tag:blogger.com,1999:blog-77285709850984439252024-03-13T03:51:49.355-07:00Management AnecdotesCopyright © with the author Shyam Bhatawdekar (well-known author and scholar, eminent management guru and consultant, successful business executive and entrepreneur, authentic human behavior expert and
psychologist) (well over 65,000 persons have seen the Management Anecdotes/Management Case Studies)Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.comBlogger50125tag:blogger.com,1999:blog-7728570985098443925.post-90111143932827415972018-12-03T22:04:00.000-08:002018-12-03T23:00:26.601-08:00Nexus between Corporate World and Politics<div dir="ltr" style="text-align: left;" trbidi="on">
<!--[if gte mso 9]><xml>
<o:DocumentProperties>
<o:Revision>0</o:Revision>
<o:TotalTime>0</o:TotalTime>
<o:Pages>1</o:Pages>
<o:Words>1874</o:Words>
<o:Characters>10682</o:Characters>
<o:Company>Prodcons Group</o:Company>
<o:Lines>89</o:Lines>
<o:Paragraphs>25</o:Paragraphs>
<o:CharactersWithSpaces>12531</o:CharactersWithSpaces>
<o:Version>14.0</o:Version>
</o:DocumentProperties>
</xml><![endif]-->
<!--[if gte mso 9]><xml>
<w:WordDocument>
<w:View>Normal</w:View>
<w:Zoom>0</w:Zoom>
<w:TrackMoves/>
<w:TrackFormatting/>
<w:PunctuationKerning/>
<w:ValidateAgainstSchemas/>
<w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid>
<w:IgnoreMixedContent>false</w:IgnoreMixedContent>
<w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText>
<w:DoNotPromoteQF/>
<w:LidThemeOther>EN-US</w:LidThemeOther>
<w:LidThemeAsian>JA</w:LidThemeAsian>
<w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript>
<w:Compatibility>
<w:BreakWrappedTables/>
<w:SnapToGridInCell/>
<w:WrapTextWithPunct/>
<w:UseAsianBreakRules/>
<w:DontGrowAutofit/>
<w:SplitPgBreakAndParaMark/>
<w:EnableOpenTypeKerning/>
<w:DontFlipMirrorIndents/>
<w:OverrideTableStyleHps/>
</w:Compatibility>
<m:mathPr>
<m:mathFont m:val="Cambria Math"/>
<m:brkBin m:val="before"/>
<m:brkBinSub m:val="--"/>
<m:smallFrac m:val="off"/>
<m:dispDef/>
<m:lMargin m:val="0"/>
<m:rMargin m:val="0"/>
<m:defJc m:val="centerGroup"/>
<m:wrapIndent m:val="1440"/>
<m:intLim m:val="subSup"/>
<m:naryLim m:val="undOvr"/>
</m:mathPr></w:WordDocument>
</xml><![endif]--><!--[if gte mso 9]><xml>
<w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true"
DefSemiHidden="true" DefQFormat="false" DefPriority="99"
LatentStyleCount="276">
<w:LsdException Locked="false" Priority="0" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Normal"/>
<w:LsdException Locked="false" Priority="9" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="heading 1"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 2"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 3"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 4"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 5"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 6"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 7"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 8"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 9"/>
<w:LsdException Locked="false" Priority="39" Name="toc 1"/>
<w:LsdException Locked="false" Priority="39" Name="toc 2"/>
<w:LsdException Locked="false" Priority="39" Name="toc 3"/>
<w:LsdException Locked="false" Priority="39" Name="toc 4"/>
<w:LsdException Locked="false" Priority="39" Name="toc 5"/>
<w:LsdException Locked="false" Priority="39" Name="toc 6"/>
<w:LsdException Locked="false" Priority="39" Name="toc 7"/>
<w:LsdException Locked="false" Priority="39" Name="toc 8"/>
<w:LsdException Locked="false" Priority="39" Name="toc 9"/>
<w:LsdException Locked="false" Priority="35" QFormat="true" Name="caption"/>
<w:LsdException Locked="false" Priority="10" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Title"/>
<w:LsdException Locked="false" Priority="1" Name="Default Paragraph Font"/>
<w:LsdException Locked="false" Priority="11" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtitle"/>
<w:LsdException Locked="false" Priority="22" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" Priority="59" SemiHidden="false"
UnhideWhenUsed="false" Name="Table Grid"/>
<w:LsdException Locked="false" UnhideWhenUsed="false" Name="Placeholder Text"/>
<w:LsdException Locked="false" Priority="1" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="No Spacing"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 1"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 1"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 1"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 1"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 1"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" UnhideWhenUsed="false" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="List Paragraph"/>
<w:LsdException Locked="false" Priority="29" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Quote"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 1"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 1"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 1"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 1"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 1"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 1"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 1"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 1"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 2"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 2"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 2"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 2"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 2"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 2"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 2"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 2"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 2"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 2"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 2"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 2"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 3"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 3"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 3"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 3"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 3"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 3"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 3"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 3"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 3"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 3"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 4"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 4"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 4"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 4"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 4"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 4"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 4"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 4"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 4"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 4"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 4"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 5"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 5"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 5"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 5"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 5"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 5"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 5"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 5"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 5"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 5"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 5"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 6"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 6"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 6"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 6"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtle Emphasis"/>
<w:LsdException Locked="false" Priority="21" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Emphasis"/>
<w:LsdException Locked="false" Priority="31" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtle Reference"/>
<w:LsdException Locked="false" Priority="32" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/>
</w:LatentStyles>
</xml><![endif]-->
<style>
<!--
/* Font Definitions */
@font-face
{font-family:Calibri;
panose-1:2 15 5 2 2 2 4 3 2 4;
mso-font-charset:0;
mso-generic-font-family:auto;
mso-font-pitch:variable;
mso-font-signature:-520092929 1073786111 9 0 415 0;}
/* Style Definitions */
p.MsoNormal, li.MsoNormal, div.MsoNormal
{mso-style-unhide:no;
mso-style-qformat:yes;
mso-style-parent:"";
margin-top:0in;
margin-right:0in;
margin-bottom:10.0pt;
margin-left:0in;
line-height:115%;
mso-pagination:widow-orphan;
font-size:11.0pt;
font-family:Calibri;
mso-fareast-font-family:Calibri;
mso-bidi-font-family:"Times New Roman";
mso-ansi-language:EN-US;}
.MsoChpDefault
{mso-style-type:export-only;
mso-default-props:yes;
font-size:10.0pt;
mso-ansi-font-size:10.0pt;
mso-bidi-font-size:10.0pt;
font-family:Calibri;
mso-ascii-font-family:Calibri;
mso-fareast-font-family:Calibri;
mso-hansi-font-family:Calibri;
mso-ansi-language:EN-US;}
@page WordSection1
{size:8.5in 11.0in;
margin:1.0in 1.25in 1.0in 1.25in;
mso-header-margin:.5in;
mso-footer-margin:.5in;
mso-paper-source:0;}
div.WordSection1
{page:WordSection1;}
</style>
<br />
<span style="font-family: "times new roman"; font-size: 12pt; text-align: justify;">It was unusually late
that day. Mrs Anita Bhat started worrying. “Why hasn’t he reached home yet,
it’s pretty dark outside?”</span><br />
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Her husband Kunal was
quite punctual as far as returning home from the office was concerned. He
didn’t mind going to office couple of hours earlier than the normal start time.
But he must come home in time.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Feeling disappointed, Anita returned to the dining
room. Her parents were visiting her. Presently they sat around the dining
table. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“He hasn’t still reached home. Seems to have got
stuck in the office or in the traffic. But at least he could have telephoned. I
think we should start the dinner,” Anita declared to her parents.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Her father proposed, “Why not wait for another
ten minutes? Did you try ringing him?”<o:p></o:p></span><br />
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“I did. But he isn’t taking my call.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Perhaps he might have switched it off and
didn’t realize it.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">…………<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">In the office Kunal Bhat had shut off his
desktop computer at his usual pack up time. As he was about to walk toward the
parking lot, his cell rang. His CEO spoke, “Hey Kunal, good thing I caught you
in time. You will have to hang around a bit. I have something very important
for you. I will call you soon.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal Bhat was one of the senior managers in the
corporate office of the company. His company Global Chemicals was about to
start the construction of its latest unit in Bhavanipur, a small town near the
capital city of the country. Global Chemical’s corporate office also operated
from the capital. Kunal Bhat was one of the five key managers responsible for
the construction and commissioning of the new Bhavanipur plant.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal waited in his cabin. He wasn’t quite happy
about the wait. His punctuality in returning home was getting disturbed. From
his cabin he started staring at the CEO’s office (situated diagonally opposite
his) as if his boss would call him sooner if he kept staring at the boss’s
cabin. But that was not to happen. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Then he found one of his colleagues briskly
walking toward the CEO’s cabin. After about fifteen minutes his colleague came
out, head bent in a pensive mood. When he came out he was holding a large sized
briefcase. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal saw this kind of activity being repeated
by his other three colleagues too. One by one each one of them had gone inside
the boss’s cabin and came out with the identical large sized brief case. Kunal
talked to himself, “This whole thing seems a bit extraordinary to me.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">And while he was thoroughly absorbed in his
thoughts his cell buzzed. He heard the boss say, “Kunal, you can walk in now.”
To this he responded, “I will be with you in a minute.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">He entered the CEO’s office. His CEO also
happened to be the chairman of the company’s board of directors. As Kunal
entered he saw that the company’s chief internal auditor Rustomji was also
present there. He noticed a large sized brief case in the auditor’s lap. It was
identical to the briefcases he had earlier seen with his four colleagues.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Sit down, Kunal. Won’t take more than ten
minutes,” the CEO announced.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">He then looked at the auditor and gestured. The
auditor placed the briefcase on the table in front of Kunal. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">The CEO spoke with Kunal in a hushed voice,
“This briefcase contains money in cash currency. Don’t ask me how much. But
it’s lots of money and you will be its custodian for a night. You also need to
keep the whole matter strictly secret.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">At this stage Kunal looked at Rustomji, the
chief internal auditor. Kunal debated in his own mind how could it be a secret
when one more person was sharing the room and seeing this transaction live.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">The CEO guessed Kunal’s worries. He said, “Don’t
worry. I fully depend on our chief internal auditor for all such secret matters
of the company. Rustomji personally handles enormous amounts of this kind of
money for our company. So rest assured about the secrecy part.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“OK, sir,” Kunal managed to whisper sheepishly.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Now, let me tell you what you are supposed to
do with this briefcase. Carry it with you and place it in a secure corner of
your home. You have to safeguard it just for a night. Tomorrow early morning a
person will meet you. He will open an envelope and show you the password
written on the paper taken out of it.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">The CEO gestured at the chief internal auditor
again. This time the auditor handed a sealed envelop to Kunal.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">The CEO then continued his instructions, “Keep
this sealed envelope with you. Don’t open it now. Open it in front of the
visitor tomorrow. The paper inside contains a password that exactly matches
with the password the visitor will show you. Make sure that the two passwords
match perfectly well. After making sure, handover the briefcase to him. Do not
get into any dialogue with him. You job ends there. Then forget about this entire
episode. Its confidentiality and secrecy are of utmost importance for your own
sake. It might put you into some problem if you share it with anyone else. Now
you can go. Yes, one more thing, handover the two papers with the passwords to Rustomji
tomorrow as soon as you walk in.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">He came out of the boss’s office all nervous and
with head bent. He had seen the same kind of posture of his other four
colleagues just a few minutes earlier. His brain became numb. He couldn’t think
anything. He did not even realize that he should let his wife know that he
would be reaching home late. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">…………<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">At home, the ten minutes wait was almost over.
Anita and her parents started the dinner. Around this time Anita heard the
click of the latched door at the main entrance of the house.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">She got up from her seat and spoke out
excitedly, “Finally Kunal seems to have come. Now I’m going to take him to task
for coming late without even letting me know.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Her mother held her back. “Sit down, Anita.
Relax. There must be some definite reason. Let him settle down. And yes, ready
his plate.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal walked in with the briefcase held close to
his bosom. Presently he settled on his chair. Anita walked to him and
requested, “Let me deposit the briefcase in the study. A new briefcase?”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal was a bit slow in his response. He however
managed to speak, “No Anita. It’s from the office. No, don’t bother to take it
to the study right now. I will do it after the dinner.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Anita sensed something amiss in Kunal’s behavior
and voice. But she did not probe. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Her father broke the silence. “Kunal, are you
aware that our Prime Minister is addressing a big rally in the town where you
are erecting your new plant? Any participation of your company in the rally?
The rally is quite significant since the next general election is around the
corner.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Yes, I am aware of tomorrow’s Bhavanipur rally.
I am not sure of our company’s participation in it. My CEO or other directors
may or may not attend. But I’m definitely not going there.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Dinner over, Kunal walked toward the study with
the briefcase. Anita followed. As they entered the study, Kunal locked the room
from inside. He abruptly spoke, “Anita, sit down. I have something very
important to share with you. It has been disturbing me for last an hour or so.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Tell me about it. It will ease out your
burden,” Anita said while putting her hand on Kunal’s shoulder.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“What I’m going to tell you must remain with you
a secret. You see this briefcase; it contains lots of cash currency. This will
be with us only for tonight. Tomorrow early morning I will hand it over to a
person I have never met earlier.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“But how are you sure it contains lots of money.
Did you check it up?”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“My CEO gave it to me and told me so.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“No, Kunal that’s not correct. We must be sure
that it has money and nothing else. We might get into big trouble if you find
tomorrow morning that it does not have the enormous amount of money your boss
told you about.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“You are right, Anita.”<span style="mso-spacerun: yes;"> </span>Kunal then opened the briefcase. Kunal and
Anita got a shock of their life. They hadn’t seen so much money at one place in
their entire lifetime so far. Simultaneously they were scared too.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Anita warned Kunal, “In the past few weeks lots
of thefts have taken place in our neighborhood. I am really scared. How are we going
to save it from any theft?”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal understood Anita’s point. He kept looking
at her as if he wanted a solution.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Anita did propose a solution. She said, “I’m
going to request my parents to stay back. We will let them know about this
money. All the four of us will keep awake the whole night playing cards game.
We will have chai (tea) and pakoras to go with it. It will be fun. You know
that my parents love freaking out like this once in a while.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal and Anita roped in Anita’s parents into
their secret. When Anita’s parents saw the money, they were shocked too. They
felt Anita’s plan to save the money from any possibility of theft was quite in
order.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">…………<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<i style="mso-bidi-font-style: normal;"><span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Next
day in the office….<o:p></o:p></span></i></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">As directed by his boss Kunal straightway went
to Rutomji’s office. Rutomji, Kunal and his other four colleagues connected
with the Bhavanipur project were of the same hierarchical rank. Therefore Kunal
always found it in order to walk into Rustomji’s cabin without any prior notice
or appointment or other formalities.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">To his surprise, his four colleagues were
already sitting with Rustomji. He found them handing over the pairs of papers
with the passwords on each one of them. He immediately came to the conclusion
that the CEO had asked them to carry out the task of transferring the moneybags
just the way he was asked.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">He pulled a chair and sat down. All of them
looked at each other. As Kunal was in the process of handing over the papers
with the passwords to Rustomji, one of them insisted, “Rustomji, it won’t be
fair until you tell us all about it. Why were we made to do something so
strange? And where is the boss? I had been to his cabin this morning to seek clarification
on this despite his snubbing yesterday. Yesterday he shut me up by saying that
certain things should be left unexplained. So tell us.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“OK. I will tell you guys everything because the
boss is not around today. He has gone to Bhavanipur to have a brief meeting
with the Prime Minister before the Prime Minister’s rally there. He has to have
the Prime Minister’s blessings for starting our business at Bhavanipur.” <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal interrupted. “Yes, why not seek the Prime
Minister’s blessings? After all the ruling party has favored us by allotting
the land for our plant at Bhavanipur for a song. Our company must return the
favors.” <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">To this Rustomji added, “Only seeking blessings
is not enough in such cases. You need to dole out huge sums of money to the ruling
party and the concerned politicians. Also you need to contribute toward the
fund required to distribute the money to the crowd hired as an audience in the
rally.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“You mean the audience is hired? I thought it
was a hearsay.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Yes, hired. It is one hundred percent truth. In
every political rally the crowd assembles only because the political party
arranging the rally pays them. Greater the crowd, grander becomes the image and
power of the leader addressing it. And for attracting large numbers of people
you have to distribute large sums of incentive money. The unknown person to
whom you transferred the money in the big briefcases was none other than the
contractor appointed to hire buses, hire men and women for the audience, pay
them the incentive money, transport them in the buses to the venue of the rally
and deposit them as a dummy audience. Our company is repaying the favors
showered by the ruling government till date.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Unbelievable,” quipped all the five managers
sitting in front of Rustomji.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Now for god’s sake do not tell the boss that I
told you all.” <o:p></o:p></span><br />
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“But how do you account for this money that the
company gives to the ruling party and also to the politicians in their personal
kitty?”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“What we give is unaccounted money. We do not
keep any account of such money, nor we pay any kind of taxes on it. It is pure
black money.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“But how do you generate this kind of money in
the company and who all know about it?”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">“Now don’t ask me further. The company has its
own ways to generate the black money. Very few people including me know about
it entirely though. But one thing is sure- the black money is required for buying
the governments and the politicians and having an upper hand over them. It is
also required to bag the sales orders for the company and for many more similar
things- the kickback money. Now please go away. I have told you enough.”<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;">Kunal and the other four managers got up from
their seats and walked out of Rustomji’s office thinking pensively about many
aspects of the corporate and political character.</span><br />
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 150%;"><br /></span></div>
<h3>
<b>More Management Anecdotes (Management Case Studies)</b></h3>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span style="font-family: "times" , "times new roman" , serif;"><span style="font-size: 16px;">Read the following books. All of these are available online from all the Amazon sites (Amazon marketplaces)</span></span></div>
<div class="MsoNormal" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0in; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none;">
<span style="font-family: "times new roman"; font-size: 16px;"><br /></span></div>
<div class="MsoNormal" style="line-height: 16.8667px; margin-bottom: 0.0001pt; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12pt; line-height: 18.4px;">1. Sensitive Stories of Corporate World (Management Case Studies)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 16.8667px; margin-bottom: 0.0001pt; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12pt; line-height: 18.4px;">2. Sensitive Stories of Corporate World Volume 2 (Management Case Studies) (Volume 2)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 16.8667px; margin-bottom: 0.0001pt; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12pt; line-height: 18.4px;">3. Sensitive Stories of Corporate world (Volumes 1 & 2 Combined) (Management Case Studies)</span><br />
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12pt; line-height: 18.4px;"><br /></span></div>
<h3 style="text-align: left;">
<b>Excellent Bestselling Books for Your Personal, Professional and Organizational Library </b></h3>
All the books listed below are available online from all the Amazon sites (Amazon marketplaces):<br />
<br />
<div class="MsoNoSpacing" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-US" style="font-family: "times new roman"; font-size: 14.0pt;"><i>Management, Business, Self-help and Personality
Development Books</i><o:p></o:p></span></b></div>
<div class="MsoNoSpacing" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">1.<i style="mso-bidi-font-style: normal;"> HSoftware</i>
(Human Software) (The Only Key to Higher Effectiveness)<i style="mso-bidi-font-style: normal;"><o:p></o:p></i></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">2. Sensitive Stories of Corporate World (Management Case
Studies)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">3. Sensitive Stories of Corporate World Volume 2 (Management
Case Studies) (Volume 2)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">4. Sensitive Stories of Corporate world (Volumes 1 & 2
Combined) (Management Case Studies)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">5. Classic Management Games, Exercises, Energizers and
Icebreakers <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">6. Classic Management Games, Exercises, Energizers and
Icebreakers (Volume 2)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">7. Classic Team Building Games, Exercises, Energizers and
Icebreakers<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">8. 101 Classic Management Games, Exercises, Energizers and
Icebreakers<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">9. Stress? No Way!! (Handbook on Stress Management)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">10. <i style="mso-bidi-font-style: normal;">HSoftware</i>
(Shyam Bhatawdekar’s Effectiveness Model)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">11. Competency Management (Competency Matrix and
Competencies)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">12. Soft Skills You Can’t Do Without (Goal Setting, Time
Management, Assertiveness and Anger Management)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">13. Essentials of Work Study (Method Study and Work
Measurement)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">14. Essentials of Time Management (Taking Control of Your
Life)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">15. Essentials of 5S Housekeeping<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">16. Essentials of Quality Circles<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">17. Essentials of Goal Setting<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">18. Essentials of Anger Management<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">19. Essentials of Assertive Behavior<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">20. Essentials of Performance Management & Performance
Appraisal<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">21. Essentials of Effective Communication<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">22. Health Essentials (Health Is Wealth)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">23. The Romance of Intimacy (How to Enhance Intimacy in a
Relationship?)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-US" style="font-family: "times new roman"; font-size: 14.0pt;"><i>Novels, Stories,
Biographies and Travelogues</i><o:p></o:p></span></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">24.
The Peace Crusaders <i style="mso-bidi-font-style: normal;">(Novel: how the peace
crusaders established permanent peace on a war strewn planet?)</i><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">25.
Love Knows No Bounds <i style="mso-bidi-font-style: normal;">(Novel: a
refreshingly different love story. Also available with the title “Good People”)</i><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">26.
Funny (and Not So Funny) Short Stories<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">27.
Stories Children Will Love (Volume 1: Bhanu-Shanu-Kaju-Biju and Dholu Ram
Gadbad Singh)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">28.
My Father <i style="mso-bidi-font-style: normal;">(Biography)</i><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">29.
Travelogue: Scandinavia, Russia<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">30.
Travelogue: Europe<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">31.
