earlier painting to his master. Master took that gracefully and smiled.
"Come with me." master said.
They reached the same street-square early morning and displayed the same painting exactly at the same place. Now master took out another board which read –
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. I have put a box with colors and brushes just below. Please do a favor. If you see a mistake, kindly pick up the brush and correct it."
Master and disciple walked back home.
They both visited the place same evening. Young painter was surprised to see that actually there was not a single correction done so far. But master wasn't satisfied as yet and he told his disciple "May be one day was too little a time for people to come up with ideas and take out time out of their busy schedules to correct it so let us keep it here for one more day. Tomorrow is Sunday, so we can expect some corrections coming in."
Next day again they visited and found painting remained untouched..
They say the painting was kept there for a month for no correction came in!
Moral of the Story: It is easier to criticize, but difficult to improve
LORD AND STEPPING STONE
In an Indian temple, when the priest had gone for
lunch, the Idol of the Lord and the Stepping Stone
were conversing.
Stepping Stone:"What a good fate you have. We both
were the same lump of rock for millions of years. The
sculptor carved an idol out of you and every one is
worshipping you. And look at me, I am a stepping stone
and every one stands on me and stamps on. What kind of
life is this?³
The Idol kept smiling and never bothered to answer
this, now, routine murmur from the stepping stone. But
the stepping stone ( stone used as a step, that is )
will never stop his constant bickering.
The Idol replied: 'But do you remember that when the
sculptor set out to carve an idol, it was you he
chose, first. You were so impatient. In one strike,
you broke in to two . But when he tried on me, I
grinned and bore all the hammers and chisel strikes
with PATIENCE . Here I am the worshipful and happy
Idol and you are the Stepping Stone³
The difference between success and failure is patience
and persistence
lunch, the Idol of the Lord and the Stepping Stone
were conversing.
Stepping Stone:"What a good fate you have. We both
were the same lump of rock for millions of years. The
sculptor carved an idol out of you and every one is
worshipping you. And look at me, I am a stepping stone
and every one stands on me and stamps on. What kind of
life is this?³
The Idol kept smiling and never bothered to answer
this, now, routine murmur from the stepping stone. But
the stepping stone ( stone used as a step, that is )
will never stop his constant bickering.
The Idol replied: 'But do you remember that when the
sculptor set out to carve an idol, it was you he
chose, first. You were so impatient. In one strike,
you broke in to two . But when he tried on me, I
grinned and bore all the hammers and chisel strikes
with PATIENCE . Here I am the worshipful and happy
Idol and you are the Stepping Stone³
The difference between success and failure is patience
and persistence
Subscribe to:
Posts (Atom)