</span><span lang="EN-US" style="font-family: "kohinoor devanagari"; font-size: 12.0pt; line-height: 115%;">सीमाओं के परे:
एक अलग प्रेम कहानी </span><span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt; line-height: 115%;">(Hindi version of the novel “Love Knows No
Bounds”)</span></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-87780436009033614642014-07-21T20:29:00.000-07:002017-07-24T22:26:21.803-07:00Playboy Manager<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
<b><span style="color: #cc0000; font-size: large;"><i><span style="color: #cc0000;">Check out these books (for their previews) "Sensitive Stories of Corporate world" at this link: </span><span style="color: #0000ee;"><u><a href="http://amzn.in/7HGl1IM">http://amzn.in/7HGl1IM</a></u></span><span style="color: #cc0000;"> and "Sensitive Stories of Corporate World (Volume 2) at this link: </span></i></span></b><span style="color: #cc0000; font-size: large;"><b><i><a href="http://amzn.in/aLDDBjB">http://amzn.in/aLDDBjB</a></i></b></span><br />
<span style="color: #cc0000; font-size: large;"><b><i><br /></i></b></span>
Vinny Ahuja, the HR chief of Integrated Medicines division of Universal Medi Corp was in conversation with division's executive vice president- the number one at division's hierarchy, "Sir, can I schedule the interview for your personal secretary the coming Friday? I have personally shortlisted the best from the candidates I have interviewed."<br />
<br />
Rupesh Lahiri, the executive vice president nodded, "It's OK, go ahead. Hope, she is the best. I was fed up with the last one whom I had to finally fire."<br />
<br />
"Well, I exactly know your requirement by now. Anything else I can do for you, sir?"<br />
<br />
Without answering, Rupesh Lahiri cut off the phone connection. Lahiri hated Ahuja but he had to bear with him because of the secret knowledge Ahuja had of him, the knowledge that could ruin his career.<br />
<br />
Lahiri was the rising star of Universal Medi Corp. None had seen the kind of phenomenal growth Lahiri had achieved in the company. He had become the darling boy of the entire board. The members of the board of directors had already decided to include him in their rank very soon.<br />
<br />
But Ahuja could definitely puncture this prospect because he knew why Lahiri had requisitioned the transfer of Sevak Lal from the Surgical Instruments division of the company where Lahiri was the boss before taking over the executive vice president's position in Integrated Medicines division.<br />
<br />
Within an year of taking over Integrated Medicines division, Lahiri reorganized his setup to create a new position. He wanted to fill it up by positioning a real competent guy. And as per him Sevak Lal was that guy. Sevak Lal was his right hand man in many ways. Sevak Lal had worked for Lahiri as his executive assistant in Surgical Instruments division of the company.<br />
<br />
But instead of directly asking for Sevak Lal, for his own reasons, Lahiri decided to go through the proper channel and roped in the services of HR of the division. That's the first time he came across Ahuja. He spoke with Ahuja, "Mr Ahuja, can you please help me in recruiting the best possible professional from the industry for this new position? You must have seen the reorg chart by now."<br />
<br />
Ahuja replied, "I have, sir. I will start the process of recruitment the soonest. And sir, you can address me by my first name Vinny."<br />
<br />
"Great. Do it fastest, on yesterday basis. Thanks Vinny and keep me posted."<br />
<br />
Accordingly, Ahuja brought before Lahiri many competent professionals but Lahiri rejected each one of them for one reason or the other. He almost reprimanded Ahuja, "You are not helping me out. Almost more than three months are gone and I am still at the same place. Please get me the right person. And to make things easy for you Vinny, I will suggest Sevak Lal's name. Have you heard of him? He works in our Surgical Instruments division."<br />
<br />
"I know him. But will his current boss release him?" Ahuja was not pleased with the idea of recruiting Sevak Lal. He had shown lot more competent professionals to Lahiri.<br />
<br />
"I will like you to convince all the concerned persons in Surgical Instruments division and get Sevak Lal here soon in case you are not in a position to fix up some other guy."<br />
<br />
"I will speak with all the concerned persons and make sure that Sevak Lal is transferred to our division soon." Ahuja was left with no alternative, he seemed to have already wasted three precious months of the company as per Lahiri.<br />
<br />
After this meeting Ahuja got very curious. He thought, "Why the boss is so much interested in Sevak Lal despite the fact that I have shown him much better candidates? I must find the answer."<br />
<br />
So he contacted his HR counterpart in the other division where Sevak Lal was working. These two HR guys were great friends having passed out from the same college. And Ahuja was stunned by what this HR counterpart told in utter secrecy, "Ahuja, listen carefully. What I am going to tell you is very explosive. A rumor kept on circulating in our division while Lahiri was the boss here. Rumor was about Sevak Lal being used as a pimp by Lahiri. Lahiri, it seems is a great playboy and Sevak Lal used to arrange girls for him. That may be one strong reason for Lahiri wanting Sevak Lal under his wings again. You know the habits die hard. Hope you understand what I am hinting at. Now don't ask me more, I wish to be kept out of it. However I will send your formal request of Sevak Lal's transfer to our chief boss here."<br />
<br />
In the mean time Lahiri had spoken with Sevak Lal, "Sevak, please talk to your boss and get your transfer formalized. I want you here immediately. I am recommending a promotion for you and raise in your salary on transfer. This is just the start. You will keep on getting your goodies as in earlier times once you come here. So join me soon."<br />
<br />
"I too look forward to serve you again sir," said Sevak Lal.<br />
<br />
Within a few days after this Ahuja completed all the necessary paperwork and Sevak Lal was brought in Integrated Medicines division to work for Lahiri.<br />
<br />
Sevak Lal occupied a house in the company's township that was at a few minutes distance from the office of Integrated Medicines division. In fact he insisted for it, "I need to be near the office. I need to give more time to this new department. If I live in the city I will need to commute a lot and I do not wish to waste my time."<br />
<br />
The HR manager of Surgical Instruments division had given an idea of Lahiri-Sevak Lal modus oprendi. And so Ahuja kept an eye on the activities going on at Sevak Lal's house in the company's township. Sevak Lal was a bachelor and had no family. So he used to take lunch in the division's cafeteria and his house used be locked throughout the office hours including the lunch time.<br />
<br />
Though for the first few days of Ahuja's surveillance of Sevak Lal's house nothing extraordinary happened, he continued his watch over the house. And one day he found that during the lunch time Sevak Lal's house did not have a lock on the main door of the house and Sevak Lal's car was parked outside the house. Then after about half an hour or so he was surprised to see Lahiri coming out of the house instead of Sevak Lal. Lahiri looked around, got into the car and headed for the office. Ahuja hanged around making sure that nobody was watching him. After a few minutes a lady walked out of the house. She walked for a furlong or so where a car was parked. She got into it and drove away.<br />
<br />
Ahuja captured the entire episode on his cell phone- a complete video. That evening, he rang Sevak Lal and said, "You know that in addition to looking after the HR function I am also responsible for admin and security affairs of our township. I am a bit concerned about the safety and security of your home in the township. I happened to see some unusual things happening in and around your house during the lunch time while you were still in your office. Please come to my office, I need to talk to you personally about it."<br />
<br />
Sevak Lal got a shock of his life hearing what Ahuja was narrating to him. He simply replied, "I will meet you in your office immediately."<br />
<br />
Ahuja locked up his cabin while he was negotiating with Sevak Lal. He mentioned to Sevak Lal in a no-nonsense tone, "Now that you have seen the video, will you please tell all about it to your master Lahiri or do you think I should approach him?"<br />
<br />
"No, I will do it myself. Tell me what you want."<br />
<br />
"Tell him that in addition to the video I have some more interesting stories up my sleeve. I know now why he fought tooth and nail to promote two of his most incompetent subordinates and pressed the performance evaluation committee to make exception to the company rules."<br />
<br />
"What do you mean? He looks after the interest of his subordinates and so fights for the growth of his people. I know him well. What's wrong with it?"<br />
<br />
"Yes, he does look after the interest of those of his subordinates who let him sleep with their wives. During the last performance evaluation round at least one manager had secretly told me about it since he was an eyewitness to Lahiri visiting the house of one of the managers who was favored by Lahiri. He keeps that video with him as a weapon in case he is wronged any time in future by Lahiri."<br />
<br />
Sevak Lal couldn't argue any more. He knew it was true. He was a close associate of Lahiri in such matters.<br />
<br />
He asked Ahuja, "OK. Now Ahuja, what do you want from me?"<br />
<br />
"Go tell Lahiri all about what I know of him. Tell him also that I know about his elevation as a director on company's board. Now he should be in a position to press for my promotion as the group HR chief at the corporate level bypassing other four HR chiefs of various divisions, most of them being senior to me. The next round of promotions is around the corner. I will cooperate and play along if he agrees or you know what I can do."<br />
<br />
And the meeting between Ahuja and Sevak Lal was over.<br />
<br />
After a few days of this meeting, Sevak Lal met Ahuja once more and informed, "Boss agrees with your terms. Let me congratulate you, your promotion will be announced soon. Your new title will be Group/Corporate Vice President (HR). However, as a last assignment at your existing level, the boss has requested you to formally schedule an interview with a candidate whom I want him to appoint as his personal secretary. Here is her resume." Then Sevak Lal walked away.<br />
<br />
Ahuja rang Lahiri this morning to check with him, "Sir, can I schedule the interview for your personal secretary the coming Friday? I have personally shortlisted the best from the candidates I have interviewed."<br />
<br />
(Two years later Rupesh Lahiri was fired from the company unceremoniously not for the sexual harassment or sexual assault of the female employees but for screwing up company's one of the prestigious projects. Till the time he was seen as a vital instrument in bringing in tons of money for the company he was treated as a superhero by all despite the fact that two courageous female employees had filed complaints of sexual harassment/assault by Rupesh Lahiri to the corporate HR of the company to which even Vinny Ahuja had turned a blind eye).<br />
<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="font-family: georgia, "bitstream charter", serif; line-height: 1.5; margin-bottom: 24px;">
<span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</div>
<div style="font-family: georgia, "bitstream charter", serif; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<em style="border: none; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em><br />
<em style="border: none; line-height: 1.5;"><br /></em>
<br />
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</div>
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<em style="border: none; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</em></div>
</div>
</div>
<b style="font-family: Times;"><span style="color: #cc0000; font-size: large;"><i><span style="color: #cc0000;">Check out these books (for their previews) "Sensitive Stories of Corporate world" at this link: </span><span style="color: #0000ee;"><u><a href="http://amzn.in/7HGl1IM">http://amzn.in/7HGl1IM</a></u></span><span style="color: #cc0000;"> and "Sensitive Stories of Corporate World (Volume 2) at this link: </span></i></span></b><span style="color: #cc0000; font-family: "times"; font-size: large;"><b><i><a href="http://amzn.in/aLDDBjB">http://amzn.in/aLDDBjB</a></i></b></span><br />
<div style="font-size: 16px;">
<strong style="line-height: 1.5;"><span style="color: #6aa84f;"><br /></span></strong></div>
<div style="font-size: 16px;">
<strong style="line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: georgia, "bitstream charter", serif; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<div style="font-size: 16px;">
<br /></div>
<span style="color: #444444;"><span style="color: #b45f06; font-size: medium;"><span style="color: #444444;"><span style="color: #b45f06; font-size: large; font-weight: bold;">Books Suggested for Your Personal, Professional and Organization's Library</span><span style="color: #b45f06; font-size: large; font-weight: bold;"> </span><span style="color: #b45f06; font-size: medium;">(available as a printed book or an eBook online from Amazon)</span></span></span></span><br />
<b style="text-align: justify;"><span lang="EN-US" style="font-family: "times new roman"; font-size: 14.0pt;"><i><br /></i></span></b>
<b style="text-align: justify;"><span lang="EN-US" style="font-family: "times new roman"; font-size: 14.0pt;"><i>Management, Business, Self-help and Personality
Development Books</i></span></b><br />
<div class="MsoNoSpacing" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">1.<i style="mso-bidi-font-style: normal;"> HSoftware</i>
(Human Software) (The Only Key to Higher Effectiveness)<i style="mso-bidi-font-style: normal;"><o:p></o:p></i></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">2. Sensitive Stories of Corporate World
(Management Case Studies)<o:p></o:p></span><br />
<span style="font-family: "times new roman"; font-size: 16px;">3. Sensitive Stories of Corporate World (Volume 2) (Management Case Studies)</span><br />
<span style="font-family: "times new roman"; font-size: 12pt;">4. Classic Management Games, Exercises,
Energizers and Icebreakers</span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">5. Classic Management Games, Exercises,
Energizers and Icebreakers (Volume 2)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">6. Classic Team Building Games, Exercises,
Energizers and Icebreakers<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">7. 101 Classic Management Games, Exercises,
Energizers and Icebreakers<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">8. Stress? No Way!! (Handbook on Stress
Management)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">9. <i style="mso-bidi-font-style: normal;">HSoftware</i>
(Shyam Bhatawdekar’s Effectiveness Model)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">10. Competency Management (Competency Matrix and
Competencies)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">11. Soft Skills You Can’t Do Without (Goal
Setting, Time Management, Assertiveness and Anger Management)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">12. Essentials of Work Study (Method Study and
Work Measurement)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">13. Essentials of Time Management (Taking
Control of Your Life)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">14. Essentials of 5S Housekeeping<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">15. Essentials of Quality Circles<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">16. Essentials of Goal Setting<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">17. Essentials of Anger Management<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">18. Essentials of Assertive Behavior<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">19. Essentials of Performance Management & Performance
Appraisal<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">20. Health Essentials (Health Is Wealth)<o:p></o:p></span><br />
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">21. Essentials of Effective Communication</span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: justify;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">22. The Romance of Intimacy (How to Enhance
Intimacy in a Relationship?)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-US" style="font-family: "times new roman"; font-size: 14.0pt;"><i>Novels, Stories,
Biographies and Travelogues<o:p></o:p></i></span></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">23.
The Peace Crusaders <i style="mso-bidi-font-style: normal;">(Novel: how the peace
crusaders established permanent peace on a war strewn planet?)</i><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">24.
Love Knows No Bounds <i style="mso-bidi-font-style: normal;">(Novel: a
refreshingly different love story. Also available with the title “Good People”)</i><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">25.
Funny (and Not So Funny) Short Stories<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">26.
Stories Children Will Love (Volume 1: Bhanu-Shanu-Kaju-Biju and Dholu Ram
Gadbad Singh)<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">27.
My Father <i style="mso-bidi-font-style: normal;">(Biography)</i><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span lang="EN-US" style="font-family: "times new roman"; font-size: 12.0pt;">28.
Travelogue: Scandinavia, Russia</span><br />
<span style="font-family: "times new roman"; font-size: 12pt;">29. Travelogue: Europe</span><br />
<b style="color: #444444; font-size: 16px;"><span style="color: #b45f06; font-size: large;"><br /></span></b>
<b style="color: #444444; font-size: 16px;"><span style="color: #b45f06; font-size: large;">Additional Reading Opportunities</span></b><br />
<b style="font-size: 21px;"><span style="color: #993300;"><br /></span></b>
<b style="font-size: 21px;"><span style="color: #993300;">Alphabetic List of of Management Topics and Their Site URLs</span></b></div>
</div>
<div>
<span style="color: white;"><i>(The term "management" here does not limit itself to just about business management but it encompasses management of all kinds of things like life management, home management, family management, health management, travel management, food management and so on).</i></span><br />
<b><span style="color: #006600; font-size: 21px;"><br /></span></b>
<b><span style="color: #006600; font-size: 21px;">Home Pages for All the Topics</span></b><br />
<b><span style="color: #006600; font-size: 21px;"></span></b><br />
1. (Home Pages for Brief Introduction to All the <i>Business Management Topics</i>) <a href="http://management-universe.blogspot.com/">http://management-universe.blogspot.com/</a>, <a href="http://management-universe-enotes.blogspot.com/">http://management-universe-enotes.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
2. (Home Page for All General and Psychological Counseling) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
<br />
3. (Home Page for All Home Tips: <i>Home and Family Management</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
<br />
4. (Home Page for All Products: <i>Products Knowledge Management</i>) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Numbers</span></b><br />
<b><span style="color: #006600;"></span></b><br />
(5S Housekeeping) <a href="http://5s-housekeeping.blogspot.com/">http://5s-housekeeping.blogspot.com/</a><br />
(5S Housekeeping at Home: <i>Home Management</i>) <a href="http://5s-housekeeping-home.blogspot.com/">http://5s-housekeeping-home.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Alphabets</span></b><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">A</span></b></span><br />
(ABC Analysis or Pareto Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Activity Based Costing- ABC) <a href="http://activitybased-costing.blogspot.com/">http://activitybased-costing.blogspot.com/</a><br />
(Advertising) <a href="http://advertising-mass-communication.blogspot.com/">http://advertising-mass-communication.blogspot.com/</a><br />
(Anecdotes in Management) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Anger Management) <a href="http://controlling-anger.blogspot.com/">http://controlling-anger.blogspot.com/</a><br />
(Articles, blogs and knols of Shyam Bhatawdekar: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Assertiveness) <a href="http://assertiveness-skill.blogspot.com/">http://assertiveness-skill.blogspot.com/</a><br />
(Assessment Centers) <a href="http://assessment-centers.blogspot.com/">http://assessment-centers.blogspot.com/</a><br />
(Authentic and Free Management Notes) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(A to Z of Management Systems) <a href="http://a-z-management-systems.blogspot.com/">http://a-z-management-systems.blogspot.com/</a><br />
(A to Z of Quality Techniques) <a href="http://a-z-quality-techniques.blogspot.com/">http://a-z-quality-techniques.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">B</span></b></span><b><span style="color: #006600;"><br /></span></b>(Balanced Scorecard) <a href="http://balanced-scorecard-system.blogspot.com/">http://balanced-scorecard-system.blogspot.com/</a><br />
(Basic Statistics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Behavioral Safety) <a href="http://behavioral-safety.blogspot.com/">http://behavioral-safety.blogspot.com/</a><br />
(Benchmarking) <a href="http://benchmarking-system.blogspot.com/">http://benchmarking-system.blogspot.com/</a><br />
(Body Language or Non-verbal Communication) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
(Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Books- Best Management Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_0">Boundaryless</span>) <a href="http://shyambhatawdekar.blogspot.com/">http://shyambhatawdekar.blogspot.com/</a><br />
(Brainstorming) <a href="http://brainstorming-technique.blogspot.com/">http://brainstorming-technique.blogspot.com/</a><br />
(Branding- Personal/Professional Branding <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Business Ethics and Ethics in Management) <a href="http://business-management-ethics.blogspot.com/">http://business-management-ethics.blogspot.com/</a><br />
(Business Plan) <a href="http://business-plan-preparation.blogspot.com/">http://business-plan-preparation.blogspot.com/</a><br />
(Business Process <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Reengineering</span>- <span class="blsp-spelling-error" id="SPELLING_ERROR_2"><i>BPR</i></span>) <a href="http://business-process-reengineering-bpr.blogspot.com/">http://business-process-reengineering-bpr.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">C</span></b><br />
<span style="color: white;">(Career Planning within Organizations)</span><span style="color: black;"> <a href="http://organizational-career-planning.blogspot.com/">http://organizational-career-planning.blogspot.com/</a></span><br />
<span style="color: white;">(Case Method)</span><span style="color: black;"> <a href="http://case-method.blogspot.com/">http://case-method.blogspot.com/</a></span><br />
(Case Studies in Management) <a href="http://corporate-case-studies.blogspot.com/">http://corporate-case-studies.blogspot.com/</a><br />
(CEO Roles, Qualities and Competencies) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Change Management) <a href="http://manage-change.blogspot.com/">http://manage-change.blogspot.com/</a><br />
(Child Development: <i>Stories for Children</i>) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Children’s Behavior Problems: <i>Family Management</i>) <a href="http://child-behavior-problems.blogspot.com/">http://child-behavior-problems.blogspot.com/</a><br />
(Coaching) <a href="http://coaching-skill.blogspot.com/">http://coaching-skill.blogspot.com/</a><br />
(Communication) <a href="http://communication-for-business.blogspot.com/">http://communication-for-business.blogspot.com/</a><br />
(Competencies- <i>Life Management</i>) <a href="http://shyam-bhatawdekar.blogspot.com/">http://shyam-bhatawdekar.blogspot.com/</a><br />
(Competency Matrix/Competency Mapping: Success by Building Competencies/Skills) <a href="http://competency-matrix-mapping.blogspot.in/">http://competency-matrix-mapping.blogspot.in/</a><br />
(Competency Mapping) <a href="http://competency-map.blogspot.com/">http://competency-map.blogspot.com/</a><br />
(Competency Matrix) <a href="http://competency-matrix.blogspot.com/">http://competency-matrix.blogspot.com/</a><br />
(Conflict Management) <a href="http://manage-conflict.blogspot.com/">http://manage-conflict.blogspot.com/</a><br />
(Corporate Governance) <a href="http://corporate-governance-policy.blogspot.com/">http://corporate-governance-policy.blogspot.com/</a><br />
(Cost Management) <a href="http://cost-management-control.blogspot.com/">http://cost-management-control.blogspot.com/</a><br />
(Cost of Quality- <span class="blsp-spelling-error" id="SPELLING_ERROR_3"><i>COQ</i></span>) <a href="http://cost-of-quality.blogspot.com/">http://cost-of-quality.blogspot.com/</a><br />
(Counseling at Workplace)<a href="http://counseling-skill.blogspot.com/">http://counseling-skill.blogspot.com/</a><br />
(Counseling: Psychological) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
(Creativity- <i>Out of Box Articles</i>) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Creativity and Innovation) <a href="http://creativity-management.blogspot.com/">http://creativity-management.blogspot.com/</a><br />
(Critical Thinking skills) <a href="http://critical-thinking-skills.blogspot.com/">http://critical-thinking-skills.blogspot.com/</a><br />
(Cross Cultural Etiquette and Manners) <a href="http://cross-cultural-etiquette.blogspot.com/">http://cross-cultural-etiquette.blogspot.com/</a><br />
(Customer Orientation) <a href="http://customer-orientation.blogspot.com/">http://customer-orientation.blogspot.com/</a><br />
(Customer Relationship management- <span class="blsp-spelling-error" id="SPELLING_ERROR_4"><i>CRM</i></span>) <a href="http://customer-relationship-crm.blogspot.com/">http://customer-relationship-crm.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">D</span></b></span><b><span style="color: #006600;"><br /></span></b>(Daily Management) <a href="http://daily-management.blogspot.com/">http://daily-management.blogspot.com/</a><br />
(Decision Making) <a href="http://decision-making-role.blogspot.com/">http://decision-making-role.blogspot.com/</a><br />
(Delegation) <a href="http://delegation-skill.blogspot.com/">http://delegation-skill.blogspot.com/</a><br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "times" , "times new roman" , serif;">(Democracy) <a href="http://democracy-liberation.blogspot.com/"><span style="color: blue;"></span></a><span style="color: blue;"><a href="http://democracy-liberation.blogspot.com/">http://democracy-liberation.blogspot.com/</a></span></span><br />
(Design for Manufacture) <a href="http://design-for-manufacture.blogspot.com/">http://design-for-manufacture.blogspot.com/</a><br />
(Dining Etiquette and Table Manners) <a href="http://dining-manners.blogspot.com/">http://dining-manners.blogspot.com/</a><br />
(Discipline at Work) <a href="http://discipline-at-work.blogspot.com/">http://discipline-at-work.blogspot.com/</a></div>
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">E</span></b></span><b><span style="color: #006600;"><br /></span></b>(Effectiveness and Efficiency) <a href="http://effectiveness-efficiency.blogspot.com/">http://effectiveness-efficiency.blogspot.com/</a><br />
(Effectiveness Management: <span class="blsp-spelling-error" id="SPELLING_ERROR_5"><i>HSoftware</i></span>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a><br />
(Efficiency Techniques: Work study: Motion and Time Study) <a href="http://work-study-measurement.blogspot.com/">http://work-study-measurement.blogspot.com/</a><br />
(Efficient Work Methods or Practices) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(Email Etiquette) <a href="http://email-etiquette-manners.blogspot.com/">http://email-etiquette-manners.blogspot.com/</a><br />
(Emotions) <a href="http://emotion-feeling.blogspot.com/">http://emotion-feeling.blogspot.com/</a><br />
(Emotional Intelligence) <a href="http://emotional-quotient-intelligence.blogspot.com/">http://emotional-quotient-intelligence.blogspot.com/</a><br />
(Empowerment) <a href="http://employee-empowerment.blogspot.com/">http://employee-empowerment.blogspot.com/</a><br />
(Enterprise Resource Planning- <span class="blsp-spelling-error" id="SPELLING_ERROR_6"><i>ERP</i></span>) <a href="http://erp-management.blogspot.com/">http://erp-management.blogspot.com/</a><br />
(Entrepreneurship and Entrepreneur) <a href="http://entrepreneurship-entrepreneur.blogspot.com/">http://entrepreneurship-entrepreneur.blogspot.com/</a><br />
(Entertainment Management- <i>English Movies</i>) <a href="http://popular-movies.blogspot.com/">http://popular-movies.blogspot.com/</a><br />
(Entertainment Management- <i>Hindi Movies</i>) <a href="http://hindi-movies-choice.blogspot.com/">http://hindi-movies-choice.blogspot.com/</a><br />
(Executive Etiquette and Manners) <a href="http://executive-manners.blogspot.com/">http://executive-manners.blogspot.com/</a><br />
(Exit Interview) <a href="http://exit-interview.blogspot.com/">http://exit-interview.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">F</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Financial Ratios and Financial Ratio Analysis)</span><span style="color: #006600;"> </span><a href="http://financial-ratios.blogspot.com/" style="color: #006600;">http://financial-ratios.blogspot.com/</a></span><br />
(Financial Services) <a href="http://finance-related-services.blogspot.com/">http://finance-related-services.blogspot.com/</a><br />
(Free and Authentic Notes on Management) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Functions of Management) <a href="http://functions-of-management.blogspot.com/">http://functions-of-management.blogspot.com/</a><br />
(Food Management: <i>Recipes, Easy to Cook</i>) <a href="http://easytocook-recipes.blogspot.com/">http://easytocook-recipes.blogspot.com/</a><br />
(Food Management: <i>Recipes, Exotic)</i> <a href="http://tastetherecipes.blogspot.com/">http://tastetherecipes.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">G</span></b><br />
<span style="color: white;">(Games and Icebreakers for Trainers)</span><span style="color: black;"> <span style="color: #de7008;"><a href="http://training-games.blogspot.com/">http://training-games.blogspot.com/</a></span></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_7">Gemba</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_8">Kaizen</span>) <a href="http://gemba-kaizen-improvement.blogspot.com/">http://gemba-kaizen-improvement.blogspot.com/</a><br />
(General Knowledge Management- <i>GK</i>) <a href="http://general-knowledge-gk.blogspot.com/">http://general-knowledge-gk.blogspot.com/</a><br />
(General Knowledge Management- <i>Top 5/Top 10 of Everything</i>) <a href="http://top-five-everything.blogspot.com/">http://top-five-everything.blogspot.com/</a><br />
(Genuine Professional- <i>Long Article</i>) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><a href="http://knol.google.com/k/shyam-bhatawdekar/the-genuine-professional/6txz9nck6g3/10"></a><br />
(Global Mindset) <a href="http://global-mindset.blogspot.com/">http://global-mindset.blogspot.com/</a><br />
(Goal/Target Setting) <a href="http://goal-target-setting.blogspot.com/">http://goal-target-setting.blogspot.com/</a><br />
(Good Boss) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(Great Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Group Discussion) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Discussion for Job Seekers and Students) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Dynamics) <a href="http://group-dynamics-process.blogspot.com/">http://group-dynamics-process.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">H</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Health and Safety Management)</span><span style="color: #006600;"> </span><a href="http://safety-health-management.blogspot.com/" style="color: #006600;">http://safety-health-management.blogspot.com/</a></span><br />
(Health Management- <i>Cholesterol Control</i>) <a href="http://controlling-cholesterol.blogspot.com/">http://controlling-cholesterol.blogspot.com/</a><br />
(Health Management- <i>Homeopathy</i>) <a href="http://homeopathy-medicines.blogspot.com/">http://homeopathy-medicines.blogspot.com/</a><br />
(Health Management- <i>Exercises</i>) <a href="http://exercises-plan.blogspot.com/">http://exercises-plan.blogspot.com/</a><br />
(Health Management- <i>Quit Smoking</i>) <a href="http://quit-smoking-plan.blogspot.com/">http://quit-smoking-plan.blogspot.com/</a><br />
(Health management- <i>Swine Flu and Its Prevention</i>) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
(Health Management- <i>Walking</i>) <a href="http://walking-plan.blogspot.com/">http://walking-plan.blogspot.com/</a><br />
(How to Be a Good Boss?) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(How to Get Promoted?) <a href="http://get-promoted.blogspot.com/">http://get-promoted.blogspot.com/</a><br />
(How to Save Money?) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(How to Save Money?- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Home Management- <i>Home Page for All Home Tips</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
(HR Dynamics) <a href="http://hrm-dynamics.blogspot.com/">http://hrm-dynamics.blogspot.com/</a><br />
(HR Strategies and Functions) <a href="http://strategic-functions-hrm.blogspot.com/">http://strategic-functions-hrm.blogspot.com/</a><br />
(Human Capital Architecture) <a href="http://human-capital-architecture.blogspot.com/">http://human-capital-architecture.blogspot.com/</a><br />
(Human Relations) <a href="http://human-relations-aspect.blogspot.com/">http://human-relations-aspect.blogspot.com/</a><br />
(Human Resource Management- Comprehensive Coverage of HRM) <a href="http://human-resource-management-hrm.blogspot.com/">http://human-resource-management-hrm.blogspot.com/</a><br />
(Human Resource Planning) <a href="http://human-resource-planning.blogspot.com/">http://human-resource-planning.blogspot.com/</a><br />
(Human Software- HSoftware) <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">I</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(I Am Liberated- Life Management)</span><span style="color: black;"> </span></span><a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
<span style="color: #006600;"><span style="color: white;">(I Am OK, You Are OK)</span><b style="color: #006600;"> </b><a href="http://life-positions.blogspot.com/" style="color: #006600;">http://life-positions.blogspot.com/</a></span><br />
<span style="color: white;">(Icebreakers and Energizers)</span><span style="color: black;"> <a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a></span><br />
(Internal Motivation or Self Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Interpersonal Relations) <a href="http://interpersonal-relations.blogspot.com/">http://interpersonal-relations.blogspot.com/</a><br />
(Interview Skills) <a href="http://interviewing-skill.blogspot.com/">http://interviewing-skill.blogspot.com/</a><br />
(Interview Preparation for Job Seekers) <a href="http://interview-preparation-jobs.blogspot.com/">http://interview-preparation-jobs.blogspot.com/</a><br />
(Interview Questions) <a href="http://interview-question-bank.blogspot.com/">http://interview-question-bank.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">J </span></b><br />
<span style="color: white;">(Johari Window)</span><span style="color: black;"> <a href="http://johari-window-model.blogspot.com/"><span style="color: #de7008;">http://johari-window-model.blogspot.com/</span></a></span><br />
(Just in Time Management- <i>JIT</i>) <a href="http://just-in-time-management.blogspot.com/">http://just-in-time-management.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">K</span></b></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_10">Kaizen</span>) <a href="http://kaizen-improvement.blogspot.com/">http://kaizen-improvement.blogspot.com/</a><br />
(Knowledge Management) <a href="http://knowledge-management-initiative.blogspot.com/">http://knowledge-management-initiative.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">L</span></b></span><br />
(Lead Time Management) <a href="http://lead-time-management.blogspot.com/">http://lead-time-management.blogspot.com/</a><br />
(Leadership) <a href="http://lead-max.blogspot.com/">http://lead-max.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
(Lean Enterprise) <a href="http://lean-organization.blogspot.com/">http://lean-organization.blogspot.com/</a><br />
(Learning Organization) <a href="http://learning-organization-profile.blogspot.com/">http://learning-organization-profile.blogspot.com/</a><br />
(Life Management- Latest <i>HSoftware</i> Model) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Life Management- I Am Liberated; Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Life Management: Success in Life) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Life Management: My Exotic Dream: World Peace and Other Good Things of Life)<br />
<div style="color: #134f5c;">
<span style="font-size: small;"><a href="http://exotic-dreaming.blogspot.in/"><span style="color: #b45f06;">http://exotic-dreaming.blogspot.in/</span></a></span></div>
(Life Positions and OKness) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Life Skills) <a href="http://life-skills-competencies.blogspot.com/">http://life-skills-competencies.blogspot.com/</a><br />
(Listening) <a href="http://listen-skills.blogspot.com/">http://listen-skills.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">M</span></b></span><br />
(Management Anecdotes) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Managenent Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Management Book- Best Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(Management Games, Management Exercises, Icebreakers and Energizers)<a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a><br />
(Managing Life- Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Management in Life, Profession, Family and Society) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Management Information System- <i>MIS</i>) <a href="http://management-information-system-mis.blogspot.com/">http://management-information-system-mis.blogspot.com/</a><br />
(Managing/conducting Meetings) <a href="http://managing-meetings.blogspot.com/">http://managing-meetings.blogspot.com/</a><br />
(Management Notes- Free and Authentic) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Marginal Utility) <a href="http://marginal-utility-concept.blogspot.com/">http://marginal-utility-concept.blogspot.com/</a><br />
(Marketing Management Overview) <a href="http://marketing-management-overview.blogspot.com/">http://marketing-management-overview.blogspot.com/</a><br />
(Marketing Orientation) <a href="http://marketing-orientation.blogspot.com/">http://marketing-orientation.blogspot.com/</a><br />
(Marketing Management Tasks) <a href="http://marketing-management-tasks.blogspot.com/">http://marketing-management-tasks.blogspot.com/</a><br />
(Market research) <a href="http://market-research-function.blogspot.com/">http://market-research-function.blogspot.com/</a><br />
(Market Segmentation) <a href="http://market-segment.blogspot.com/">http://market-segment.blogspot.com/</a><br />
(Mentoring) <a href="http://mentor-mentorship.blogspot.com/">http://mentor-mentorship.blogspot.com/</a><br />
(Money Management: <i>How to Save Money</i>) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Money Management: How to Save Money- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Motivation) <a href="http://motivation-people.blogspot.com/">http://motivation-people.blogspot.com/</a><br />
(Management Encyclopedia- Everything on Management and Leadership) <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">N</span></b></span><br />
(Negotiation Skills) <a href="http://negotiating-skills.blogspot.com/">http://negotiating-skills.blogspot.com/</a><br />
(Negotiation Tactics) <a href="http://negotiation-tactics.blogspot.com/">http://negotiation-tactics.blogspot.com/</a><br />
(Non-verbal Communication or Body Language) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">O</span></b></span><br />
(Objection Handling) <a href="http://objection-handling.blogspot.com/">http://objection-handling.blogspot.com/</a><br />
(OKness or Life Positions) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Organization Development- <i>OD</i>) <a href="http://organization-development-od.blogspot.com/">http://organization-development-od.blogspot.com/</a><br />
(Organizational Culture) <a href="http://organizational-culture-values.blogspot.com/">http://organizational-culture-values.blogspot.com/</a><br />
(Out of Box Ideas) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Outsourcing) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Ownership on Job) <a href="http://job-ownership.blogspot.com/">http://job-ownership.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">P</span></b></span><br />
(Paradigm and Paradigm Shift) <a href="http://paradigm-mindset.blogspot.com/">http://paradigm-mindset.blogspot.com/</a><br />
(Parental Responsibilities- <i>family management</i>) <a href="http://parental-responsibilities.blogspot.com/">http://parental-responsibilities.blogspot.com/</a><br />
(Pareto Analysis or ABC Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Participative Processes, Participative Management- <span style="font-family: "calibri";">Democracy) </span><a href="http://democracy-liberation.blogspot.com/"><span style="color: blue; font-family: "times" , "times new roman" , serif;">http://democracy-liberation.blogspot.com/</span></a><br />
(Performance Management: Wholesome HR System) <a href="http://performance-management-appraisal.blogspot.com/"><span style="color: #de7008;">http://performance-management-appraisal.blogspot.com/</span></a><br />
(Performance Management and Appraisal) <a href="http://performance-appraisal-management.blogspot.com/">http://performance-appraisal-management.blogspot.com/</a><br />
(Personality) <a href="http://human-personality.blogspot.com/">http://human-personality.blogspot.com/</a><br />
(Personal Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Positive Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Presentation Skills) <a href="http://presentation-effectiveness.blogspot.com/">http://presentation-effectiveness.blogspot.com/</a><br />
(Problem Solving) <a href="http://problem-solving-skill.blogspot.com/">http://problem-solving-skill.blogspot.com/</a><br />
(Product Knowledge: <i>Home Page for All Products) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a></i><br />
(Product Knowledge- <i>Cars</i>) <a href="http://cars-products.blogspot.com/">http://cars-products.blogspot.com/</a><br />
(Product Knowledge- <i>Chocolates</i>) <a href="http://chocolates-products.blogspot.com/">http://chocolates-products.blogspot.com/</a><br />
(Product Knowledge- <i>Flowers</i>) <a href="http://flowers-products.blogspot.com/">http://flowers-products.blogspot.com/</a><br />
(Product Knowledge- <i>Greeting Cards</i>) <a href="http://greeting-cards-products.blogspot.com/">http://greeting-cards-products.blogspot.com/</a><br />
(Product Knowledge- <i>Cell Phones</i>) <a href="http://mobilephones-products.blogspot.com/">http://mobilephones-products.blogspot.com/</a><br />
(Professional- Genuine Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Professional Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Profit Improvement) <a href="http://profit-improvement.blogspot.com/">http://profit-improvement.blogspot.com/</a><br />
(Project Management) <a href="http://management-of-project.blogspot.com/">http://management-of-project.blogspot.com/</a><br />
(Psychological Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Public Speaking) <a href="http://public-speak-skill.blogspot.com/">http://public-speak-skill.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Q</span></b></span><br />
(Qualities of CEO) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Quality Circles History) <a href="http://quality-circles-history.blogspot.com/">http://quality-circles-history.blogspot.com/</a><br />
(Quality Circles) <a href="http://quality-circles.blogspot.com/">http://quality-circles.blogspot.com/</a><br />
(Quality Function Deployment- <span class="blsp-spelling-error" id="SPELLING_ERROR_13"><i>QFD</i></span> and House of Quality) <a href="http://quality-function-deployment.blogspot.com/">http://quality-function-deployment.blogspot.com/</a><br />
(Quality Gurus) <a href="http://quality-gurus.blogspot.com/">http://quality-gurus.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">R</span></b></span><br />
(Recession: How to Avert Recession, How to Combat Recession and Then, How to Move Ahead?) <a href="http://recession-global.blogspot.in/">http://recession-global.blogspot.in/</a><br />
(Recession Management) <a href="http://recession-management.blogspot.com/">http://recession-management.blogspot.com/</a><br />
(Recession: Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Recruitment and Selection) <a href="http://recruitment-selection.blogspot.com/">http://recruitment-selection.blogspot.com/</a><br />
(Research Methodology) <a href="http://research-work-methodology.blogspot.com/">http://research-work-methodology.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">S</span></b></span><br />
(Safety and Health Management) <a href="http://safety-health-management.blogspot.com/">http://safety-health-management.blogspot.com/</a><br />
(Sales/Selling Process) <a href="http://selling-process.blogspot.com/">http://selling-process.blogspot.com/</a><br />
(Sales Promotion) <a href="http://sales-promotion.blogspot.com/">http://sales-promotion.blogspot.com/</a><br />
(Save Money) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Self-awareness: Getting Introduced to Self) <a href="http://self-concept-awareness.blogspot.in/">http://self-concept-awareness.blogspot.in/</a><br />
(Self-concept) <a href="http://self-concept-image.blogspot.com/">http://self-concept-image.blogspot.com/</a><br />
(Self-concept) <a href="http://self-image-concept.blogspot.com/">http://self-image-concept.blogspot.com/</a><br />
(Self-confidence) <a href="http://self-confidence-improvement.blogspot.com/">http://self-confidence-improvement.blogspot.com/</a><br />
(Self Development) <a href="http://managing-self.blogspot.com/">http://managing-self.blogspot.com/</a><br />
(Self Motivation or Internal Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Shyam Bhatawdekar's articles, blogs and knols: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Shyam Bhatawdekar's Effectiveness Model- <i><b>HSoftware</b></i>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a>, <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
(Six Sigma) <a href="http://six-sigma-system.blogspot.com/">http://six-sigma-system.blogspot.com/</a><br />
(Six Thinking Hats) <a href="http://six-thinking-hats.blogspot.com/">http://six-thinking-hats.blogspot.com/</a><br />
(Soft Skills) <a href="http://soft-skills-competencies.blogspot.com/">http://soft-skills-competencies.blogspot.com/</a><br />
(Soft Skills/Competencies: Details of Each Competency) <a href="http://soft-competencies-skills.blogspot.com/">http://soft-competencies-skills.blogspot.com/</a><br />
(Spiritual Quotient/Intelligence) <a href="http://spiritual-quotient.blogspot.com/">http://spiritual-quotient.blogspot.com/</a><br />
(Stories for Children for Child Development) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Statistics- Basics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Strategic Management) <a href="http://strategic-managing.blogspot.com/">http://strategic-managing.blogspot.com/</a><br />
(Stress Management) <a href="http://managing-stress-strain.blogspot.com/">http://managing-stress-strain.blogspot.com/</a><br />
(Stress Management: Stress Freedom: Long Comprehensive Article) <a href="http://stress-freedom.blogspot.in/">http://stress-freedom.blogspot.in/</a><br />
(Sub-contracting) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Success) <a href="http://success-achievement.blogspot.com/">http://success-achievement.blogspot.com/</a><br />
(Success in Life: Life Management) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Supply Chain Management) <a href="http://manage-supply-chain.blogspot.com/">http://manage-supply-chain.blogspot.com/</a><br />
(Supply and Demand) <a href="http://supply-demand-laws.blogspot.com/">http://supply-demand-laws.blogspot.com/</a><br />
(Swine Flu and Its Prevention) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">T</span></b><br />
(Talent Management) <a href="http://managing-talent.blogspot.com/">http://managing-talent.blogspot.com/</a><br />
(Team Building) <a href="http://team-building-working.blogspot.com/">http://team-building-working.blogspot.com/</a><br />
(Telephone Etiquette) <a href="http://telephone-etiquette.blogspot.com/">http://telephone-etiquette.blogspot.com/</a><br />
(Three Sixty Degrees Appraisal System) <a href="http://three-sixty-degrees-feedback.blogspot.com/">http://three-sixty-degrees-feedback.blogspot.com/</a><br />
(Time Management) <a href="http://time-life-management.blogspot.com/">http://time-life-management.blogspot.com/</a><br />
(Total Productive Maintenance- <span class="blsp-spelling-error" id="SPELLING_ERROR_14"><i>TPM</i></span>) <a href="http://total-productive-maintenance.blogspot.com/">http://total-productive-maintenance.blogspot.com/</a><br />
(Total Quality Management- <i>TQM</i>) <a href="http://total-quality-concept.blogspot.com/">http://total-quality-concept.blogspot.com/</a><br />
(Training and Development) <a href="http://training-function.blogspot.com/">http://training-function.blogspot.com/</a><br />
(Training Games) <a href="http://training-games.blogspot.com/"><span style="color: #de7008;">http://training-games.blogspot.com/</span></a><br />
(Trainers’ Qualities) <a href="http://trainers-qualities.blogspot.com/">http://trainers-qualities.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainers.blogspot.com/">http://train-trainers.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainer.blogspot.com/">http://train-trainer.blogspot.com/</a><br />
(Training of Trainers- Comprehensive at One Place) <a href="http://training-of-trainers.blogspot.com/">http://training-of-trainers.blogspot.com/</a><br />
(Transaction Analysis- <i>TA</i>) <a href="http://transaction-analysis.blogspot.com/">http://transaction-analysis.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>India</i>) <a href="http://india-tours-sightseeing.blogspot.com/">http://india-tours-sightseeing.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>World</i>) <a href="http://sightseeing-guide.blogspot.com/">http://sightseeing-guide.blogspot.com/</a><br />
(Tourism, Trave and Sightseeing Management- <i>World Heritage Sites</i>) <a href="http://world-heritage-spots.blogspot.com/">http://world-heritage-spots.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_15">TRIZ: </span>Inventive Problem Solving) <a href="http://triz-problem-solving.blogspot.com/">http://triz-problem-solving.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">V</span></b><br />
(Value Engineering/Analysis) <a href="http://value-engineering-analysis.blogspot.com/">http://value-engineering-analysis.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">W</span></b></span><br />
(Winners and Losers) <a href="http://winners-losers.blogspot.com/">http://winners-losers.blogspot.com/</a><br />
(Work Study: Method Study and Work Measurement) <a href="http://workstudy-measurement.blogspot.com/">http://workstudy-measurement.blogspot.com/</a><br />
(Work Methods or Practices: Efficient) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(World Class Manufacturing) <a href="http://world-class-manufacturing.blogspot.com/">http://world-class-manufacturing.blogspot.com/</a><br />
(Writings of Shyam Bhatawdekar on Management) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Written Communication) <a href="http://written-communication.blogspot.com/">http://written-communication.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Z</span></b></span><br />
(Zero Based Budgeting) <a href="http://zero-based-budgeting.blogspot.com/">http://zero-based-budgeting.blogspot.com/</a></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com1tag:blogger.com,1999:blog-7728570985098443925.post-15054892980411600552013-04-25T14:35:00.000-07:002017-09-18T04:25:04.035-07:00Hoodwinking by a Large Company<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
<div>
Shahane, the<span style="color: red;"> </span>corporate HR chief of one of the largest companies of the country was teleconferencing with Winnekar, one of the most reputed management gurus of the same country. </div>
<div>
<br /></div>
<div>
Shahane suggested, "Why don't you drop in at our corporate office one of these days? We need to discuss with you our latest ambitious project of training a new lot of some 1000 field officers in various soft skills. It's meant for our newly formed subsidiary in retail business called "My Store". We can't think of anyone other than you to accomplish this goal. I know you are the busiest management consultant of our country. Yet may I request your time?"</div>
<div>
<br /></div>
<div>
Winnekar grunted a bit hesitatingly. It did not convey any great enthusiasm, rather it conveyed a good degree of disinterest. He was already quite busy with other assignments. He would find it difficult to squeeze in one more assignment. Winnekar's reluctance did not go un-noticed by Shahane at the other end of the telephone line.</div>
<div>
<br /></div>
<div>
Shahane quickly supported his request by adding, "Sir, I will make all your travel and stay arrangements. My company will foot the bill. And it will be a matter of just half a day. Our corporate chief of management services Mr Bhatti- my boss hasn't met you earlier. So he desires to have a person to person meeting with you. He is quite aware of your reputation. He mentioned to me that he would not settle for any other management consultant for this vital assignment. So Sir, for my sake please accept my request for an early meeting."<br />
<br />
Winnekar being a bit of a soft person finally gave in. He replied, "Shahane, if you insist I cannot say no to you because of our long association. Since I never met your Bhatti earlier, this gives me an opportunity to meet him too. How come he comes into the picture this particular time? You were in-charge of all the decisions on training matters all along?"<br />
<br />
Shahane said, "Mr Bhatti is on the board of "My Store"- this new subsidiary company of our group where this training is required. As its director he is personally responsible for all the aspects of the new project. That's why he is taking quite a lot of interest in the training of the new recruits- it's a people intensive company. Will the coming Monday be OK with you?"<br />
<br />
Winnekar consulted his diary of engagements and confirmed, "Monday suits me. Ask your driver to report me sharp at 8 AM."<br />
<br />
Shahane was extremely happy with Winnekar's yielding. This would make Mr Bhatti very happy. He had scored a point in the eyes of Bhatti. It was very important to keep Mr Bhatti pleased all the time. He was one of the most important persons in the top hierarchy of the group and he was the kingmaker. Displeasing him meant stunted growth in the company.<br />
<br />
On Monday the three met in Bhatti's palatial office. Meeting lasted just about a few minutes. During that time Bhatti looked after Winnekar very well. He treated him with utmost respect that a management guru of Winnekar's calibre deserved.While departing, Bhatti shook hands with Winnekar in the warmest possible manner and requested "Sir, I am personally grateful to you for accepting this training assignment. Our boys are now in safe hands."<br />
<br />
Then he turned towards Shahane and ordered, "Now I expect you not to lose a minute in preparing the necessary paper work. Kickstart the training at the earliest."<br />
<br />
Shahane nodded in agreement. Shahane discussed the commercial terms with Winnekar. Winnekar gave his quote based on training 1000 officers.<br />
<br />
As soon as the meeting was dismissed and Winnekar was dispatched, Bhatti got into a secret meeting with Chatterjee, the new HR chief of another subsidiary company of the group. This newly formed subsidiary "Universal Training and Consultations Corporation" was formed to grab the newly flourishing market of corporate training and consultancy. This new market had tremendous potential and "Universal Training and Consultations Corporation" was supposed to capture some 35% share of business.<br />
<br />
Bhatti advised Chatterjee, "I know that it's a tall order to capture 35% share of business in the very first year. Particularly you will have tough competition from the likes of Winnekar- the reputed management gurus. Most companies like to get their employees trained by Winnekar and such others. But we have an advantage. We are a big corporation and we can hire the upcoming management trainers and train them as very effective trainers in no time. To start with I want you and the other trainer Kapur you have recently recruited to attend the soft skills training programs of Winneker. These are soon to start for the field officers of our retail company "My Store". Then you two will train the others whom we will be recruiting soon. Is that clear? Attend the first two training programs of Winnekar and learn all the tricks of the trade. No one else can give you the way Winnekar will give you."<br />
<br />
Chatterjee had no option but to say "yes" to the dominating boss like Bhatti.<br />
<br />
Winnekar and his co-faculty Kirti soon started their first training workshop spanning six days for the first batch of the field officers of "My Store". The batch consisted of eighteen field officers of "My Store" and two faculty members, Chatterjee and Kapur of "Universal Training and Consultations Corporation". Winnerkar and Kirti had no reason to doubt that two impostors were planted in their program to learn the tricks of the trade. Chatterjee was seated in the second row and Kapur was the backbencher.<br />
<br /></div>
<div>
As the day proceeded, it did not go unnoticed by Winnekar that Chatterjee and Kapur were the most sincere participants in taking down the notes. Their pencils never stopped. Their heads were bent down all the time and they kept filling notepads after notepads. They also enthusiastically took part in various games and exercises that were conducted as the part of the training. He brought it to the notice of Kirti- his co-faculty. Winnekar and Kirti did not hesitate to point out the sincerity of Chatterjee and Kapur to other participants.<br />
<br />
The first program concluded very successfully after six days.<br />
<br />
Chatterjee and Kapur reported to Bhatti, "We picked up a lot. But there is so much more to learn from the experts like Winnekar and Kirti."<br />
<br />
Bhatti scolded, "What's your problem? Attend the second program too."<br />
<br />
Chatterjee took courage and spoke, "But sir...."<br />
<br />
Bhatti almost shouted, "Don't but sir. Make any excuse that is convincing for attending the program the second time. Or do you want me to dictate to you that too?"<br />
<br />
Chatterjee and Kapur submitted in unison, "Sir we will attend the second program too. It will be highly beneficial for our organization."<br />
<br />
The second program started in the right earnest. Winnekar and Kirti welcomed the next batch of twenty field officers. This time Chatterjee and Kapur sat in such a manner that they were practically hidden behind the other participants. It was difficult to notice them easily. But twenty is not a big number where two persons can easily get lost. Towards the end of the first day Kirti spotted them while they took part in a management game.<br />
<br />
As the participants were busy carrying out the management exercise, Kirti almost whispered in the ears of Winnekar, "Did you see something unusual? Those two guys are Chatterjee and Kapur."<br />
<br />
Winnekar looked at Kirti quizzically, "So what?"<br />
<br />
Kirti answered, "These are the same persons who attended our first workshop. Why are they repeating? They were already the best trainees."<br />
<br />
Now Winnekar too got a bit suspicious. "Yes, why are they repeating the training? Tomorrow we will keep a keen observation on them and see what are they up to?"<br />
<br />
Next day Winnekar and Kirti kept a close watch on the activities and movements of Chatterjee and Kapur. During the lunch time when all the participants went out of the conference hall to eat their lunch, Wnnekar and Kirti remained behind in the conference hall.<br />
<br />
Winnekar went to look into the writing pads of Chatterjee while Kirti went to scrutinize to see what Kapur had so hectically scribbled in his notepad. Both got stunned by what they saw. Chatterjee and Kapur wrote verbatim what Winnekar and Kirti had been speaking in their workshop- not a single word was missed. They had even noted down the pauses and the gestures and the grunts made by the faculty duo. It was just like the video recording of the proceedings of the entire workshop.<br />
<br />
Winnekar and Kirti quipped at the same time, "Are they spying on us? Or are they the trainers in the making? Or something else?" Both could not come to any conclusion. They decided to probe Chatterjee and Kapur.<br />
<br />
And during the tea/coffee time towards the evening they asked upfront, "Why are you repeating the training program? You have absorbed all the knowledge in our first program. We had declared you as our ideal trainees."<br />
<br />
Chatterjee and Kapur had rehearsed their excuses. Chaterjee took the lead and spoke, "Both of us joined the organization very recently and till date we haven't been allocated to any particular department. And therefore our management advised us to remain deputed in the training to kill our time gainfully. After all we are learning in-depth whatever you are teaching and surely we will benefit by it. We are sure that our management must have already told you about it."<br />
<br />
Winnekar said, "No, we have not been informed so far. We will check up after the program is over. Or may be we will hear from them earlier."<br />
<br />
After this conversation Winnekar and Kirti got very busy with the conduct of the rest of the program. The program was concluded on the sixth day and they went to their office situated in another city.<br />
<br />
Winnekar decided to talk about Chaterjee and Kapur with Shahane at the next occasion of meeting with Shahane.<br />
<br />
Presently Winnekar was expecting the schedule for the third and subsequent programs to train the rest of 960 officers. Days passed. Then a week passed. Finally Winnekar shot out an email to Shahane about it.<br />
<br />
In reply he got this email from Shahane, it read, "Due to unforeseen circumstances beyond our control our management is constrained to shelve the entire training project until a further decision is taken. We regret this. We place on record the outstanding work you did for our forty officers in your first two programs. Since we are not in a position to continue with the programs we promised, as a professional gesture our management has decided to compensate your design and development efforts for the programs. In addition to sending your invoice for conducting the two programs kindly send one supplementary invoice towards your design and development charges not exceeding the professional charges of conducting one program. We look forward to our long term professional association."<br />
<br />
A few days later Winnekar received one more email- this time from a participant of the first batch of training program. He wrote, "This is to thank you and Kirti madam. I am writing it on behalf of all the participants of the first batch program. All of us got benefitted tremendously from your teachings. However our rest of the 960 friends from the third batch onwards are missing your guidance already. Rest of the field officers are now being trained by our internal faculty drawn from our sister concern "Universal Training and Consultations Corporation". Their training programs are far inferior to your programs in contents, quality and style. That way we were mighty lucky to have been trained by the enlightened gurus like you. Our best regards to both of you."<br />
<br />
In days to come a grapevine reached Winnekar. Shahane was transferred to an inconsequential assignment in group's loss-making company in a remote place as a punishment for arguing out a controversial case in favor of one of his training vendors with his all powerful boss Bhatti. Bhatti did not care about the ethical aspect of that particular case Shahane was trying to put forth to Bhatti. Bhatti's oft-repeated line was, "Everything is fair in business."<br />
<br />
<div style="font-family: georgia, "bitstream charter", serif; line-height: 1.5; margin-bottom: 24px;">
<div style="color: black; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</span></em><br />
<span style="color: white;"><em style="border: none; line-height: 1.5;"><br /></em>
</span><br />
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
<div style="color: black;">
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;"><b style="color: black; font-family: times;"><span style="color: #cc0000; font-size: large;"><i><span style="color: #cc0000;">Check out these books (for their previews) "Sensitive Stories of Corporate world" at this link: </span><span style="color: #0000ee;"><u><a href="http://amzn.in/7HGl1IM">http://amzn.in/7HGl1IM</a></u></span><span style="color: #cc0000;"> and "Sensitive Stories of Corporate World (Volume 2) at this link: </span></i></span></b><span style="color: #cc0000; font-family: "times"; font-size: large;"><b><i><a href="http://amzn.in/aLDDBjB">http://amzn.in/aLDDBjB</a></i></b></span></span></strong></div>
<div style="color: black;">
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;"><br /></span></strong>
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<div class="p1">
<div style="background-color: white; color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<b style="background-color: transparent;"><span style="color: #b45f06; font-size: large;">Additional Reading Opportunities</span></b></div>
</div>
<div>
<b><span style="color: #b45f06;"><br /></span></b>
<span style="font-size: 21px;"><b><span style="color: #993300;">Alphabetic List of of Management Topics and Their Site URLs</span></b></span><span style="color: black;"></span><br />
<span style="color: white;"><i>(The term "management" here does not limit itself to just about business management but it encompasses management of all kinds of things like life management, home management, family management, health management, travel management, food management and so on).</i></span><br />
<b><span style="color: #006600; font-size: 21px;"><br /></span></b>
<b><span style="color: #006600; font-size: 21px;">Home Pages for All the Topics</span></b><br />
<b><span style="color: #006600; font-size: 21px;"></span></b><br />
1. (Home Pages for Brief Introduction to All the <i>Business Management Topics</i>) <a href="http://management-universe.blogspot.com/">http://management-universe.blogspot.com/</a>, <a href="http://management-universe-enotes.blogspot.com/">http://management-universe-enotes.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
2. (Home Page for All General and Psychological Counseling) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
<br />
3. (Home Page for All Home Tips: <i>Home and Family Management</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
<br />
4. (Home Page for All Products: <i>Products Knowledge Management</i>) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Numbers</span></b><br />
<b><span style="color: #006600;"></span></b><br />
(5S Housekeeping) <a href="http://5s-housekeeping.blogspot.com/">http://5s-housekeeping.blogspot.com/</a><br />
(5S Housekeeping at Home: <i>Home Management</i>) <a href="http://5s-housekeeping-home.blogspot.com/">http://5s-housekeeping-home.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Alphabets</span></b><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">A</span></b></span><br />
(ABC Analysis or Pareto Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Activity Based Costing- ABC) <a href="http://activitybased-costing.blogspot.com/">http://activitybased-costing.blogspot.com/</a><br />
(Advertising) <a href="http://advertising-mass-communication.blogspot.com/">http://advertising-mass-communication.blogspot.com/</a><br />
(Anecdotes in Management) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Anger Management) <a href="http://controlling-anger.blogspot.com/">http://controlling-anger.blogspot.com/</a><br />
(Articles, blogs and knols of Shyam Bhatawdekar: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Assertiveness) <a href="http://assertiveness-skill.blogspot.com/">http://assertiveness-skill.blogspot.com/</a><br />
(Assessment Centers) <a href="http://assessment-centers.blogspot.com/">http://assessment-centers.blogspot.com/</a><br />
(Authentic and Free Management Notes) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(A to Z of Management Systems) <a href="http://a-z-management-systems.blogspot.com/">http://a-z-management-systems.blogspot.com/</a><br />
(A to Z of Quality Techniques) <a href="http://a-z-quality-techniques.blogspot.com/">http://a-z-quality-techniques.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">B</span></b></span><b><span style="color: #006600;"><br /></span></b>(Balanced Scorecard) <a href="http://balanced-scorecard-system.blogspot.com/">http://balanced-scorecard-system.blogspot.com/</a><br />
(Basic Statistics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Behavioral Safety) <a href="http://behavioral-safety.blogspot.com/">http://behavioral-safety.blogspot.com/</a><br />
(Benchmarking) <a href="http://benchmarking-system.blogspot.com/">http://benchmarking-system.blogspot.com/</a><br />
(Body Language or Non-verbal Communication) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
(Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Books- Best Management Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_0">Boundaryless</span>) <a href="http://shyambhatawdekar.blogspot.com/">http://shyambhatawdekar.blogspot.com/</a><br />
(Brainstorming) <a href="http://brainstorming-technique.blogspot.com/">http://brainstorming-technique.blogspot.com/</a><br />
(Branding- Personal/Professional Branding <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Business Ethics and Ethics in Management) <a href="http://business-management-ethics.blogspot.com/">http://business-management-ethics.blogspot.com/</a><br />
(Business Plan) <a href="http://business-plan-preparation.blogspot.com/">http://business-plan-preparation.blogspot.com/</a><br />
(Business Process <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Reengineering</span>- <span class="blsp-spelling-error" id="SPELLING_ERROR_2"><i>BPR</i></span>) <a href="http://business-process-reengineering-bpr.blogspot.com/">http://business-process-reengineering-bpr.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">C</span></b><br />
<span style="color: white;">(Career Planning within Organizations)</span><span style="color: black;"> <a href="http://organizational-career-planning.blogspot.com/">http://organizational-career-planning.blogspot.com/</a></span><br />
<span style="color: white;">(Case Method)</span><span style="color: black;"> <a href="http://case-method.blogspot.com/">http://case-method.blogspot.com/</a></span><br />
(Case Studies in Management) <a href="http://corporate-case-studies.blogspot.com/">http://corporate-case-studies.blogspot.com/</a><br />
(CEO Roles, Qualities and Competencies) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Change Management) <a href="http://manage-change.blogspot.com/">http://manage-change.blogspot.com/</a><br />
(Child Development: <i>Stories for Children</i>) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Children’s Behavior Problems: <i>Family Management</i>) <a href="http://child-behavior-problems.blogspot.com/">http://child-behavior-problems.blogspot.com/</a><br />
(Coaching) <a href="http://coaching-skill.blogspot.com/">http://coaching-skill.blogspot.com/</a><br />
(Communication) <a href="http://communication-for-business.blogspot.com/">http://communication-for-business.blogspot.com/</a><br />
(Competencies- <i>Life Management</i>) <a href="http://shyam-bhatawdekar.blogspot.com/">http://shyam-bhatawdekar.blogspot.com/</a><br />
(Competency Matrix/Competency Mapping: Success by Building Competencies/Skills) <a href="http://competency-matrix-mapping.blogspot.in/">http://competency-matrix-mapping.blogspot.in/</a><br />
(Competency Mapping) <a href="http://competency-map.blogspot.com/">http://competency-map.blogspot.com/</a><br />
(Competency Matrix) <a href="http://competency-matrix.blogspot.com/">http://competency-matrix.blogspot.com/</a><br />
(Conflict Management) <a href="http://manage-conflict.blogspot.com/">http://manage-conflict.blogspot.com/</a><br />
(Corporate Governance) <a href="http://corporate-governance-policy.blogspot.com/">http://corporate-governance-policy.blogspot.com/</a><br />
(Cost Management) <a href="http://cost-management-control.blogspot.com/">http://cost-management-control.blogspot.com/</a><br />
(Cost of Quality- <span class="blsp-spelling-error" id="SPELLING_ERROR_3"><i>COQ</i></span>) <a href="http://cost-of-quality.blogspot.com/">http://cost-of-quality.blogspot.com/</a><br />
(Counseling at Workplace)<a href="http://counseling-skill.blogspot.com/">http://counseling-skill.blogspot.com/</a><br />
(Counseling: Psychological) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
(Creativity- <i>Out of Box Articles</i>) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Creativity and Innovation) <a href="http://creativity-management.blogspot.com/">http://creativity-management.blogspot.com/</a><br />
(Critical Thinking skills) <a href="http://critical-thinking-skills.blogspot.com/">http://critical-thinking-skills.blogspot.com/</a><br />
(Cross Cultural Etiquette and Manners) <a href="http://cross-cultural-etiquette.blogspot.com/">http://cross-cultural-etiquette.blogspot.com/</a><br />
(Customer Orientation) <a href="http://customer-orientation.blogspot.com/">http://customer-orientation.blogspot.com/</a><br />
(Customer Relationship management- <span class="blsp-spelling-error" id="SPELLING_ERROR_4"><i>CRM</i></span>) <a href="http://customer-relationship-crm.blogspot.com/">http://customer-relationship-crm.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">D</span></b></span><b><span style="color: #006600;"><br /></span></b>(Daily Management) <a href="http://daily-management.blogspot.com/">http://daily-management.blogspot.com/</a><br />
(Decision Making) <a href="http://decision-making-role.blogspot.com/">http://decision-making-role.blogspot.com/</a><br />
(Delegation) <a href="http://delegation-skill.blogspot.com/">http://delegation-skill.blogspot.com/</a><br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "times" , "times new roman" , serif;">(Democracy) <a href="http://democracy-liberation.blogspot.com/"><span style="color: blue;"></span></a><span style="color: blue;"><a href="http://democracy-liberation.blogspot.com/">http://democracy-liberation.blogspot.com/</a></span></span><br />
(Design for Manufacture) <a href="http://design-for-manufacture.blogspot.com/">http://design-for-manufacture.blogspot.com/</a><br />
(Dining Etiquette and Table Manners) <a href="http://dining-manners.blogspot.com/">http://dining-manners.blogspot.com/</a><br />
(Discipline at Work) <a href="http://discipline-at-work.blogspot.com/">http://discipline-at-work.blogspot.com/</a></div>
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">E</span></b></span><b><span style="color: #006600;"><br /></span></b>(Effectiveness and Efficiency) <a href="http://effectiveness-efficiency.blogspot.com/">http://effectiveness-efficiency.blogspot.com/</a><br />
(Effectiveness Management: <span class="blsp-spelling-error" id="SPELLING_ERROR_5"><i>HSoftware</i></span>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a><br />
(Efficiency Techniques: Work study: Motion and Time Study) <a href="http://work-study-measurement.blogspot.com/">http://work-study-measurement.blogspot.com/</a><br />
(Efficient Work Methods or Practices) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(Email Etiquette) <a href="http://email-etiquette-manners.blogspot.com/">http://email-etiquette-manners.blogspot.com/</a><br />
(Emotions) <a href="http://emotion-feeling.blogspot.com/">http://emotion-feeling.blogspot.com/</a><br />
(Emotional Intelligence) <a href="http://emotional-quotient-intelligence.blogspot.com/">http://emotional-quotient-intelligence.blogspot.com/</a><br />
(Empowerment) <a href="http://employee-empowerment.blogspot.com/">http://employee-empowerment.blogspot.com/</a><br />
(Enterprise Resource Planning- <span class="blsp-spelling-error" id="SPELLING_ERROR_6"><i>ERP</i></span>) <a href="http://erp-management.blogspot.com/">http://erp-management.blogspot.com/</a><br />
(Entrepreneurship and Entrepreneur) <a href="http://entrepreneurship-entrepreneur.blogspot.com/">http://entrepreneurship-entrepreneur.blogspot.com/</a><br />
(Entertainment Management- <i>English Movies</i>) <a href="http://popular-movies.blogspot.com/">http://popular-movies.blogspot.com/</a><br />
(Entertainment Management- <i>Hindi Movies</i>) <a href="http://hindi-movies-choice.blogspot.com/">http://hindi-movies-choice.blogspot.com/</a><br />
(Executive Etiquette and Manners) <a href="http://executive-manners.blogspot.com/">http://executive-manners.blogspot.com/</a><br />
(Exit Interview) <a href="http://exit-interview.blogspot.com/">http://exit-interview.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">F</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Financial Ratios and Financial Ratio Analysis)</span><span style="color: #006600;"> </span><a href="http://financial-ratios.blogspot.com/" style="color: #006600;">http://financial-ratios.blogspot.com/</a></span><br />
(Financial Services) <a href="http://finance-related-services.blogspot.com/">http://finance-related-services.blogspot.com/</a><br />
(Free and Authentic Notes on Management) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Functions of Management) <a href="http://functions-of-management.blogspot.com/">http://functions-of-management.blogspot.com/</a><br />
(Food Management: <i>Recipes, Easy to Cook</i>) <a href="http://easytocook-recipes.blogspot.com/">http://easytocook-recipes.blogspot.com/</a><br />
(Food Management: <i>Recipes, Exotic)</i> <a href="http://tastetherecipes.blogspot.com/">http://tastetherecipes.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">G</span></b><br />
<span style="color: white;">(Games and Icebreakers for Trainers)</span><span style="color: black;"> <span style="color: #de7008;"><a href="http://training-games.blogspot.com/">http://training-games.blogspot.com/</a></span></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_7">Gemba</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_8">Kaizen</span>) <a href="http://gemba-kaizen-improvement.blogspot.com/">http://gemba-kaizen-improvement.blogspot.com/</a><br />
(General Knowledge Management- <i>GK</i>) <a href="http://general-knowledge-gk.blogspot.com/">http://general-knowledge-gk.blogspot.com/</a><br />
(General Knowledge Management- <i>Top 5/Top 10 of Everything</i>) <a href="http://top-five-everything.blogspot.com/">http://top-five-everything.blogspot.com/</a><br />
(Genuine Professional- <i>Long Article</i>) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><a href="http://knol.google.com/k/shyam-bhatawdekar/the-genuine-professional/6txz9nck6g3/10"></a><br />
(Global Mindset) <a href="http://global-mindset.blogspot.com/">http://global-mindset.blogspot.com/</a><br />
(Goal/Target Setting) <a href="http://goal-target-setting.blogspot.com/">http://goal-target-setting.blogspot.com/</a><br />
(Good Boss) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(Great Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Group Discussion) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Discussion for Job Seekers and Students) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Dynamics) <a href="http://group-dynamics-process.blogspot.com/">http://group-dynamics-process.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">H</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Health and Safety Management)</span><span style="color: #006600;"> </span><a href="http://safety-health-management.blogspot.com/" style="color: #006600;">http://safety-health-management.blogspot.com/</a></span><br />
(Health Management- <i>Cholesterol Control</i>) <a href="http://controlling-cholesterol.blogspot.com/">http://controlling-cholesterol.blogspot.com/</a><br />
(Health Management- <i>Homeopathy</i>) <a href="http://homeopathy-medicines.blogspot.com/">http://homeopathy-medicines.blogspot.com/</a><br />
(Health Management- <i>Exercises</i>) <a href="http://exercises-plan.blogspot.com/">http://exercises-plan.blogspot.com/</a><br />
(Health Management- <i>Quit Smoking</i>) <a href="http://quit-smoking-plan.blogspot.com/">http://quit-smoking-plan.blogspot.com/</a><br />
(Health management- <i>Swine Flu and Its Prevention</i>) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
(Health Management- <i>Walking</i>) <a href="http://walking-plan.blogspot.com/">http://walking-plan.blogspot.com/</a><br />
(How to Be a Good Boss?) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(How to Get Promoted?) <a href="http://get-promoted.blogspot.com/">http://get-promoted.blogspot.com/</a><br />
(How to Save Money?) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(How to Save Money?- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Home Management- <i>Home Page for All Home Tips</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
(HR Dynamics) <a href="http://hrm-dynamics.blogspot.com/">http://hrm-dynamics.blogspot.com/</a><br />
(HR Strategies and Functions) <a href="http://strategic-functions-hrm.blogspot.com/">http://strategic-functions-hrm.blogspot.com/</a><br />
(Human Capital Architecture) <a href="http://human-capital-architecture.blogspot.com/">http://human-capital-architecture.blogspot.com/</a><br />
(Human Relations) <a href="http://human-relations-aspect.blogspot.com/">http://human-relations-aspect.blogspot.com/</a><br />
(Human Resource Management- Comprehensive Coverage of HRM) <a href="http://human-resource-management-hrm.blogspot.com/">http://human-resource-management-hrm.blogspot.com/</a><br />
(Human Resource Planning) <a href="http://human-resource-planning.blogspot.com/">http://human-resource-planning.blogspot.com/</a><br />
(Human Software- HSoftware) <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">I</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(I Am Liberated- Life Management)</span><span style="color: black;"> </span></span><a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
<span style="color: #006600;"><span style="color: white;">(I Am OK, You Are OK)</span><b style="color: #006600;"> </b><a href="http://life-positions.blogspot.com/" style="color: #006600;">http://life-positions.blogspot.com/</a></span><br />
<span style="color: white;">(Icebreakers and Energizers)</span><span style="color: black;"> <a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a></span><br />
(Internal Motivation or Self Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Interpersonal Relations) <a href="http://interpersonal-relations.blogspot.com/">http://interpersonal-relations.blogspot.com/</a><br />
(Interview Skills) <a href="http://interviewing-skill.blogspot.com/">http://interviewing-skill.blogspot.com/</a><br />
(Interview Preparation for Job Seekers) <a href="http://interview-preparation-jobs.blogspot.com/">http://interview-preparation-jobs.blogspot.com/</a><br />
(Interview Questions) <a href="http://interview-question-bank.blogspot.com/">http://interview-question-bank.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">J </span></b><br />
<span style="color: white;">(Johari Window)</span><span style="color: black;"> <a href="http://johari-window-model.blogspot.com/"><span style="color: #de7008;">http://johari-window-model.blogspot.com/</span></a></span><br />
(Just in Time Management- <i>JIT</i>) <a href="http://just-in-time-management.blogspot.com/">http://just-in-time-management.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">K</span></b></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_10">Kaizen</span>) <a href="http://kaizen-improvement.blogspot.com/">http://kaizen-improvement.blogspot.com/</a><br />
(Knowledge Management) <a href="http://knowledge-management-initiative.blogspot.com/">http://knowledge-management-initiative.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">L</span></b></span><br />
(Lead Time Management) <a href="http://lead-time-management.blogspot.com/">http://lead-time-management.blogspot.com/</a><br />
(Leadership) <a href="http://lead-max.blogspot.com/">http://lead-max.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
(Lean Enterprise) <a href="http://lean-organization.blogspot.com/">http://lean-organization.blogspot.com/</a><br />
(Learning Organization) <a href="http://learning-organization-profile.blogspot.com/">http://learning-organization-profile.blogspot.com/</a><br />
(Life Management- Latest <i>HSoftware</i> Model) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Life Management- I Am Liberated; Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Life Management: Success in Life) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Life Management: My Exotic Dream: World Peace and Other Good Things of Life)<br />
<div style="color: #134f5c;">
<span style="font-size: small;"><a href="http://exotic-dreaming.blogspot.in/"><span style="color: #b45f06;">http://exotic-dreaming.blogspot.in/</span></a></span></div>
(Life Positions and OKness) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Life Skills) <a href="http://life-skills-competencies.blogspot.com/">http://life-skills-competencies.blogspot.com/</a><br />
(Listening) <a href="http://listen-skills.blogspot.com/">http://listen-skills.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">M</span></b></span><br />
(Management Anecdotes) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Managenent Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Management Book- Best Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(Management Games, Management Exercises, Icebreakers and Energizers)<a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a><br />
(Managing Life- Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Management in Life, Profession, Family and Society) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Management Information System- <i>MIS</i>) <a href="http://management-information-system-mis.blogspot.com/">http://management-information-system-mis.blogspot.com/</a><br />
(Managing/conducting Meetings) <a href="http://managing-meetings.blogspot.com/">http://managing-meetings.blogspot.com/</a><br />
(Management Notes- Free and Authentic) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Marginal Utility) <a href="http://marginal-utility-concept.blogspot.com/">http://marginal-utility-concept.blogspot.com/</a><br />
(Marketing Management Overview) <a href="http://marketing-management-overview.blogspot.com/">http://marketing-management-overview.blogspot.com/</a><br />
(Marketing Orientation) <a href="http://marketing-orientation.blogspot.com/">http://marketing-orientation.blogspot.com/</a><br />
(Marketing Management Tasks) <a href="http://marketing-management-tasks.blogspot.com/">http://marketing-management-tasks.blogspot.com/</a><br />
(Market research) <a href="http://market-research-function.blogspot.com/">http://market-research-function.blogspot.com/</a><br />
(Market Segmentation) <a href="http://market-segment.blogspot.com/">http://market-segment.blogspot.com/</a><br />
(Mentoring) <a href="http://mentor-mentorship.blogspot.com/">http://mentor-mentorship.blogspot.com/</a><br />
(Money Management: <i>How to Save Money</i>) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Money Management: How to Save Money- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Motivation) <a href="http://motivation-people.blogspot.com/">http://motivation-people.blogspot.com/</a><br />
(Management Encyclopedia- Everything on Management and Leadership) <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">N</span></b></span><br />
(Negotiation Skills) <a href="http://negotiating-skills.blogspot.com/">http://negotiating-skills.blogspot.com/</a><br />
(Negotiation Tactics) <a href="http://negotiation-tactics.blogspot.com/">http://negotiation-tactics.blogspot.com/</a><br />
(Non-verbal Communication or Body Language) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">O</span></b></span><br />
(Objection Handling) <a href="http://objection-handling.blogspot.com/">http://objection-handling.blogspot.com/</a><br />
(OKness or Life Positions) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Organization Development- <i>OD</i>) <a href="http://organization-development-od.blogspot.com/">http://organization-development-od.blogspot.com/</a><br />
(Organizational Culture) <a href="http://organizational-culture-values.blogspot.com/">http://organizational-culture-values.blogspot.com/</a><br />
(Out of Box Ideas) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Outsourcing) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Ownership on Job) <a href="http://job-ownership.blogspot.com/">http://job-ownership.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">P</span></b></span><br />
(Paradigm and Paradigm Shift) <a href="http://paradigm-mindset.blogspot.com/">http://paradigm-mindset.blogspot.com/</a><br />
(Parental Responsibilities- <i>family management</i>) <a href="http://parental-responsibilities.blogspot.com/">http://parental-responsibilities.blogspot.com/</a><br />
(Pareto Analysis or ABC Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Participative Processes, Participative Management- <span style="font-family: "calibri";">Democracy) </span><a href="http://democracy-liberation.blogspot.com/"><span style="color: blue; font-family: "times" , "times new roman" , serif;">http://democracy-liberation.blogspot.com/</span></a><br />
(Performance Management: Wholesome HR System) <a href="http://performance-management-appraisal.blogspot.com/"><span style="color: #de7008;">http://performance-management-appraisal.blogspot.com/</span></a><br />
(Performance Management and Appraisal) <a href="http://performance-appraisal-management.blogspot.com/">http://performance-appraisal-management.blogspot.com/</a><br />
(Personality) <a href="http://human-personality.blogspot.com/">http://human-personality.blogspot.com/</a><br />
(Personal Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Positive Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Presentation Skills) <a href="http://presentation-effectiveness.blogspot.com/">http://presentation-effectiveness.blogspot.com/</a><br />
(Problem Solving) <a href="http://problem-solving-skill.blogspot.com/">http://problem-solving-skill.blogspot.com/</a><br />
(Product Knowledge: <i>Home Page for All Products) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a></i><br />
(Product Knowledge- <i>Cars</i>) <a href="http://cars-products.blogspot.com/">http://cars-products.blogspot.com/</a><br />
(Product Knowledge- <i>Chocolates</i>) <a href="http://chocolates-products.blogspot.com/">http://chocolates-products.blogspot.com/</a><br />
(Product Knowledge- <i>Flowers</i>) <a href="http://flowers-products.blogspot.com/">http://flowers-products.blogspot.com/</a><br />
(Product Knowledge- <i>Greeting Cards</i>) <a href="http://greeting-cards-products.blogspot.com/">http://greeting-cards-products.blogspot.com/</a><br />
(Product Knowledge- <i>Cell Phones</i>) <a href="http://mobilephones-products.blogspot.com/">http://mobilephones-products.blogspot.com/</a><br />
(Professional- Genuine Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Professional Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Profit Improvement) <a href="http://profit-improvement.blogspot.com/">http://profit-improvement.blogspot.com/</a><br />
(Project Management) <a href="http://management-of-project.blogspot.com/">http://management-of-project.blogspot.com/</a><br />
(Psychological Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Public Speaking) <a href="http://public-speak-skill.blogspot.com/">http://public-speak-skill.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Q</span></b></span><br />
(Qualities of CEO) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Quality Circles History) <a href="http://quality-circles-history.blogspot.com/">http://quality-circles-history.blogspot.com/</a><br />
(Quality Circles) <a href="http://quality-circles.blogspot.com/">http://quality-circles.blogspot.com/</a><br />
(Quality Function Deployment- <span class="blsp-spelling-error" id="SPELLING_ERROR_13"><i>QFD</i></span> and House of Quality) <a href="http://quality-function-deployment.blogspot.com/">http://quality-function-deployment.blogspot.com/</a><br />
(Quality Gurus) <a href="http://quality-gurus.blogspot.com/">http://quality-gurus.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">R</span></b></span><br />
(Recession: How to Avert Recession, How to Combat Recession and Then, How to Move Ahead?) <a href="http://recession-global.blogspot.in/">http://recession-global.blogspot.in/</a><br />
(Recession Management) <a href="http://recession-management.blogspot.com/">http://recession-management.blogspot.com/</a><br />
(Recession: Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Recruitment and Selection) <a href="http://recruitment-selection.blogspot.com/">http://recruitment-selection.blogspot.com/</a><br />
(Research Methodology) <a href="http://research-work-methodology.blogspot.com/">http://research-work-methodology.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">S</span></b></span><br />
(Safety and Health Management) <a href="http://safety-health-management.blogspot.com/">http://safety-health-management.blogspot.com/</a><br />
(Sales/Selling Process) <a href="http://selling-process.blogspot.com/">http://selling-process.blogspot.com/</a><br />
(Sales Promotion) <a href="http://sales-promotion.blogspot.com/">http://sales-promotion.blogspot.com/</a><br />
(Save Money) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Self-awareness: Getting Introduced to Self) <a href="http://self-concept-awareness.blogspot.in/">http://self-concept-awareness.blogspot.in/</a><br />
(Self-concept) <a href="http://self-concept-image.blogspot.com/">http://self-concept-image.blogspot.com/</a><br />
(Self-concept) <a href="http://self-image-concept.blogspot.com/">http://self-image-concept.blogspot.com/</a><br />
(Self-confidence) <a href="http://self-confidence-improvement.blogspot.com/">http://self-confidence-improvement.blogspot.com/</a><br />
(Self Development) <a href="http://managing-self.blogspot.com/">http://managing-self.blogspot.com/</a><br />
(Self Motivation or Internal Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Shyam Bhatawdekar's articles, blogs and knols: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Shyam Bhatawdekar's Effectiveness Model- <i><b>HSoftware</b></i>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a>, <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
(Six Sigma) <a href="http://six-sigma-system.blogspot.com/">http://six-sigma-system.blogspot.com/</a><br />
(Six Thinking Hats) <a href="http://six-thinking-hats.blogspot.com/">http://six-thinking-hats.blogspot.com/</a><br />
(Soft Skills) <a href="http://soft-skills-competencies.blogspot.com/">http://soft-skills-competencies.blogspot.com/</a><br />
(Soft Skills/Competencies: Details of Each Competency) <a href="http://soft-competencies-skills.blogspot.com/">http://soft-competencies-skills.blogspot.com/</a><br />
(Spiritual Quotient/Intelligence) <a href="http://spiritual-quotient.blogspot.com/">http://spiritual-quotient.blogspot.com/</a><br />
(Stories for Children for Child Development) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Statistics- Basics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Strategic Management) <a href="http://strategic-managing.blogspot.com/">http://strategic-managing.blogspot.com/</a><br />
(Stress Management) <a href="http://managing-stress-strain.blogspot.com/">http://managing-stress-strain.blogspot.com/</a><br />
(Stress Management: Stress Freedom: Long Comprehensive Article) <a href="http://stress-freedom.blogspot.in/">http://stress-freedom.blogspot.in/</a><br />
(Sub-contracting) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Success) <a href="http://success-achievement.blogspot.com/">http://success-achievement.blogspot.com/</a><br />
(Success in Life: Life Management) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Supply Chain Management) <a href="http://manage-supply-chain.blogspot.com/">http://manage-supply-chain.blogspot.com/</a><br />
(Supply and Demand) <a href="http://supply-demand-laws.blogspot.com/">http://supply-demand-laws.blogspot.com/</a><br />
(Swine Flu and Its Prevention) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">T</span></b><br />
(Talent Management) <a href="http://managing-talent.blogspot.com/">http://managing-talent.blogspot.com/</a><br />
(Team Building) <a href="http://team-building-working.blogspot.com/">http://team-building-working.blogspot.com/</a><br />
(Telephone Etiquette) <a href="http://telephone-etiquette.blogspot.com/">http://telephone-etiquette.blogspot.com/</a><br />
(Three Sixty Degrees Appraisal System) <a href="http://three-sixty-degrees-feedback.blogspot.com/">http://three-sixty-degrees-feedback.blogspot.com/</a><br />
(Time Management) <a href="http://time-life-management.blogspot.com/">http://time-life-management.blogspot.com/</a><br />
(Total Productive Maintenance- <span class="blsp-spelling-error" id="SPELLING_ERROR_14"><i>TPM</i></span>) <a href="http://total-productive-maintenance.blogspot.com/">http://total-productive-maintenance.blogspot.com/</a><br />
(Total Quality Management- <i>TQM</i>) <a href="http://total-quality-concept.blogspot.com/">http://total-quality-concept.blogspot.com/</a><br />
(Training and Development) <a href="http://training-function.blogspot.com/">http://training-function.blogspot.com/</a><br />
(Training Games) <a href="http://training-games.blogspot.com/"><span style="color: #de7008;">http://training-games.blogspot.com/</span></a><br />
(Trainers’ Qualities) <a href="http://trainers-qualities.blogspot.com/">http://trainers-qualities.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainers.blogspot.com/">http://train-trainers.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainer.blogspot.com/">http://train-trainer.blogspot.com/</a><br />
(Training of Trainers- Comprehensive at One Place) <a href="http://training-of-trainers.blogspot.com/">http://training-of-trainers.blogspot.com/</a><br />
(Transaction Analysis- <i>TA</i>) <a href="http://transaction-analysis.blogspot.com/">http://transaction-analysis.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>India</i>) <a href="http://india-tours-sightseeing.blogspot.com/">http://india-tours-sightseeing.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>World</i>) <a href="http://sightseeing-guide.blogspot.com/">http://sightseeing-guide.blogspot.com/</a><br />
(Tourism, Trave and Sightseeing Management- <i>World Heritage Sites</i>) <a href="http://world-heritage-spots.blogspot.com/">http://world-heritage-spots.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_15">TRIZ: </span>Inventive Problem Solving) <a href="http://triz-problem-solving.blogspot.com/">http://triz-problem-solving.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">V</span></b><br />
(Value Engineering/Analysis) <a href="http://value-engineering-analysis.blogspot.com/">http://value-engineering-analysis.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">W</span></b></span><br />
(Winners and Losers) <a href="http://winners-losers.blogspot.com/">http://winners-losers.blogspot.com/</a><br />
(Work Study: Method Study and Work Measurement) <a href="http://workstudy-measurement.blogspot.com/">http://workstudy-measurement.blogspot.com/</a><br />
(Work Methods or Practices: Efficient) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(World Class Manufacturing) <a href="http://world-class-manufacturing.blogspot.com/">http://world-class-manufacturing.blogspot.com/</a><br />
(Writings of Shyam Bhatawdekar on Management) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Written Communication) <a href="http://written-communication.blogspot.com/">http://written-communication.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Z</span></b></span><br />
(Zero Based Budgeting) <a href="http://zero-based-budgeting.blogspot.com/">http://zero-based-budgeting.blogspot.com/</a><br />
<br />
<b><span style="color: #38761d; font-size: x-large;">Novels and Stories</span></b><br />
<span style="color: #274e13;"><br /></span>
Novel "Good People"<span style="color: #274e13;"> </span><a href="http://good-people-novel.blogspot.com/">http://good-people-novel.blogspot.com/</a><br />
Funny (and Not So Funny) Short Stories<span style="color: #274e13;"> </span><a href="http://funny-shortstories.blogspot.com/" style="font-family: Cambria; font-size: 12pt;">http://funny-shortstories.blogspot.com/</a><br />
Stories Children Will Love <a href="http://stories-children.blogspot.com/" style="font-family: Cambria; font-size: 12pt;">http://stories-children.blogspot.com/</a><br />
<br />
<!--[if gte mso 9]><xml>
<o:DocumentProperties>
<o:Revision>0</o:Revision>
<o:TotalTime>0</o:TotalTime>
<o:Pages>1</o:Pages>
<o:Words>13</o:Words>
<o:Characters>79</o:Characters>
<o:Company>Prodcons Group</o:Company>
<o:Lines>1</o:Lines>
<o:Paragraphs>1</o:Paragraphs>
<o:CharactersWithSpaces>91</o:CharactersWithSpaces>
<o:Version>14.0</o:Version>
</o:DocumentProperties>
<o:OfficeDocumentSettings>
<o:AllowPNG/>
</o:OfficeDocumentSettings>
</xml><![endif]-->
<!--[if gte mso 9]><xml>
<w:WordDocument>
<w:View>Normal</w:View>
<w:Zoom>0</w:Zoom>
<w:TrackMoves/>
<w:TrackFormatting/>
<w:PunctuationKerning/>
<w:ValidateAgainstSchemas/>
<w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid>
<w:IgnoreMixedContent>false</w:IgnoreMixedContent>
<w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText>
<w:DoNotPromoteQF/>
<w:LidThemeOther>EN-US</w:LidThemeOther>
<w:LidThemeAsian>JA</w:LidThemeAsian>
<w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript>
<w:Compatibility>
<w:BreakWrappedTables/>
<w:SnapToGridInCell/>
<w:WrapTextWithPunct/>
<w:UseAsianBreakRules/>
<w:DontGrowAutofit/>
<w:SplitPgBreakAndParaMark/>
<w:EnableOpenTypeKerning/>
<w:DontFlipMirrorIndents/>
<w:OverrideTableStyleHps/>
<w:UseFELayout/>
</w:Compatibility>
<m:mathPr>
<m:mathFont m:val="Cambria Math"/>
<m:brkBin m:val="before"/>
<m:brkBinSub m:val="--"/>
<m:smallFrac m:val="off"/>
<m:dispDef/>
<m:lMargin m:val="0"/>
<m:rMargin m:val="0"/>
<m:defJc m:val="centerGroup"/>
<m:wrapIndent m:val="1440"/>
<m:intLim m:val="subSup"/>
<m:naryLim m:val="undOvr"/>
</m:mathPr></w:WordDocument>
</xml><![endif]--><!--[if gte mso 9]><xml>
<w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true"
DefSemiHidden="true" DefQFormat="false" DefPriority="99"
LatentStyleCount="276">
<w:LsdException Locked="false" Priority="0" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Normal"/>
<w:LsdException Locked="false" Priority="9" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="heading 1"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 2"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 3"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 4"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 5"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 6"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 7"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 8"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 9"/>
<w:LsdException Locked="false" Priority="39" Name="toc 1"/>
<w:LsdException Locked="false" Priority="39" Name="toc 2"/>
<w:LsdException Locked="false" Priority="39" Name="toc 3"/>
<w:LsdException Locked="false" Priority="39" Name="toc 4"/>
<w:LsdException Locked="false" Priority="39" Name="toc 5"/>
<w:LsdException Locked="false" Priority="39" Name="toc 6"/>
<w:LsdException Locked="false" Priority="39" Name="toc 7"/>
<w:LsdException Locked="false" Priority="39" Name="toc 8"/>
<w:LsdException Locked="false" Priority="39" Name="toc 9"/>
<w:LsdException Locked="false" Priority="35" QFormat="true" Name="caption"/>
<w:LsdException Locked="false" Priority="10" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Title"/>
<w:LsdException Locked="false" Priority="1" Name="Default Paragraph Font"/>
<w:LsdException Locked="false" Priority="11" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtitle"/>
<w:LsdException Locked="false" Priority="22" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" Priority="59" SemiHidden="false"
UnhideWhenUsed="false" Name="Table Grid"/>
<w:LsdException Locked="false" UnhideWhenUsed="false" Name="Placeholder Text"/>
<w:LsdException Locked="false" Priority="1" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="No Spacing"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 1"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 1"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 1"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 1"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 1"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" UnhideWhenUsed="false" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="List Paragraph"/>
<w:LsdException Locked="false" Priority="29" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Quote"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 1"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 1"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 1"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 1"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 1"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 1"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 1"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 1"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 2"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 2"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 2"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 2"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 2"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 2"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 2"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 2"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 2"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 2"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 2"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 2"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 3"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 3"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 3"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 3"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 3"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 3"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 3"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 3"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 3"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 3"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 4"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 4"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 4"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 4"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 4"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 4"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 4"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 4"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 4"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 4"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 4"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 5"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 5"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 5"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 5"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 5"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 5"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 5"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 5"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 5"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 5"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 5"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 6"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 6"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 6"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 6"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtle Emphasis"/>
<w:LsdException Locked="false" Priority="21" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Emphasis"/>
<w:LsdException Locked="false" Priority="31" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtle Reference"/>
<w:LsdException Locked="false" Priority="32" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/>
</w:LatentStyles>
</xml><![endif]-->
<!--[if gte mso 10]>
<style>
/* Style Definitions */
table.MsoNormalTable
{mso-style-name:"Table Normal";
mso-tstyle-rowband-size:0;
mso-tstyle-colband-size:0;
mso-style-noshow:yes;
mso-style-priority:99;
mso-style-parent:"";
mso-padding-alt:0in 5.4pt 0in 5.4pt;
mso-para-margin:0in;
mso-para-margin-bottom:.0001pt;
mso-pagination:widow-orphan;
font-size:12.0pt;
font-family:Cambria;
mso-ascii-font-family:Cambria;
mso-ascii-theme-font:minor-latin;
mso-hansi-font-family:Cambria;
mso-hansi-theme-font:minor-latin;}
</style>
<![endif]-->
<!--StartFragment--><!--EndFragment-->
<!--[if gte mso 9]><xml>
<o:DocumentProperties>
<o:Revision>0</o:Revision>
<o:TotalTime>0</o:TotalTime>
<o:Pages>1</o:Pages>
<o:Words>14</o:Words>
<o:Characters>82</o:Characters>
<o:Company>Prodcons Group</o:Company>
<o:Lines>1</o:Lines>
<o:Paragraphs>1</o:Paragraphs>
<o:CharactersWithSpaces>95</o:CharactersWithSpaces>
<o:Version>14.0</o:Version>
</o:DocumentProperties>
<o:OfficeDocumentSettings>
<o:AllowPNG/>
</o:OfficeDocumentSettings>
</xml><![endif]-->
<!--[if gte mso 9]><xml>
<w:WordDocument>
<w:View>Normal</w:View>
<w:Zoom>0</w:Zoom>
<w:TrackMoves/>
<w:TrackFormatting/>
<w:PunctuationKerning/>
<w:ValidateAgainstSchemas/>
<w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid>
<w:IgnoreMixedContent>false</w:IgnoreMixedContent>
<w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText>
<w:DoNotPromoteQF/>
<w:LidThemeOther>EN-US</w:LidThemeOther>
<w:LidThemeAsian>JA</w:LidThemeAsian>
<w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript>
<w:Compatibility>
<w:BreakWrappedTables/>
<w:SnapToGridInCell/>
<w:WrapTextWithPunct/>
<w:UseAsianBreakRules/>
<w:DontGrowAutofit/>
<w:SplitPgBreakAndParaMark/>
<w:EnableOpenTypeKerning/>
<w:DontFlipMirrorIndents/>
<w:OverrideTableStyleHps/>
<w:UseFELayout/>
</w:Compatibility>
<m:mathPr>
<m:mathFont m:val="Cambria Math"/>
<m:brkBin m:val="before"/>
<m:brkBinSub m:val="--"/>
<m:smallFrac m:val="off"/>
<m:dispDef/>
<m:lMargin m:val="0"/>
<m:rMargin m:val="0"/>
<m:defJc m:val="centerGroup"/>
<m:wrapIndent m:val="1440"/>
<m:intLim m:val="subSup"/>
<m:naryLim m:val="undOvr"/>
</m:mathPr></w:WordDocument>
</xml><![endif]--><!--[if gte mso 9]><xml>
<w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true"
DefSemiHidden="true" DefQFormat="false" DefPriority="99"
LatentStyleCount="276">
<w:LsdException Locked="false" Priority="0" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Normal"/>
<w:LsdException Locked="false" Priority="9" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="heading 1"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 2"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 3"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 4"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 5"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 6"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 7"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 8"/>
<w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 9"/>
<w:LsdException Locked="false" Priority="39" Name="toc 1"/>
<w:LsdException Locked="false" Priority="39" Name="toc 2"/>
<w:LsdException Locked="false" Priority="39" Name="toc 3"/>
<w:LsdException Locked="false" Priority="39" Name="toc 4"/>
<w:LsdException Locked="false" Priority="39" Name="toc 5"/>
<w:LsdException Locked="false" Priority="39" Name="toc 6"/>
<w:LsdException Locked="false" Priority="39" Name="toc 7"/>
<w:LsdException Locked="false" Priority="39" Name="toc 8"/>
<w:LsdException Locked="false" Priority="39" Name="toc 9"/>
<w:LsdException Locked="false" Priority="35" QFormat="true" Name="caption"/>
<w:LsdException Locked="false" Priority="10" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Title"/>
<w:LsdException Locked="false" Priority="1" Name="Default Paragraph Font"/>
<w:LsdException Locked="false" Priority="11" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtitle"/>
<w:LsdException Locked="false" Priority="22" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" Priority="59" SemiHidden="false"
UnhideWhenUsed="false" Name="Table Grid"/>
<w:LsdException Locked="false" UnhideWhenUsed="false" Name="Placeholder Text"/>
<w:LsdException Locked="false" Priority="1" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="No Spacing"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 1"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 1"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 1"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 1"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 1"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" UnhideWhenUsed="false" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="List Paragraph"/>
<w:LsdException Locked="false" Priority="29" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Quote"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 1"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 1"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 1"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 1"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 1"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 1"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 1"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 1"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 2"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 2"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 2"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 2"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 2"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 2"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 2"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 2"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 2"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 2"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 2"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 2"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 3"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 3"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 3"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 3"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 3"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 3"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 3"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 3"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 3"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 3"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 4"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 4"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 4"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 4"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 4"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 4"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 4"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 4"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 4"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 4"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 4"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 5"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 5"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 5"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 5"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 5"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 5"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 5"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 5"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 5"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 5"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 5"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" SemiHidden="false"
UnhideWhenUsed="false" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" SemiHidden="false"
UnhideWhenUsed="false" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 1 Accent 6"/>
<w:LsdException Locked="false" Priority="66" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium List 2 Accent 6"/>
<w:LsdException Locked="false" Priority="67" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 1 Accent 6"/>
<w:LsdException Locked="false" Priority="68" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 2 Accent 6"/>
<w:LsdException Locked="false" Priority="69" SemiHidden="false"
UnhideWhenUsed="false" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" SemiHidden="false"
UnhideWhenUsed="false" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" SemiHidden="false"
UnhideWhenUsed="false" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtle Emphasis"/>
<w:LsdException Locked="false" Priority="21" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Emphasis"/>
<w:LsdException Locked="false" Priority="31" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Subtle Reference"/>
<w:LsdException Locked="false" Priority="32" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" SemiHidden="false"
UnhideWhenUsed="false" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/>
</w:LatentStyles>
</xml><![endif]-->
<!--[if gte mso 10]>
<style>
/* Style Definitions */
table.MsoNormalTable
{mso-style-name:"Table Normal";
mso-tstyle-rowband-size:0;
mso-tstyle-colband-size:0;
mso-style-noshow:yes;
mso-style-priority:99;
mso-style-parent:"";
mso-padding-alt:0in 5.4pt 0in 5.4pt;
mso-para-margin:0in;
mso-para-margin-bottom:.0001pt;
mso-pagination:widow-orphan;
font-size:12.0pt;
font-family:Cambria;
mso-ascii-font-family:Cambria;
mso-ascii-theme-font:minor-latin;
mso-hansi-font-family:Cambria;
mso-hansi-theme-font:minor-latin;}
</style>
<![endif]-->
<!--StartFragment--><!--EndFragment--></div>
</div>
</div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-89055739020301100772011-12-20T23:04:00.001-08:002017-09-18T04:28:28.628-07:00Bribe Me<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
The chief engineer Alan Abraham had been waiting outside the office of the minister, now almost for over two hours.<br />
<br />
The energy minister was his boss's boss. Normally his boss, the managing director would call on the minister in connection with the business of his organization. His organization was a state owned company. It was responsible for producing and distributing electricity (power) to the state. However, as the managing director was retiring and was on a long vacation prior to his retirement, Alan Abraham was acting in his place. Chief engineer was the senior most officer on the board after the managing director.<br />
<br />
The energy minister Chunni Bhai was the supreme boss of all the power generating and distribution companies run by the government. He was awarded this technology portfolio because he was the only engineer among all the ministers of the government and that too an electrical engineer . It was another matter that he took some ten years instead of the regular four to graduate from the university. The university authorities got so fed up with his long stay with the university that finally they pushed him out as a successful engineer with the minimum pass marks. Rumor has it that even today he cannot tell you the difference between voltage, current and resistance or between a generator and a motor.<br />
<br />
He had already started his political career as his engineering college's student union's president at a very young age. Soon he jumped into active politics of the country after his farewell from the university. So in a way he was a veteran politician and a <span class="hw">dim-witted individual</span>. Current democratic processes easily welcomed such people in the country's parliament.<br />
<br />
Many of the senior students, his own class-mates and even the juniors of his university had joined the state owned companies. Most of them were merit holders and brilliant engineers but they were his assistants now. And he used to take hell of a lot of pride and pleasure in treating them like pet dogs. He would give them appointment for meetings with him and then make them wait for hours outside his cabin. The chief engineer Alan Abraham was no exception. <br />
<br />
When the energy minister was sure that he had made Alan Abraham wait for sufficient amount of time, he told his secretary on the intercom, "Send the Chief Engineer in." Alan Abraham entered the minister's cabin but Chunni Bhai did not offer him a seat. He liked his senior executives to stand while he sat. <br />
<br />
Alan Abraham said, "You called me?" <br />
<br />
Chunni Bhai affirmed using his grunt and body language. After a long pause he asked, "Abraham, do you remember how you had refused me to copy your answer sheets in the university examination? Now the time has come to refuse you the promotion you are entitled to. You are the senior most officer in the company and are the natural successor to the post of managing director. But I can stop it. <br />
Yet, let me tell you, I am not the one like you."<br />
<br />
Alan Abraham had worked all these years with the hope of becoming the managing director of the organization one day. He had even told his wife, "Now that managing director is retiring and I am the next in line, I will get that post as a matter of routine. We will soon celebrate our promotion." He did not want any hurdle in his impending promotion. He did not wish to argue and annoy Chunni Bhai. Chunni Bhai had the formal powers to sign his promotion letter. So he played submissively and did not react.<br />
<br />
Chunni Bhai easily won his first point over his intelligent and smart chief engineer. He then went on to his second move, "You see I am the king maker now. And I want to see you directly reporting to me as my subordinate. You can be my next managing director despite your nasty behavior with me in the college days. All you have to do is to pay me 5 crore rupees (one million dollars). My party needs the money for elections. Some money will flow to my party chief's family. Of course I will keep some for my family too."<br />
<br />
Alan Abraham was stunned to hear this. Though he had heard from various sources that some ministers traded the promotions and transfers of the executives under them, he never could imagine the blatant way in which it was actually done. So far it was all hearsay, but today he was experiencing it. He thought to himself, "So what I had heard was true."<br />
<br />
He opened his mouth after a long silence, "How can I ever collect such a huge sum of money? My entire life's savings are no where near this amount. And why should I pay? I am the senior most person in the organization and as per the rules I am entitled for the post of the managing director. You signature can only be a formality. Don't you think you can do it easily without the money?"<br />
<br />
Chunni Bhai laughed loudly as if he was highly amused by the chief engineer's statements. He spoke with a hint of ridicule, "Oh, you are one of those few puritan types. I have heard about your clean image. So what I heard is true. Yet, my guess was you already might have amassed crores of rupees by now. After all you had been holding a higher post for quite sometime now; it was very easy for you. There is ample scope for earning the 'under the table money' in your setup. Every Tom, Dick and Harry is minting, god knows how much, money. But do not worry. I will make you the managing director and in your tenure of three years on this post you can still make tons of money. Only don't get caught while making the extra buck. I normally allow full freedom to officers at your level. All I expect is the initial fee and then the occasional demands I will make on you from time to time. That's all."<br />
<br />
Alan Abraham could not believe what he heard. He was literally frozen. He was in no position to utter a word.<br />
<br />
The minister sensed Alan Abraham's hesitation and so counseled him, "Well, I give you a week's time. We have to fill in managing director's position soon; its overdue already. So, bring in 5 crore rupees and I will issue your appointment letter. You are the senior most officer and I will prefer giving the post to you because it will not involve any twisting of the rules. But if you are unwilling to toe the line, I will appoint your colleague Das Babu as the next managing director. I had heard already about your clean image and therefore, I have already conferred with Das Babu in anticipation of your refusal to my proposal. Das Babu has accepted my proposal in toto. Das Babu is quite an understanding type and a willing horse. A clean gentleman. I like him."<br />
<br />
A week later every employee of the electricity generation and distribution company read the circular letter issued by the office of Chunni Bhai (the energy minister) with the following contents:<br />
<br />
"Mr Alan Abraham, Chief Engineer, who has not been keeping good health for quite some time has proceeded on a long medical leave prior to his retirement from the Company. In view of this, Mr Das Babu, Additional Chief Engineer is being appointed as the Managing Director of the Company. All the employees of the organization are requested to extend their full support and cooperation to Mr Das Babu."<br />
<br />
<div style="font-family: georgia, "bitstream charter", serif; line-height: 1.5; margin-bottom: 24px;">
<div style="color: black; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span><br />
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em>
<em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span><br />
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em>
<span style="color: white;">
<span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<div style="background-color: white; color: #444444; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
</div>
</div>
<div>
<b><span style="color: #b45f06; font-size: large;">Additional Reading Opportunities</span></b><br />
<b><span style="color: #b45f06;"><br /></span></b>
<span style="font-size: 21px;"><b><span style="color: #993300;">Alphabetic List of of Management Topics and Their Site URLs</span></b></span><span style="color: black;"></span><br />
<span style="color: white;"><i>(The term "management" here does not limit itself to just about business management but it encompasses management of all kinds of things like life management, home management, family management, health management, travel management, food management and so on).</i></span><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Home Pages for All the Topics</span></b><br />
<b><span style="color: #006600; font-size: 21px;"></span></b><br />
1. (Home Pages for Brief Introduction to All the <i>Business Management Topics</i>) <a href="http://management-universe.blogspot.com/">http://management-universe.blogspot.com/</a>, <a href="http://management-universe-enotes.blogspot.com/">http://management-universe-enotes.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
2. (Home Page for All General and Psychological Counseling) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
<br />
3. (Home Page for All Home Tips: <i>Home and Family Management</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
<br />
4. (Home Page for All Products: <i>Products Knowledge Management</i>) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Numbers</span></b><br />
<b><span style="color: #006600;"></span></b><br />
(5S Housekeeping) <a href="http://5s-housekeeping.blogspot.com/">http://5s-housekeeping.blogspot.com/</a><br />
(5S Housekeeping at Home: <i>Home Management</i>) <a href="http://5s-housekeeping-home.blogspot.com/">http://5s-housekeeping-home.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Alphabets</span></b><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">A</span></b></span><br />
(ABC Analysis or Pareto Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Activity Based Costing- ABC) <a href="http://activitybased-costing.blogspot.com/">http://activitybased-costing.blogspot.com/</a><br />
(Advertising) <a href="http://advertising-mass-communication.blogspot.com/">http://advertising-mass-communication.blogspot.com/</a><br />
(Anecdotes in Management) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Anger Management) <a href="http://controlling-anger.blogspot.com/">http://controlling-anger.blogspot.com/</a><br />
(Articles, blogs and knols of Shyam Bhatawdekar: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Assertiveness) <a href="http://assertiveness-skill.blogspot.com/">http://assertiveness-skill.blogspot.com/</a><br />
(Assessment Centers) <a href="http://assessment-centers.blogspot.com/">http://assessment-centers.blogspot.com/</a><br />
(Authentic and Free Management Notes) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(A to Z of Management Systems) <a href="http://a-z-management-systems.blogspot.com/">http://a-z-management-systems.blogspot.com/</a><br />
(A to Z of Quality Techniques) <a href="http://a-z-quality-techniques.blogspot.com/">http://a-z-quality-techniques.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">B</span></b></span><b><span style="color: #006600;"><br /></span></b>(Balanced Scorecard) <a href="http://balanced-scorecard-system.blogspot.com/">http://balanced-scorecard-system.blogspot.com/</a><br />
(Basic Statistics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Behavioral Safety) <a href="http://behavioral-safety.blogspot.com/">http://behavioral-safety.blogspot.com/</a><br />
(Benchmarking) <a href="http://benchmarking-system.blogspot.com/">http://benchmarking-system.blogspot.com/</a><br />
(Body Language or Non-verbal Communication) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
(Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Books- Best Management Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_0">Boundaryless</span>) <a href="http://shyambhatawdekar.blogspot.com/">http://shyambhatawdekar.blogspot.com/</a><br />
(Brainstorming) <a href="http://brainstorming-technique.blogspot.com/">http://brainstorming-technique.blogspot.com/</a><br />
(Branding- Personal/Professional Branding <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Business Ethics and Ethics in Management) <a href="http://business-management-ethics.blogspot.com/">http://business-management-ethics.blogspot.com/</a><br />
(Business Plan) <a href="http://business-plan-preparation.blogspot.com/">http://business-plan-preparation.blogspot.com/</a><br />
(Business Process <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Reengineering</span>- <span class="blsp-spelling-error" id="SPELLING_ERROR_2"><i>BPR</i></span>) <a href="http://business-process-reengineering-bpr.blogspot.com/">http://business-process-reengineering-bpr.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">C</span></b><br />
<span style="color: white;">(Career Planning within Organizations)</span><span style="color: black;"> <a href="http://organizational-career-planning.blogspot.com/">http://organizational-career-planning.blogspot.com/</a></span><br />
<span style="color: white;">(Case Method)</span><span style="color: black;"> <a href="http://case-method.blogspot.com/">http://case-method.blogspot.com/</a></span><br />
(Case Studies in Management) <a href="http://corporate-case-studies.blogspot.com/">http://corporate-case-studies.blogspot.com/</a><br />
(CEO Roles, Qualities and Competencies) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Change Management) <a href="http://manage-change.blogspot.com/">http://manage-change.blogspot.com/</a><br />
(Child Development: <i>Stories for Children</i>) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Children’s Behavior Problems: <i>Family Management</i>) <a href="http://child-behavior-problems.blogspot.com/">http://child-behavior-problems.blogspot.com/</a><br />
(Coaching) <a href="http://coaching-skill.blogspot.com/">http://coaching-skill.blogspot.com/</a><br />
(Communication) <a href="http://communication-for-business.blogspot.com/">http://communication-for-business.blogspot.com/</a><br />
(Competencies- <i>Life Management</i>) <a href="http://shyam-bhatawdekar.blogspot.com/">http://shyam-bhatawdekar.blogspot.com/</a><br />
(Competency Matrix/Competency Mapping: Success by Building Competencies/Skills) <a href="http://competency-matrix-mapping.blogspot.in/">http://competency-matrix-mapping.blogspot.in/</a><br />
(Competency Mapping) <a href="http://competency-map.blogspot.com/">http://competency-map.blogspot.com/</a><br />
(Competency Matrix) <a href="http://competency-matrix.blogspot.com/">http://competency-matrix.blogspot.com/</a><br />
(Conflict Management) <a href="http://manage-conflict.blogspot.com/">http://manage-conflict.blogspot.com/</a><br />
(Corporate Governance) <a href="http://corporate-governance-policy.blogspot.com/">http://corporate-governance-policy.blogspot.com/</a><br />
(Cost Management) <a href="http://cost-management-control.blogspot.com/">http://cost-management-control.blogspot.com/</a><br />
(Cost of Quality- <span class="blsp-spelling-error" id="SPELLING_ERROR_3"><i>COQ</i></span>) <a href="http://cost-of-quality.blogspot.com/">http://cost-of-quality.blogspot.com/</a><br />
(Counseling at Workplace)<a href="http://counseling-skill.blogspot.com/">http://counseling-skill.blogspot.com/</a><br />
(Counseling: Psychological) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
(Creativity- <i>Out of Box Articles</i>) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Creativity and Innovation) <a href="http://creativity-management.blogspot.com/">http://creativity-management.blogspot.com/</a><br />
(Critical Thinking skills) <a href="http://critical-thinking-skills.blogspot.com/">http://critical-thinking-skills.blogspot.com/</a><br />
(Cross Cultural Etiquette and Manners) <a href="http://cross-cultural-etiquette.blogspot.com/">http://cross-cultural-etiquette.blogspot.com/</a><br />
(Customer Orientation) <a href="http://customer-orientation.blogspot.com/">http://customer-orientation.blogspot.com/</a><br />
(Customer Relationship management- <span class="blsp-spelling-error" id="SPELLING_ERROR_4"><i>CRM</i></span>) <a href="http://customer-relationship-crm.blogspot.com/">http://customer-relationship-crm.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">D</span></b></span><b><span style="color: #006600;"><br /></span></b>(Daily Management) <a href="http://daily-management.blogspot.com/">http://daily-management.blogspot.com/</a><br />
(Decision Making) <a href="http://decision-making-role.blogspot.com/">http://decision-making-role.blogspot.com/</a><br />
(Delegation) <a href="http://delegation-skill.blogspot.com/">http://delegation-skill.blogspot.com/</a><br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "times" , "times new roman" , serif;">(Democracy) <a href="http://democracy-liberation.blogspot.com/"><span style="color: blue;"></span></a><span style="color: blue;"><a href="http://democracy-liberation.blogspot.com/">http://democracy-liberation.blogspot.com/</a></span></span><br />
(Design for Manufacture) <a href="http://design-for-manufacture.blogspot.com/">http://design-for-manufacture.blogspot.com/</a><br />
(Dining Etiquette and Table Manners) <a href="http://dining-manners.blogspot.com/">http://dining-manners.blogspot.com/</a><br />
(Discipline at Work) <a href="http://discipline-at-work.blogspot.com/">http://discipline-at-work.blogspot.com/</a></div>
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">E</span></b></span><b><span style="color: #006600;"><br /></span></b>(Effectiveness and Efficiency) <a href="http://effectiveness-efficiency.blogspot.com/">http://effectiveness-efficiency.blogspot.com/</a><br />
(Effectiveness Management: <span class="blsp-spelling-error" id="SPELLING_ERROR_5"><i>HSoftware</i></span>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a><br />
(Efficiency Techniques: Work study: Motion and Time Study) <a href="http://work-study-measurement.blogspot.com/">http://work-study-measurement.blogspot.com/</a><br />
(Efficient Work Methods or Practices) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(Email Etiquette) <a href="http://email-etiquette-manners.blogspot.com/">http://email-etiquette-manners.blogspot.com/</a><br />
(Emotions) <a href="http://emotion-feeling.blogspot.com/">http://emotion-feeling.blogspot.com/</a><br />
(Emotional Intelligence) <a href="http://emotional-quotient-intelligence.blogspot.com/">http://emotional-quotient-intelligence.blogspot.com/</a><br />
(Empowerment) <a href="http://employee-empowerment.blogspot.com/">http://employee-empowerment.blogspot.com/</a><br />
(Enterprise Resource Planning- <span class="blsp-spelling-error" id="SPELLING_ERROR_6"><i>ERP</i></span>) <a href="http://erp-management.blogspot.com/">http://erp-management.blogspot.com/</a><br />
(Entrepreneurship and Entrepreneur) <a href="http://entrepreneurship-entrepreneur.blogspot.com/">http://entrepreneurship-entrepreneur.blogspot.com/</a><br />
(Entertainment Management- <i>English Movies</i>) <a href="http://popular-movies.blogspot.com/">http://popular-movies.blogspot.com/</a><br />
(Entertainment Management- <i>Hindi Movies</i>) <a href="http://hindi-movies-choice.blogspot.com/">http://hindi-movies-choice.blogspot.com/</a><br />
(Executive Etiquette and Manners) <a href="http://executive-manners.blogspot.com/">http://executive-manners.blogspot.com/</a><br />
(Exit Interview) <a href="http://exit-interview.blogspot.com/">http://exit-interview.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">F</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Financial Ratios and Financial Ratio Analysis)</span><span style="color: #006600;"> </span><a href="http://financial-ratios.blogspot.com/" style="color: #006600;">http://financial-ratios.blogspot.com/</a></span><br />
(Financial Services) <a href="http://finance-related-services.blogspot.com/">http://finance-related-services.blogspot.com/</a><br />
(Free and Authentic Notes on Management) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Functions of Management) <a href="http://functions-of-management.blogspot.com/">http://functions-of-management.blogspot.com/</a><br />
(Food Management: <i>Recipes, Easy to Cook</i>) <a href="http://easytocook-recipes.blogspot.com/">http://easytocook-recipes.blogspot.com/</a><br />
(Food Management: <i>Recipes, Exotic)</i> <a href="http://tastetherecipes.blogspot.com/">http://tastetherecipes.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">G</span></b><br />
<span style="color: white;">(Games and Icebreakers for Trainers)</span><span style="color: black;"> <span style="color: #de7008;"><a href="http://training-games.blogspot.com/">http://training-games.blogspot.com/</a></span></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_7">Gemba</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_8">Kaizen</span>) <a href="http://gemba-kaizen-improvement.blogspot.com/">http://gemba-kaizen-improvement.blogspot.com/</a><br />
(General Knowledge Management- <i>GK</i>) <a href="http://general-knowledge-gk.blogspot.com/">http://general-knowledge-gk.blogspot.com/</a><br />
(General Knowledge Management- <i>Top 5/Top 10 of Everything</i>) <a href="http://top-five-everything.blogspot.com/">http://top-five-everything.blogspot.com/</a><br />
(Genuine Professional- <i>Long Article</i>) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><a href="http://knol.google.com/k/shyam-bhatawdekar/the-genuine-professional/6txz9nck6g3/10"></a><br />
(Global Mindset) <a href="http://global-mindset.blogspot.com/">http://global-mindset.blogspot.com/</a><br />
(Goal/Target Setting) <a href="http://goal-target-setting.blogspot.com/">http://goal-target-setting.blogspot.com/</a><br />
(Good Boss) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(Great Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Group Discussion) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Discussion for Job Seekers and Students) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Dynamics) <a href="http://group-dynamics-process.blogspot.com/">http://group-dynamics-process.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">H</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Health and Safety Management)</span><span style="color: #006600;"> </span><a href="http://safety-health-management.blogspot.com/" style="color: #006600;">http://safety-health-management.blogspot.com/</a></span><br />
(Health Management- <i>Cholesterol Control</i>) <a href="http://controlling-cholesterol.blogspot.com/">http://controlling-cholesterol.blogspot.com/</a><br />
(Health Management- <i>Homeopathy</i>) <a href="http://homeopathy-medicines.blogspot.com/">http://homeopathy-medicines.blogspot.com/</a><br />
(Health Management- <i>Exercises</i>) <a href="http://exercises-plan.blogspot.com/">http://exercises-plan.blogspot.com/</a><br />
(Health Management- <i>Quit Smoking</i>) <a href="http://quit-smoking-plan.blogspot.com/">http://quit-smoking-plan.blogspot.com/</a><br />
(Health management- <i>Swine Flu and Its Prevention</i>) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
(Health Management- <i>Walking</i>) <a href="http://walking-plan.blogspot.com/">http://walking-plan.blogspot.com/</a><br />
(How to Be a Good Boss?) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(How to Get Promoted?) <a href="http://get-promoted.blogspot.com/">http://get-promoted.blogspot.com/</a><br />
(How to Save Money?) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(How to Save Money?- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Home Management- <i>Home Page for All Home Tips</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
(HR Dynamics) <a href="http://hrm-dynamics.blogspot.com/">http://hrm-dynamics.blogspot.com/</a><br />
(HR Strategies and Functions) <a href="http://strategic-functions-hrm.blogspot.com/">http://strategic-functions-hrm.blogspot.com/</a><br />
(Human Capital Architecture) <a href="http://human-capital-architecture.blogspot.com/">http://human-capital-architecture.blogspot.com/</a><br />
(Human Relations) <a href="http://human-relations-aspect.blogspot.com/">http://human-relations-aspect.blogspot.com/</a><br />
(Human Resource Management- Comprehensive Coverage of HRM) <a href="http://human-resource-management-hrm.blogspot.com/">http://human-resource-management-hrm.blogspot.com/</a><br />
(Human Resource Planning) <a href="http://human-resource-planning.blogspot.com/">http://human-resource-planning.blogspot.com/</a><br />
(Human Software- HSoftware) <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">I</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(I Am Liberated- Life Management)</span><span style="color: black;"> </span></span><a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
<span style="color: #006600;"><span style="color: white;">(I Am OK, You Are OK)</span><b style="color: #006600;"> </b><a href="http://life-positions.blogspot.com/" style="color: #006600;">http://life-positions.blogspot.com/</a></span><br />
<span style="color: white;">(Icebreakers and Energizers)</span><span style="color: black;"> <a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a></span><br />
(Internal Motivation or Self Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Interpersonal Relations) <a href="http://interpersonal-relations.blogspot.com/">http://interpersonal-relations.blogspot.com/</a><br />
(Interview Skills) <a href="http://interviewing-skill.blogspot.com/">http://interviewing-skill.blogspot.com/</a><br />
(Interview Preparation for Job Seekers) <a href="http://interview-preparation-jobs.blogspot.com/">http://interview-preparation-jobs.blogspot.com/</a><br />
(Interview Questions) <a href="http://interview-question-bank.blogspot.com/">http://interview-question-bank.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">J </span></b><br />
<span style="color: white;">(Johari Window)</span><span style="color: black;"> <a href="http://johari-window-model.blogspot.com/"><span style="color: #de7008;">http://johari-window-model.blogspot.com/</span></a></span><br />
(Just in Time Management- <i>JIT</i>) <a href="http://just-in-time-management.blogspot.com/">http://just-in-time-management.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">K</span></b></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_10">Kaizen</span>) <a href="http://kaizen-improvement.blogspot.com/">http://kaizen-improvement.blogspot.com/</a><br />
(Knowledge Management) <a href="http://knowledge-management-initiative.blogspot.com/">http://knowledge-management-initiative.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">L</span></b></span><br />
(Lead Time Management) <a href="http://lead-time-management.blogspot.com/">http://lead-time-management.blogspot.com/</a><br />
(Leadership) <a href="http://lead-max.blogspot.com/">http://lead-max.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
(Lean Enterprise) <a href="http://lean-organization.blogspot.com/">http://lean-organization.blogspot.com/</a><br />
(Learning Organization) <a href="http://learning-organization-profile.blogspot.com/">http://learning-organization-profile.blogspot.com/</a><br />
(Life Management- Latest <i>HSoftware</i> Model) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Life Management- I Am Liberated; Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Life Management: Success in Life) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Life Management: My Exotic Dream: World Peace and Other Good Things of Life)<br />
<div style="color: #134f5c;">
<span style="font-size: small;"><a href="http://exotic-dreaming.blogspot.in/"><span style="color: #b45f06;">http://exotic-dreaming.blogspot.in/</span></a></span></div>
(Life Positions and OKness) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Life Skills) <a href="http://life-skills-competencies.blogspot.com/">http://life-skills-competencies.blogspot.com/</a><br />
(Listening) <a href="http://listen-skills.blogspot.com/">http://listen-skills.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">M</span></b></span><br />
(Management Anecdotes) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Managenent Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Management Book- Best Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(Management Games, Management Exercises, Icebreakers and Energizers)<a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a><br />
(Managing Life- Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Management in Life, Profession, Family and Society) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Management Information System- <i>MIS</i>) <a href="http://management-information-system-mis.blogspot.com/">http://management-information-system-mis.blogspot.com/</a><br />
(Managing/conducting Meetings) <a href="http://managing-meetings.blogspot.com/">http://managing-meetings.blogspot.com/</a><br />
(Management Notes- Free and Authentic) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Marginal Utility) <a href="http://marginal-utility-concept.blogspot.com/">http://marginal-utility-concept.blogspot.com/</a><br />
(Marketing Management Overview) <a href="http://marketing-management-overview.blogspot.com/">http://marketing-management-overview.blogspot.com/</a><br />
(Marketing Orientation) <a href="http://marketing-orientation.blogspot.com/">http://marketing-orientation.blogspot.com/</a><br />
(Marketing Management Tasks) <a href="http://marketing-management-tasks.blogspot.com/">http://marketing-management-tasks.blogspot.com/</a><br />
(Market research) <a href="http://market-research-function.blogspot.com/">http://market-research-function.blogspot.com/</a><br />
(Market Segmentation) <a href="http://market-segment.blogspot.com/">http://market-segment.blogspot.com/</a><br />
(Mentoring) <a href="http://mentor-mentorship.blogspot.com/">http://mentor-mentorship.blogspot.com/</a><br />
(Money Management: <i>How to Save Money</i>) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Money Management: How to Save Money- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Motivation) <a href="http://motivation-people.blogspot.com/">http://motivation-people.blogspot.com/</a><br />
(Management Encyclopedia- Everything on Management and Leadership) <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">N</span></b></span><br />
(Negotiation Skills) <a href="http://negotiating-skills.blogspot.com/">http://negotiating-skills.blogspot.com/</a><br />
(Negotiation Tactics) <a href="http://negotiation-tactics.blogspot.com/">http://negotiation-tactics.blogspot.com/</a><br />
(Non-verbal Communication or Body Language) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">O</span></b></span><br />
(Objection Handling) <a href="http://objection-handling.blogspot.com/">http://objection-handling.blogspot.com/</a><br />
(OKness or Life Positions) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Organization Development- <i>OD</i>) <a href="http://organization-development-od.blogspot.com/">http://organization-development-od.blogspot.com/</a><br />
(Organizational Culture) <a href="http://organizational-culture-values.blogspot.com/">http://organizational-culture-values.blogspot.com/</a><br />
(Out of Box Ideas) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Outsourcing) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Ownership on Job) <a href="http://job-ownership.blogspot.com/">http://job-ownership.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">P</span></b></span><br />
(Paradigm and Paradigm Shift) <a href="http://paradigm-mindset.blogspot.com/">http://paradigm-mindset.blogspot.com/</a><br />
(Parental Responsibilities- <i>family management</i>) <a href="http://parental-responsibilities.blogspot.com/">http://parental-responsibilities.blogspot.com/</a><br />
(Pareto Analysis or ABC Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Participative Processes, Participative Management- <span style="font-family: "calibri";">Democracy) </span><a href="http://democracy-liberation.blogspot.com/"><span style="color: blue; font-family: "times" , "times new roman" , serif;">http://democracy-liberation.blogspot.com/</span></a><br />
(Performance Management: Wholesome HR System) <a href="http://performance-management-appraisal.blogspot.com/"><span style="color: #de7008;">http://performance-management-appraisal.blogspot.com/</span></a><br />
(Performance Management and Appraisal) <a href="http://performance-appraisal-management.blogspot.com/">http://performance-appraisal-management.blogspot.com/</a><br />
(Personality) <a href="http://human-personality.blogspot.com/">http://human-personality.blogspot.com/</a><br />
(Personal Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Positive Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Presentation Skills) <a href="http://presentation-effectiveness.blogspot.com/">http://presentation-effectiveness.blogspot.com/</a><br />
(Problem Solving) <a href="http://problem-solving-skill.blogspot.com/">http://problem-solving-skill.blogspot.com/</a><br />
(Product Knowledge: <i>Home Page for All Products) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a></i><br />
(Product Knowledge- <i>Cars</i>) <a href="http://cars-products.blogspot.com/">http://cars-products.blogspot.com/</a><br />
(Product Knowledge- <i>Chocolates</i>) <a href="http://chocolates-products.blogspot.com/">http://chocolates-products.blogspot.com/</a><br />
(Product Knowledge- <i>Flowers</i>) <a href="http://flowers-products.blogspot.com/">http://flowers-products.blogspot.com/</a><br />
(Product Knowledge- <i>Greeting Cards</i>) <a href="http://greeting-cards-products.blogspot.com/">http://greeting-cards-products.blogspot.com/</a><br />
(Product Knowledge- <i>Cell Phones</i>) <a href="http://mobilephones-products.blogspot.com/">http://mobilephones-products.blogspot.com/</a><br />
(Professional- Genuine Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Professional Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Profit Improvement) <a href="http://profit-improvement.blogspot.com/">http://profit-improvement.blogspot.com/</a><br />
(Project Management) <a href="http://management-of-project.blogspot.com/">http://management-of-project.blogspot.com/</a><br />
(Psychological Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Public Speaking) <a href="http://public-speak-skill.blogspot.com/">http://public-speak-skill.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Q</span></b></span><br />
(Qualities of CEO) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Quality Circles History) <a href="http://quality-circles-history.blogspot.com/">http://quality-circles-history.blogspot.com/</a><br />
(Quality Circles) <a href="http://quality-circles.blogspot.com/">http://quality-circles.blogspot.com/</a><br />
(Quality Function Deployment- <span class="blsp-spelling-error" id="SPELLING_ERROR_13"><i>QFD</i></span> and House of Quality) <a href="http://quality-function-deployment.blogspot.com/">http://quality-function-deployment.blogspot.com/</a><br />
(Quality Gurus) <a href="http://quality-gurus.blogspot.com/">http://quality-gurus.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">R</span></b></span><br />
(Recession: How to Avert Recession, How to Combat Recession and Then, How to Move Ahead?) <a href="http://recession-global.blogspot.in/">http://recession-global.blogspot.in/</a><br />
(Recession Management) <a href="http://recession-management.blogspot.com/">http://recession-management.blogspot.com/</a><br />
(Recession: Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Recruitment and Selection) <a href="http://recruitment-selection.blogspot.com/">http://recruitment-selection.blogspot.com/</a><br />
(Research Methodology) <a href="http://research-work-methodology.blogspot.com/">http://research-work-methodology.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">S</span></b></span><br />
(Safety and Health Management) <a href="http://safety-health-management.blogspot.com/">http://safety-health-management.blogspot.com/</a><br />
(Sales/Selling Process) <a href="http://selling-process.blogspot.com/">http://selling-process.blogspot.com/</a><br />
(Sales Promotion) <a href="http://sales-promotion.blogspot.com/">http://sales-promotion.blogspot.com/</a><br />
(Save Money) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Self-awareness: Getting Introduced to Self) <a href="http://self-concept-awareness.blogspot.in/">http://self-concept-awareness.blogspot.in/</a><br />
(Self-concept) <a href="http://self-concept-image.blogspot.com/">http://self-concept-image.blogspot.com/</a><br />
(Self-concept) <a href="http://self-image-concept.blogspot.com/">http://self-image-concept.blogspot.com/</a><br />
(Self-confidence) <a href="http://self-confidence-improvement.blogspot.com/">http://self-confidence-improvement.blogspot.com/</a><br />
(Self Development) <a href="http://managing-self.blogspot.com/">http://managing-self.blogspot.com/</a><br />
(Self Motivation or Internal Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Shyam Bhatawdekar's articles, blogs and knols: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Shyam Bhatawdekar's Effectiveness Model- <i><b>HSoftware</b></i>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a>, <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
(Six Sigma) <a href="http://six-sigma-system.blogspot.com/">http://six-sigma-system.blogspot.com/</a><br />
(Six Thinking Hats) <a href="http://six-thinking-hats.blogspot.com/">http://six-thinking-hats.blogspot.com/</a><br />
(Soft Skills) <a href="http://soft-skills-competencies.blogspot.com/">http://soft-skills-competencies.blogspot.com/</a><br />
(Soft Skills/Competencies: Details of Each Competency) <a href="http://soft-competencies-skills.blogspot.com/">http://soft-competencies-skills.blogspot.com/</a><br />
(Spiritual Quotient/Intelligence) <a href="http://spiritual-quotient.blogspot.com/">http://spiritual-quotient.blogspot.com/</a><br />
(Stories for Children for Child Development) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Statistics- Basics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Strategic Management) <a href="http://strategic-managing.blogspot.com/">http://strategic-managing.blogspot.com/</a><br />
(Stress Management) <a href="http://managing-stress-strain.blogspot.com/">http://managing-stress-strain.blogspot.com/</a><br />
(Stress Management: Stress Freedom: Long Comprehensive Article) <a href="http://stress-freedom.blogspot.in/">http://stress-freedom.blogspot.in/</a><br />
(Sub-contracting) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Success) <a href="http://success-achievement.blogspot.com/">http://success-achievement.blogspot.com/</a><br />
(Success in Life: Life Management) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Supply Chain Management) <a href="http://manage-supply-chain.blogspot.com/">http://manage-supply-chain.blogspot.com/</a><br />
(Supply and Demand) <a href="http://supply-demand-laws.blogspot.com/">http://supply-demand-laws.blogspot.com/</a><br />
(Swine Flu and Its Prevention) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">T</span></b><br />
(Talent Management) <a href="http://managing-talent.blogspot.com/">http://managing-talent.blogspot.com/</a><br />
(Team Building) <a href="http://team-building-working.blogspot.com/">http://team-building-working.blogspot.com/</a><br />
(Telephone Etiquette) <a href="http://telephone-etiquette.blogspot.com/">http://telephone-etiquette.blogspot.com/</a><br />
(Three Sixty Degrees Appraisal System) <a href="http://three-sixty-degrees-feedback.blogspot.com/">http://three-sixty-degrees-feedback.blogspot.com/</a><br />
(Time Management) <a href="http://time-life-management.blogspot.com/">http://time-life-management.blogspot.com/</a><br />
(Total Productive Maintenance- <span class="blsp-spelling-error" id="SPELLING_ERROR_14"><i>TPM</i></span>) <a href="http://total-productive-maintenance.blogspot.com/">http://total-productive-maintenance.blogspot.com/</a><br />
(Total Quality Management- <i>TQM</i>) <a href="http://total-quality-concept.blogspot.com/">http://total-quality-concept.blogspot.com/</a><br />
(Training and Development) <a href="http://training-function.blogspot.com/">http://training-function.blogspot.com/</a><br />
(Training Games) <a href="http://training-games.blogspot.com/"><span style="color: #de7008;">http://training-games.blogspot.com/</span></a><br />
(Trainers’ Qualities) <a href="http://trainers-qualities.blogspot.com/">http://trainers-qualities.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainers.blogspot.com/">http://train-trainers.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainer.blogspot.com/">http://train-trainer.blogspot.com/</a><br />
(Training of Trainers- Comprehensive at One Place) <a href="http://training-of-trainers.blogspot.com/">http://training-of-trainers.blogspot.com/</a><br />
(Transaction Analysis- <i>TA</i>) <a href="http://transaction-analysis.blogspot.com/">http://transaction-analysis.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>India</i>) <a href="http://india-tours-sightseeing.blogspot.com/">http://india-tours-sightseeing.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>World</i>) <a href="http://sightseeing-guide.blogspot.com/">http://sightseeing-guide.blogspot.com/</a><br />
(Tourism, Trave and Sightseeing Management- <i>World Heritage Sites</i>) <a href="http://world-heritage-spots.blogspot.com/">http://world-heritage-spots.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_15">TRIZ: </span>Inventive Problem Solving) <a href="http://triz-problem-solving.blogspot.com/">http://triz-problem-solving.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">V</span></b><br />
(Value Engineering/Analysis) <a href="http://value-engineering-analysis.blogspot.com/">http://value-engineering-analysis.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">W</span></b></span><br />
(Winners and Losers) <a href="http://winners-losers.blogspot.com/">http://winners-losers.blogspot.com/</a><br />
(Work Study: Method Study and Work Measurement) <a href="http://workstudy-measurement.blogspot.com/">http://workstudy-measurement.blogspot.com/</a><br />
(Work Methods or Practices: Efficient) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(World Class Manufacturing) <a href="http://world-class-manufacturing.blogspot.com/">http://world-class-manufacturing.blogspot.com/</a><br />
(Writings of Shyam Bhatawdekar on Management) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Written Communication) <a href="http://written-communication.blogspot.com/">http://written-communication.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Z</span></b></span><br />
(Zero Based Budgeting) <a href="http://zero-based-budgeting.blogspot.com/">http://zero-based-budgeting.blogspot.com/</a><br />
<br /></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-56227119905774206202010-07-15T00:34:00.002-07:002017-09-18T05:19:35.877-07:00The Super Mart<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
Super Manufacturing Inc, abbreviated as SM, is a very huge organization by any standards. In its one and only factory, it employs more than 25000 employees under one roof. The company is a seat of tradition and culture since it has already existed for more than 80 years. Not only it embraces all kinds of manufacturing activities, it also envelops within it various other colorful human transactions. The large employee strength of 25000 people produces a very conducive environment for these colorful human exchanges. And for that reason, the insiders- its employees call it as SM- full form being Super Mart.<br />
<br />
An early morning exchange of dialogues between the husband and wife at many homes of the employees of SM is typical representation of one of the several human transactions that take place within the premises of SM- the Super Mart. Here is an example:<br />
<br />
Wife says to husband (employee of SM), “I am making pan cakes for the breakfast today. Today’s item in the menu of the breakfast of your factory cafeteria is all rubbish, you were telling. And they make it no good.”<br />
<br />
Husband replies, “Do not take the trouble. Today my friend who runs his own regular and private breakfast counter for the first fifteen minutes at the start of the shift is introducing a new item- the North Indian samosa. It is a spicy delicacy. He promised all of his regulars that samosas made by his wife are brilliant. I overheard it and I am going to patronize him today. So, skip the pan cake, I will relish the yummy samosas and I promise to get couple of them packed for you too.”<br />
<br />
Wife comments, “Hey, you are a darling. And I must say that you do have talents in your factory. Great. Do give them enough business so that they keep making and selling such wonderful eats in the factory.”<br />
<br />
Now, let us turn to one of the scenarios within the factory:<br />
<br />
Subbaramani, a senior manager has to surprise his better half on her birthday which he had forgotten about totally till this afternoon. For past few years, after being together in the wedlock for more than 25 years, this senior manager often forgets his wife’s birthday. But since one of his younger assistants wants to go home early today to celebrate his second marriage anniversary, this senior manager remembers about his own wife’s birthday. So, he wants to surprise his wife by presenting her a gift.<br />
<br />
He dials a number on his office intercom and speaks to Peter. Peter is the master craftsman on one of the shop floors of the factory who sells various dress materials to the employees of the factory including the managers. Subbaramani is Peter’s regular customer and calls him directly only when he is need of the wares sold by Peter. He asks, “Peter, is that you?”<br />
<br />
Peter asks, “Is that Subbaramani sir? Good afternoon sir. Sir, why did you take the troubles to ring me? I myself was about to telephone you to give you the good news that the new stock of dress materials has arrived. Will you come to my department please to have a look at them? I have all of them in my cupboard. Sir, please hurry up before the fresh stock gets sold out- there is a big demand in the factory.”<br />
<br />
And then, without any further delay, Subbaramani walks to Peter’s department and buys an expensive piece of dress material as a gift to his wife to surprise her.<br />
<br />
Here is one more scene from the premises of the factory:<br />
<br />
The general manager of production department is one of the busiest senior executives. He spends some 15 to 16 hours of his day in the factory on the production shop floors. Some employees gossip, “His wife is not all that attractive, that’s why.” So this general manager does not find time even to file his income tax returns.<br />
<br />
But he is not much worried. Exactly before 15 days of the last date for filing the income tax returns, one of his able assistants who carries out a side business of filing income tax returns of all the senior managers of the factory comes to his office and does that job for him. The general manager willingly pays him the professional fee as demanded by him.”<br />
<br />
This able assistant of the general manager does not encroach the territory of other two employees of the factory working in some other technical departments. As far as their private business in the factory is concerned, they also act as income tax return specialists but who specialize in filling the income tax return forms for junior managers and workers respectively. The three have a good understanding among themselves and have demarcated their areas of operation quite well.<br />
<br />
While some of these employees of SM turned part time businessmen within SM charge for providing their expert services at the door step, the chief of quality assurance department, quite senior in age, does it free of charge as a fatherly gesture and as a philanthropist. He is an avid student of astrology, horoscopes and palmistry. Every day, at the beginning of the day, he calls his test pilot over the phone and warns him about the inauspicious time slot of the day during which the pilot should not undertake the test flight of the small and light passenger aircraft the factory produces (aircraft is one of the several products the factory produces). The test pilot abides it truthfully.<br />
<br />
Some of these intrapreneurs (internal entrepreneurs) have seasonal business loads. For example, Raj- the personal secretary of head of human resources department- takes the bookings for renting out the seven taxi cars of different descriptions he owns. He uses the factory’s intercom system without any hesitation to take these bookings from the other employees of the factory. His own boss also hires his cars when needed. Raj is extremely busy scheduling his seven cars on various holiday tours particularly during the summer months.<br />
<br />
He receives a call from one of the employees of the factory, “Raj, is your air-conditioned luxury car available for a week from 15th April? I am going on a holiday with my wife and kids and this time I want to give them a real luxurious treat. So I want only that car.”<br />
<br />
Raj replies, “Just give me a sec. Let me check the allotment of cars on the spread sheet.” (Raj uses factory’s computer for this purpose). After checking, he resumes, “I must say, you are lucky. That car will be back from another trip on 14th April late evening. No problems. So, I am taking your confirmed booking. Enjoy the holidays, buddy.”<br />
<br />
Then there are employees who are life, vehicle, property and health insurance agents. They have a ready captive customer base of 25000+ people right inside the factory premises. Barring a few, all the employees have bought one or the other insurance policy from them. Good show.<br />
<br />
Recently a management consultant was contracted by the management of the company to study the human resources practices being followed in the company and to suggest further improvement measures.<br />
<br />
The consultant studied the things pretty thoroughly observing various aspects of human resources in the factory. Apart from using his usual management models and techniques, he also used his innate wisdom of a detective for carrying out in-depth and confidential investigations in certain areas which he perceived as extraordinary areas after completing his study. These areas particularly belonged to the areas of operation described earlier. And he said to himself, “Aha, eureka!! Now I do have some stuff to impress my client.”<br />
<br />
Then he was ready to make his interim presentation of findings and recommendations to the executive director in charge of the entire factory operations. The executive director was a veteran of the organization.<br />
<br />
He met the executive director and told him, “I have some very startling and disturbing facts to share with you in the matters of certain extraordinary activities being carried out by many of your employees which are of extraneous nature in relation to their specified duties and responsibilities within the organization.”<br />
<br />
The executive director retorted, “What do you mean by that? Can you put it to me in simpler and direct terms?”<br />
<br />
The consultant answered, “What I mean to say is that many of your employees secretly run their private businesses within the factory premises. Not only the workers but even the managers are patronizing these activities. The organization is losing a large number of man hours because of this apart from the indiscipline it has brought inside the factory. You may like to take a serious view of it. I have some very specific recommendations for tackling this problem. I will like to present them to you now.”<br />
<br />
The executive director himself had been the beneficiary of these extraneous activities of his various employees. And every time he used those services, he had felt relieved, relaxed and comfortable. And he thought quickly to himself, “Come to think of it, has all of this behavior of my employees adversely affected the bottom line of my company? Certainly not.” So, he had a hearty laugh within his own mind. That could not have been seen by the consultant.<br />
<br />
Apparently, the executive director was composed and in a pensive mood said, “Skip that for now. Do you have any other things to share with me? Then please go on with the rest of your presentation. I will be more interested in them.”<br />
<br />
The consultant remained puzzled and stunned over the super cool behavior and reactions of the executive director on the revelations which he had just made and which he thought were like bomb shells.<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="font-family: georgia, "bitstream charter", serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<b style="font-family: georgia, 'bitstream charter', serif; line-height: 1.5;"><span style="color: #b45f06; font-size: large;">Additional Reading Opportunities</span></b><br />
<div>
<b><span style="color: #b45f06;"><br /></span></b>
<span style="font-size: 21px;"><b><span style="color: #993300;">Alphabetic List of of Management Topics and Their Site URLs</span></b></span><span style="color: black;"></span><br />
<span style="color: white;"><i>(The term "management" here does not limit itself to just about business management but it encompasses management of all kinds of things like life management, home management, family management, health management, travel management, food management and so on).</i></span><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Home Pages for All the Topics</span></b><br />
<b><span style="color: #006600; font-size: 21px;"></span></b><br />
1. (Home Pages for Brief Introduction to All the <i>Business Management Topics</i>) <a href="http://management-universe.blogspot.com/">http://management-universe.blogspot.com/</a>, <a href="http://management-universe-enotes.blogspot.com/">http://management-universe-enotes.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
2. (Home Page for All General and Psychological Counseling) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
<br />
3. (Home Page for All Home Tips: <i>Home and Family Management</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
<br />
4. (Home Page for All Products: <i>Products Knowledge Management</i>) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Numbers</span></b><br />
<b><span style="color: #006600;"></span></b><br />
(5S Housekeeping) <a href="http://5s-housekeeping.blogspot.com/">http://5s-housekeeping.blogspot.com/</a><br />
(5S Housekeeping at Home: <i>Home Management</i>) <a href="http://5s-housekeeping-home.blogspot.com/">http://5s-housekeeping-home.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 21px;">Topics Starting with Alphabets</span></b><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">A</span></b></span><br />
(ABC Analysis or Pareto Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Activity Based Costing- ABC) <a href="http://activitybased-costing.blogspot.com/">http://activitybased-costing.blogspot.com/</a><br />
(Advertising) <a href="http://advertising-mass-communication.blogspot.com/">http://advertising-mass-communication.blogspot.com/</a><br />
(Anecdotes in Management) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Anger Management) <a href="http://controlling-anger.blogspot.com/">http://controlling-anger.blogspot.com/</a><br />
(Articles, blogs and knols of Shyam Bhatawdekar: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Assertiveness) <a href="http://assertiveness-skill.blogspot.com/">http://assertiveness-skill.blogspot.com/</a><br />
(Assessment Centers) <a href="http://assessment-centers.blogspot.com/">http://assessment-centers.blogspot.com/</a><br />
(Authentic and Free Management Notes) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(A to Z of Management Systems) <a href="http://a-z-management-systems.blogspot.com/">http://a-z-management-systems.blogspot.com/</a><br />
(A to Z of Quality Techniques) <a href="http://a-z-quality-techniques.blogspot.com/">http://a-z-quality-techniques.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">B</span></b></span><b><span style="color: #006600;"><br /></span></b>(Balanced Scorecard) <a href="http://balanced-scorecard-system.blogspot.com/">http://balanced-scorecard-system.blogspot.com/</a><br />
(Basic Statistics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Behavioral Safety) <a href="http://behavioral-safety.blogspot.com/">http://behavioral-safety.blogspot.com/</a><br />
(Benchmarking) <a href="http://benchmarking-system.blogspot.com/">http://benchmarking-system.blogspot.com/</a><br />
(Body Language or Non-verbal Communication) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
(Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Books- Best Management Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_0">Boundaryless</span>) <a href="http://shyambhatawdekar.blogspot.com/">http://shyambhatawdekar.blogspot.com/</a><br />
(Brainstorming) <a href="http://brainstorming-technique.blogspot.com/">http://brainstorming-technique.blogspot.com/</a><br />
(Branding- Personal/Professional Branding <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Business Ethics and Ethics in Management) <a href="http://business-management-ethics.blogspot.com/">http://business-management-ethics.blogspot.com/</a><br />
(Business Plan) <a href="http://business-plan-preparation.blogspot.com/">http://business-plan-preparation.blogspot.com/</a><br />
(Business Process <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Reengineering</span>- <span class="blsp-spelling-error" id="SPELLING_ERROR_2"><i>BPR</i></span>) <a href="http://business-process-reengineering-bpr.blogspot.com/">http://business-process-reengineering-bpr.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">C</span></b><br />
<span style="color: white;">(Career Planning within Organizations)</span><span style="color: black;"> <a href="http://organizational-career-planning.blogspot.com/">http://organizational-career-planning.blogspot.com/</a></span><br />
<span style="color: white;">(Case Method)</span><span style="color: black;"> <a href="http://case-method.blogspot.com/">http://case-method.blogspot.com/</a></span><br />
(Case Studies in Management) <a href="http://corporate-case-studies.blogspot.com/">http://corporate-case-studies.blogspot.com/</a><br />
(CEO Roles, Qualities and Competencies) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Change Management) <a href="http://manage-change.blogspot.com/">http://manage-change.blogspot.com/</a><br />
(Child Development: <i>Stories for Children</i>) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Children’s Behavior Problems: <i>Family Management</i>) <a href="http://child-behavior-problems.blogspot.com/">http://child-behavior-problems.blogspot.com/</a><br />
(Coaching) <a href="http://coaching-skill.blogspot.com/">http://coaching-skill.blogspot.com/</a><br />
(Communication) <a href="http://communication-for-business.blogspot.com/">http://communication-for-business.blogspot.com/</a><br />
(Competencies- <i>Life Management</i>) <a href="http://shyam-bhatawdekar.blogspot.com/">http://shyam-bhatawdekar.blogspot.com/</a><br />
(Competency Matrix/Competency Mapping: Success by Building Competencies/Skills) <a href="http://competency-matrix-mapping.blogspot.in/">http://competency-matrix-mapping.blogspot.in/</a><br />
(Competency Mapping) <a href="http://competency-map.blogspot.com/">http://competency-map.blogspot.com/</a><br />
(Competency Matrix) <a href="http://competency-matrix.blogspot.com/">http://competency-matrix.blogspot.com/</a><br />
(Conflict Management) <a href="http://manage-conflict.blogspot.com/">http://manage-conflict.blogspot.com/</a><br />
(Corporate Governance) <a href="http://corporate-governance-policy.blogspot.com/">http://corporate-governance-policy.blogspot.com/</a><br />
(Cost Management) <a href="http://cost-management-control.blogspot.com/">http://cost-management-control.blogspot.com/</a><br />
(Cost of Quality- <span class="blsp-spelling-error" id="SPELLING_ERROR_3"><i>COQ</i></span>) <a href="http://cost-of-quality.blogspot.com/">http://cost-of-quality.blogspot.com/</a><br />
(Counseling at Workplace)<a href="http://counseling-skill.blogspot.com/">http://counseling-skill.blogspot.com/</a><br />
(Counseling: Psychological) <a href="http://counselingfamily.blogspot.com/">http://counselingfamily.blogspot.com/</a><br />
(Creativity- <i>Out of Box Articles</i>) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Creativity and Innovation) <a href="http://creativity-management.blogspot.com/">http://creativity-management.blogspot.com/</a><br />
(Critical Thinking skills) <a href="http://critical-thinking-skills.blogspot.com/">http://critical-thinking-skills.blogspot.com/</a><br />
(Cross Cultural Etiquette and Manners) <a href="http://cross-cultural-etiquette.blogspot.com/">http://cross-cultural-etiquette.blogspot.com/</a><br />
(Customer Orientation) <a href="http://customer-orientation.blogspot.com/">http://customer-orientation.blogspot.com/</a><br />
(Customer Relationship management- <span class="blsp-spelling-error" id="SPELLING_ERROR_4"><i>CRM</i></span>) <a href="http://customer-relationship-crm.blogspot.com/">http://customer-relationship-crm.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">D</span></b></span><b><span style="color: #006600;"><br /></span></b>(Daily Management) <a href="http://daily-management.blogspot.com/">http://daily-management.blogspot.com/</a><br />
(Decision Making) <a href="http://decision-making-role.blogspot.com/">http://decision-making-role.blogspot.com/</a><br />
(Delegation) <a href="http://delegation-skill.blogspot.com/">http://delegation-skill.blogspot.com/</a><br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "times" , "times new roman" , serif;">(Democracy) <a href="http://democracy-liberation.blogspot.com/"><span style="color: blue;"></span></a><span style="color: blue;"><a href="http://democracy-liberation.blogspot.com/">http://democracy-liberation.blogspot.com/</a></span></span><br />
(Design for Manufacture) <a href="http://design-for-manufacture.blogspot.com/">http://design-for-manufacture.blogspot.com/</a><br />
(Dining Etiquette and Table Manners) <a href="http://dining-manners.blogspot.com/">http://dining-manners.blogspot.com/</a><br />
(Discipline at Work) <a href="http://discipline-at-work.blogspot.com/">http://discipline-at-work.blogspot.com/</a></div>
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">E</span></b></span><b><span style="color: #006600;"><br /></span></b>(Effectiveness and Efficiency) <a href="http://effectiveness-efficiency.blogspot.com/">http://effectiveness-efficiency.blogspot.com/</a><br />
(Effectiveness Management: <span class="blsp-spelling-error" id="SPELLING_ERROR_5"><i>HSoftware</i></span>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a><br />
(Efficiency Techniques: Work study: Motion and Time Study) <a href="http://work-study-measurement.blogspot.com/">http://work-study-measurement.blogspot.com/</a><br />
(Efficient Work Methods or Practices) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(Email Etiquette) <a href="http://email-etiquette-manners.blogspot.com/">http://email-etiquette-manners.blogspot.com/</a><br />
(Emotions) <a href="http://emotion-feeling.blogspot.com/">http://emotion-feeling.blogspot.com/</a><br />
(Emotional Intelligence) <a href="http://emotional-quotient-intelligence.blogspot.com/">http://emotional-quotient-intelligence.blogspot.com/</a><br />
(Empowerment) <a href="http://employee-empowerment.blogspot.com/">http://employee-empowerment.blogspot.com/</a><br />
(Enterprise Resource Planning- <span class="blsp-spelling-error" id="SPELLING_ERROR_6"><i>ERP</i></span>) <a href="http://erp-management.blogspot.com/">http://erp-management.blogspot.com/</a><br />
(Entrepreneurship and Entrepreneur) <a href="http://entrepreneurship-entrepreneur.blogspot.com/">http://entrepreneurship-entrepreneur.blogspot.com/</a><br />
(Entertainment Management- <i>English Movies</i>) <a href="http://popular-movies.blogspot.com/">http://popular-movies.blogspot.com/</a><br />
(Entertainment Management- <i>Hindi Movies</i>) <a href="http://hindi-movies-choice.blogspot.com/">http://hindi-movies-choice.blogspot.com/</a><br />
(Executive Etiquette and Manners) <a href="http://executive-manners.blogspot.com/">http://executive-manners.blogspot.com/</a><br />
(Exit Interview) <a href="http://exit-interview.blogspot.com/">http://exit-interview.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">F</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Financial Ratios and Financial Ratio Analysis)</span><span style="color: #006600;"> </span><a href="http://financial-ratios.blogspot.com/" style="color: #006600;">http://financial-ratios.blogspot.com/</a></span><br />
(Financial Services) <a href="http://finance-related-services.blogspot.com/">http://finance-related-services.blogspot.com/</a><br />
(Free and Authentic Notes on Management) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Functions of Management) <a href="http://functions-of-management.blogspot.com/">http://functions-of-management.blogspot.com/</a><br />
(Food Management: <i>Recipes, Easy to Cook</i>) <a href="http://easytocook-recipes.blogspot.com/">http://easytocook-recipes.blogspot.com/</a><br />
(Food Management: <i>Recipes, Exotic)</i> <a href="http://tastetherecipes.blogspot.com/">http://tastetherecipes.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">G</span></b><br />
<span style="color: white;">(Games and Icebreakers for Trainers)</span><span style="color: black;"> <span style="color: #de7008;"><a href="http://training-games.blogspot.com/">http://training-games.blogspot.com/</a></span></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_7">Gemba</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_8">Kaizen</span>) <a href="http://gemba-kaizen-improvement.blogspot.com/">http://gemba-kaizen-improvement.blogspot.com/</a><br />
(General Knowledge Management- <i>GK</i>) <a href="http://general-knowledge-gk.blogspot.com/">http://general-knowledge-gk.blogspot.com/</a><br />
(General Knowledge Management- <i>Top 5/Top 10 of Everything</i>) <a href="http://top-five-everything.blogspot.com/">http://top-five-everything.blogspot.com/</a><br />
(Genuine Professional- <i>Long Article</i>) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><a href="http://knol.google.com/k/shyam-bhatawdekar/the-genuine-professional/6txz9nck6g3/10"></a><br />
(Global Mindset) <a href="http://global-mindset.blogspot.com/">http://global-mindset.blogspot.com/</a><br />
(Goal/Target Setting) <a href="http://goal-target-setting.blogspot.com/">http://goal-target-setting.blogspot.com/</a><br />
(Good Boss) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(Great Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Group Discussion) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Discussion for Job Seekers and Students) <a href="http://group-discussion-gd.blogspot.com/">http://group-discussion-gd.blogspot.com/</a><br />
(Group Dynamics) <a href="http://group-dynamics-process.blogspot.com/">http://group-dynamics-process.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">H</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(Health and Safety Management)</span><span style="color: #006600;"> </span><a href="http://safety-health-management.blogspot.com/" style="color: #006600;">http://safety-health-management.blogspot.com/</a></span><br />
(Health Management- <i>Cholesterol Control</i>) <a href="http://controlling-cholesterol.blogspot.com/">http://controlling-cholesterol.blogspot.com/</a><br />
(Health Management- <i>Homeopathy</i>) <a href="http://homeopathy-medicines.blogspot.com/">http://homeopathy-medicines.blogspot.com/</a><br />
(Health Management- <i>Exercises</i>) <a href="http://exercises-plan.blogspot.com/">http://exercises-plan.blogspot.com/</a><br />
(Health Management- <i>Quit Smoking</i>) <a href="http://quit-smoking-plan.blogspot.com/">http://quit-smoking-plan.blogspot.com/</a><br />
(Health management- <i>Swine Flu and Its Prevention</i>) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
(Health Management- <i>Walking</i>) <a href="http://walking-plan.blogspot.com/">http://walking-plan.blogspot.com/</a><br />
(How to Be a Good Boss?) <a href="http://good-boss.blogspot.com/">http://good-boss.blogspot.com/</a><br />
(How to Get Promoted?) <a href="http://get-promoted.blogspot.com/">http://get-promoted.blogspot.com/</a><br />
(How to Save Money?) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(How to Save Money?- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Home Management- <i>Home Page for All Home Tips</i>) <a href="http://home-tips-tricks.blogspot.com/">http://home-tips-tricks.blogspot.com/</a><br />
(HR Dynamics) <a href="http://hrm-dynamics.blogspot.com/">http://hrm-dynamics.blogspot.com/</a><br />
(HR Strategies and Functions) <a href="http://strategic-functions-hrm.blogspot.com/">http://strategic-functions-hrm.blogspot.com/</a><br />
(Human Capital Architecture) <a href="http://human-capital-architecture.blogspot.com/">http://human-capital-architecture.blogspot.com/</a><br />
(Human Relations) <a href="http://human-relations-aspect.blogspot.com/">http://human-relations-aspect.blogspot.com/</a><br />
(Human Resource Management- Comprehensive Coverage of HRM) <a href="http://human-resource-management-hrm.blogspot.com/">http://human-resource-management-hrm.blogspot.com/</a><br />
(Human Resource Planning) <a href="http://human-resource-planning.blogspot.com/">http://human-resource-planning.blogspot.com/</a><br />
(Human Software- HSoftware) <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">I</span></b></span><span style="color: #006600;"><br /><span style="color: white;">(I Am Liberated- Life Management)</span><span style="color: black;"> </span></span><a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
<span style="color: #006600;"><span style="color: white;">(I Am OK, You Are OK)</span><b style="color: #006600;"> </b><a href="http://life-positions.blogspot.com/" style="color: #006600;">http://life-positions.blogspot.com/</a></span><br />
<span style="color: white;">(Icebreakers and Energizers)</span><span style="color: black;"> <a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a></span><br />
(Internal Motivation or Self Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Interpersonal Relations) <a href="http://interpersonal-relations.blogspot.com/">http://interpersonal-relations.blogspot.com/</a><br />
(Interview Skills) <a href="http://interviewing-skill.blogspot.com/">http://interviewing-skill.blogspot.com/</a><br />
(Interview Preparation for Job Seekers) <a href="http://interview-preparation-jobs.blogspot.com/">http://interview-preparation-jobs.blogspot.com/</a><br />
(Interview Questions) <a href="http://interview-question-bank.blogspot.com/">http://interview-question-bank.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: x-large;">J </span></b><br />
<span style="color: white;">(Johari Window)</span><span style="color: black;"> <a href="http://johari-window-model.blogspot.com/"><span style="color: #de7008;">http://johari-window-model.blogspot.com/</span></a></span><br />
(Just in Time Management- <i>JIT</i>) <a href="http://just-in-time-management.blogspot.com/">http://just-in-time-management.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">K</span></b></span><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_10">Kaizen</span>) <a href="http://kaizen-improvement.blogspot.com/">http://kaizen-improvement.blogspot.com/</a><br />
(Knowledge Management) <a href="http://knowledge-management-initiative.blogspot.com/">http://knowledge-management-initiative.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">L</span></b></span><br />
(Lead Time Management) <a href="http://lead-time-management.blogspot.com/">http://lead-time-management.blogspot.com/</a><br />
(Leadership) <a href="http://lead-max.blogspot.com/">http://lead-max.blogspot.com/</a> and <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
(Lean Enterprise) <a href="http://lean-organization.blogspot.com/">http://lean-organization.blogspot.com/</a><br />
(Learning Organization) <a href="http://learning-organization-profile.blogspot.com/">http://learning-organization-profile.blogspot.com/</a><br />
(Life Management- Latest <i>HSoftware</i> Model) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Life Management- I Am Liberated; Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Life Management: Success in Life) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Life Management: My Exotic Dream: World Peace and Other Good Things of Life)<br />
<div style="color: #134f5c;">
<span style="font-size: small;"><a href="http://exotic-dreaming.blogspot.in/"><span style="color: #b45f06;">http://exotic-dreaming.blogspot.in/</span></a></span></div>
(Life Positions and OKness) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Life Skills) <a href="http://life-skills-competencies.blogspot.com/">http://life-skills-competencies.blogspot.com/</a><br />
(Listening) <a href="http://listen-skills.blogspot.com/">http://listen-skills.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">M</span></b></span><br />
(Management Anecdotes) <a href="http://management-anecdotes.blogspot.com/">http://management-anecdotes.blogspot.com/</a><br />
(Managenent Books- Best Books) <a href="http://best-book-list.blogspot.com/"><span style="color: #de7008;">http://best-book-list.blogspot.com/</span></a><br />
(Management Book- Best Books) <a href="http://best-management-books.blogspot.com/">http://best-management-books.blogspot.com/</a><br />
(Management Games, Management Exercises, Icebreakers and Energizers)<a href="http://management-games-icebreakers.blogspot.com/">http://management-games-icebreakers.blogspot.com/</a><br />
(Managing Life- Freedom from Shackles and Burdens) <a href="http://i-am-liberated.blogspot.in/">http://i-am-liberated.blogspot.in/</a><br />
(Management in Life, Profession, Family and Society) <a href="http://life-effectiveness.blogspot.in/">http://life-effectiveness.blogspot.in/</a><br />
(Management Information System- <i>MIS</i>) <a href="http://management-information-system-mis.blogspot.com/">http://management-information-system-mis.blogspot.com/</a><br />
(Managing/conducting Meetings) <a href="http://managing-meetings.blogspot.com/">http://managing-meetings.blogspot.com/</a><br />
(Management Notes- Free and Authentic) <a href="http://authentic-management-notes.blogspot.com/">http://authentic-management-notes.blogspot.com/</a><br />
(Marginal Utility) <a href="http://marginal-utility-concept.blogspot.com/">http://marginal-utility-concept.blogspot.com/</a><br />
(Marketing Management Overview) <a href="http://marketing-management-overview.blogspot.com/">http://marketing-management-overview.blogspot.com/</a><br />
(Marketing Orientation) <a href="http://marketing-orientation.blogspot.com/">http://marketing-orientation.blogspot.com/</a><br />
(Marketing Management Tasks) <a href="http://marketing-management-tasks.blogspot.com/">http://marketing-management-tasks.blogspot.com/</a><br />
(Market research) <a href="http://market-research-function.blogspot.com/">http://market-research-function.blogspot.com/</a><br />
(Market Segmentation) <a href="http://market-segment.blogspot.com/">http://market-segment.blogspot.com/</a><br />
(Mentoring) <a href="http://mentor-mentorship.blogspot.com/">http://mentor-mentorship.blogspot.com/</a><br />
(Money Management: <i>How to Save Money</i>) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Money Management: How to Save Money- Long Comprehensive Article) <a href="http://manage-moneysaving.blogspot.in/">http://manage-moneysaving.blogspot.in/</a><br />
(Motivation) <a href="http://motivation-people.blogspot.com/">http://motivation-people.blogspot.com/</a><br />
(Management Encyclopedia- Everything on Management and Leadership) <span style="font-family: "calibri" , "sans-serif"; font-size: 11pt; line-height: 16.866666793823242px;"><a href="http://shyam.bhatawdekar.com/"><span style="font-family: "times new roman" , "serif";"><span style="color: blue;">http://shyam.bhatawdekar.com</span></span></a></span><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">N</span></b></span><br />
(Negotiation Skills) <a href="http://negotiating-skills.blogspot.com/">http://negotiating-skills.blogspot.com/</a><br />
(Negotiation Tactics) <a href="http://negotiation-tactics.blogspot.com/">http://negotiation-tactics.blogspot.com/</a><br />
(Non-verbal Communication or Body Language) <a href="http://body-language-communication.blogspot.com/">http://body-language-communication.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">O</span></b></span><br />
(Objection Handling) <a href="http://objection-handling.blogspot.com/">http://objection-handling.blogspot.com/</a><br />
(OKness or Life Positions) <a href="http://life-positions.blogspot.com/">http://life-positions.blogspot.com/</a><br />
(Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Organization Development- <i>OD</i>) <a href="http://organization-development-od.blogspot.com/">http://organization-development-od.blogspot.com/</a><br />
(Organizational Culture) <a href="http://organizational-culture-values.blogspot.com/">http://organizational-culture-values.blogspot.com/</a><br />
(Out of Box Ideas) <a href="http://wow-idea.blogspot.com/">http://wow-idea.blogspot.com/</a><br />
(Outsourcing) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Ownership on Job) <a href="http://job-ownership.blogspot.com/">http://job-ownership.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">P</span></b></span><br />
(Paradigm and Paradigm Shift) <a href="http://paradigm-mindset.blogspot.com/">http://paradigm-mindset.blogspot.com/</a><br />
(Parental Responsibilities- <i>family management</i>) <a href="http://parental-responsibilities.blogspot.com/">http://parental-responsibilities.blogspot.com/</a><br />
(Pareto Analysis or ABC Analysis or 80/20 Rule) <a href="http://abc-pareto-analysis.blogspot.com/">http://abc-pareto-analysis.blogspot.com/</a> or <a href="http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/">http://shyam.bhatawdekar.net/index.php/2011/07/20/abc-analysis-or-pareto-analysis/</a><br />
(Participative Processes, Participative Management- <span style="font-family: "calibri";">Democracy) </span><a href="http://democracy-liberation.blogspot.com/"><span style="color: blue; font-family: "times" , "times new roman" , serif;">http://democracy-liberation.blogspot.com/</span></a><br />
(Performance Management: Wholesome HR System) <a href="http://performance-management-appraisal.blogspot.com/"><span style="color: #de7008;">http://performance-management-appraisal.blogspot.com/</span></a><br />
(Performance Management and Appraisal) <a href="http://performance-appraisal-management.blogspot.com/">http://performance-appraisal-management.blogspot.com/</a><br />
(Personality) <a href="http://human-personality.blogspot.com/">http://human-personality.blogspot.com/</a><br />
(Personal Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Positive Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Presentation Skills) <a href="http://presentation-effectiveness.blogspot.com/">http://presentation-effectiveness.blogspot.com/</a><br />
(Problem Solving) <a href="http://problem-solving-skill.blogspot.com/">http://problem-solving-skill.blogspot.com/</a><br />
(Product Knowledge: <i>Home Page for All Products) <a href="http://products-all.blogspot.com/">http://products-all.blogspot.com/</a></i><br />
(Product Knowledge- <i>Cars</i>) <a href="http://cars-products.blogspot.com/">http://cars-products.blogspot.com/</a><br />
(Product Knowledge- <i>Chocolates</i>) <a href="http://chocolates-products.blogspot.com/">http://chocolates-products.blogspot.com/</a><br />
(Product Knowledge- <i>Flowers</i>) <a href="http://flowers-products.blogspot.com/">http://flowers-products.blogspot.com/</a><br />
(Product Knowledge- <i>Greeting Cards</i>) <a href="http://greeting-cards-products.blogspot.com/">http://greeting-cards-products.blogspot.com/</a><br />
(Product Knowledge- <i>Cell Phones</i>) <a href="http://mobilephones-products.blogspot.com/">http://mobilephones-products.blogspot.com/</a><br />
(Professional- Genuine Professional) <a href="http://professional-genuine.blogspot.in/">http://professional-genuine.blogspot.in/</a><br />
(Professional Branding) <span class="s1"><a href="http://professional-branding.blogspot.com/">http://professional-branding.blogspot.com/</a></span><span class="s2"> or <span class="s3"><a href="http://shyam.bhatawdekar.com/">http://shyam.bhatawdekar.com/</a></span></span><br />
(Profit Improvement) <a href="http://profit-improvement.blogspot.com/">http://profit-improvement.blogspot.com/</a><br />
(Project Management) <a href="http://management-of-project.blogspot.com/">http://management-of-project.blogspot.com/</a><br />
(Psychological Strokes) <a href="http://positive-strokes.blogspot.com/">http://positive-strokes.blogspot.com/</a><br />
(Public Speaking) <a href="http://public-speak-skill.blogspot.com/">http://public-speak-skill.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Q</span></b></span><br />
(Qualities of CEO) <a href="http://ceo-qualities.blogspot.com/">http://ceo-qualities.blogspot.com/</a><br />
(Quality Circles History) <a href="http://quality-circles-history.blogspot.com/">http://quality-circles-history.blogspot.com/</a><br />
(Quality Circles) <a href="http://quality-circles.blogspot.com/">http://quality-circles.blogspot.com/</a><br />
(Quality Function Deployment- <span class="blsp-spelling-error" id="SPELLING_ERROR_13"><i>QFD</i></span> and House of Quality) <a href="http://quality-function-deployment.blogspot.com/">http://quality-function-deployment.blogspot.com/</a><br />
(Quality Gurus) <a href="http://quality-gurus.blogspot.com/">http://quality-gurus.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">R</span></b></span><br />
(Recession: How to Avert Recession, How to Combat Recession and Then, How to Move Ahead?) <a href="http://recession-global.blogspot.in/">http://recession-global.blogspot.in/</a><br />
(Recession Management) <a href="http://recession-management.blogspot.com/">http://recession-management.blogspot.com/</a><br />
(Recession: Opportunities in Recession) <a href="http://recession-opportunity.blogspot.in/">http://recession-opportunity.blogspot.in/</a><br />
(Recruitment and Selection) <a href="http://recruitment-selection.blogspot.com/">http://recruitment-selection.blogspot.com/</a><br />
(Research Methodology) <a href="http://research-work-methodology.blogspot.com/">http://research-work-methodology.blogspot.com/</a><br />
<br />
<span style="font-size: 29px;"><b><span style="color: #006600;">S</span></b></span><br />
(Safety and Health Management) <a href="http://safety-health-management.blogspot.com/">http://safety-health-management.blogspot.com/</a><br />
(Sales/Selling Process) <a href="http://selling-process.blogspot.com/">http://selling-process.blogspot.com/</a><br />
(Sales Promotion) <a href="http://sales-promotion.blogspot.com/">http://sales-promotion.blogspot.com/</a><br />
(Save Money) <a href="http://save-money-ideas.blogspot.com/">http://save-money-ideas.blogspot.com/</a><br />
(Self-awareness: Getting Introduced to Self) <a href="http://self-concept-awareness.blogspot.in/">http://self-concept-awareness.blogspot.in/</a><br />
(Self-concept) <a href="http://self-concept-image.blogspot.com/">http://self-concept-image.blogspot.com/</a><br />
(Self-concept) <a href="http://self-image-concept.blogspot.com/">http://self-image-concept.blogspot.com/</a><br />
(Self-confidence) <a href="http://self-confidence-improvement.blogspot.com/">http://self-confidence-improvement.blogspot.com/</a><br />
(Self Development) <a href="http://managing-self.blogspot.com/">http://managing-self.blogspot.com/</a><br />
(Self Motivation or Internal Motivation) <a href="http://internal-motivation.blogspot.com/">http://internal-motivation.blogspot.com/</a><br />
(Shyam Bhatawdekar's articles, blogs and knols: Home Page) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Shyam Bhatawdekar's Effectiveness Model- <i><b>HSoftware</b></i>) <a href="http://humansoftware.blogspot.com/">http://humansoftware.blogspot.com/</a>, <a href="http://human-software-hsoftware.blogspot.com/">http://human-software-hsoftware.blogspot.com/</a><br />
(Six Sigma) <a href="http://six-sigma-system.blogspot.com/">http://six-sigma-system.blogspot.com/</a><br />
(Six Thinking Hats) <a href="http://six-thinking-hats.blogspot.com/">http://six-thinking-hats.blogspot.com/</a><br />
(Soft Skills) <a href="http://soft-skills-competencies.blogspot.com/">http://soft-skills-competencies.blogspot.com/</a><br />
(Soft Skills/Competencies: Details of Each Competency) <a href="http://soft-competencies-skills.blogspot.com/">http://soft-competencies-skills.blogspot.com/</a><br />
(Spiritual Quotient/Intelligence) <a href="http://spiritual-quotient.blogspot.com/">http://spiritual-quotient.blogspot.com/</a><br />
(Stories for Children for Child Development) <a href="http://stories-children.blogspot.com/">http://stories-children.blogspot.com/</a><br />
(Statistics- Basics) <a href="http://statistics-basic.blogspot.com/">http://statistics-basic.blogspot.com/</a><br />
(Strategic Management) <a href="http://strategic-managing.blogspot.com/">http://strategic-managing.blogspot.com/</a><br />
(Stress Management) <a href="http://managing-stress-strain.blogspot.com/">http://managing-stress-strain.blogspot.com/</a><br />
(Stress Management: Stress Freedom: Long Comprehensive Article) <a href="http://stress-freedom.blogspot.in/">http://stress-freedom.blogspot.in/</a><br />
(Sub-contracting) <a href="http://outsourcing-contracting.blogspot.com/"><span style="color: #de7008;">http://outsourcing-contracting.blogspot.com/</span></a><br />
(Success) <a href="http://success-achievement.blogspot.com/">http://success-achievement.blogspot.com/</a><br />
(Success in Life: Life Management) <a href="http://success-complete.blogspot.in/">http://success-complete.blogspot.in/</a><br />
(Supply Chain Management) <a href="http://manage-supply-chain.blogspot.com/">http://manage-supply-chain.blogspot.com/</a><br />
(Supply and Demand) <a href="http://supply-demand-laws.blogspot.com/">http://supply-demand-laws.blogspot.com/</a><br />
(Swine Flu and Its Prevention) <a href="http://swine-flu-precaution.blogspot.com/">http://swine-flu-precaution.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">T</span></b><br />
(Talent Management) <a href="http://managing-talent.blogspot.com/">http://managing-talent.blogspot.com/</a><br />
(Team Building) <a href="http://team-building-working.blogspot.com/">http://team-building-working.blogspot.com/</a><br />
(Telephone Etiquette) <a href="http://telephone-etiquette.blogspot.com/">http://telephone-etiquette.blogspot.com/</a><br />
(Three Sixty Degrees Appraisal System) <a href="http://three-sixty-degrees-feedback.blogspot.com/">http://three-sixty-degrees-feedback.blogspot.com/</a><br />
(Time Management) <a href="http://time-life-management.blogspot.com/">http://time-life-management.blogspot.com/</a><br />
(Total Productive Maintenance- <span class="blsp-spelling-error" id="SPELLING_ERROR_14"><i>TPM</i></span>) <a href="http://total-productive-maintenance.blogspot.com/">http://total-productive-maintenance.blogspot.com/</a><br />
(Total Quality Management- <i>TQM</i>) <a href="http://total-quality-concept.blogspot.com/">http://total-quality-concept.blogspot.com/</a><br />
(Training and Development) <a href="http://training-function.blogspot.com/">http://training-function.blogspot.com/</a><br />
(Training Games) <a href="http://training-games.blogspot.com/"><span style="color: #de7008;">http://training-games.blogspot.com/</span></a><br />
(Trainers’ Qualities) <a href="http://trainers-qualities.blogspot.com/">http://trainers-qualities.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainers.blogspot.com/">http://train-trainers.blogspot.com/</a><br />
(Train the Trainers) <a href="http://train-trainer.blogspot.com/">http://train-trainer.blogspot.com/</a><br />
(Training of Trainers- Comprehensive at One Place) <a href="http://training-of-trainers.blogspot.com/">http://training-of-trainers.blogspot.com/</a><br />
(Transaction Analysis- <i>TA</i>) <a href="http://transaction-analysis.blogspot.com/">http://transaction-analysis.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>India</i>) <a href="http://india-tours-sightseeing.blogspot.com/">http://india-tours-sightseeing.blogspot.com/</a><br />
(Tourism, Travel and Sightseeing Management- <i>World</i>) <a href="http://sightseeing-guide.blogspot.com/">http://sightseeing-guide.blogspot.com/</a><br />
(Tourism, Trave and Sightseeing Management- <i>World Heritage Sites</i>) <a href="http://world-heritage-spots.blogspot.com/">http://world-heritage-spots.blogspot.com/</a><br />
(<span class="blsp-spelling-error" id="SPELLING_ERROR_15">TRIZ: </span>Inventive Problem Solving) <a href="http://triz-problem-solving.blogspot.com/">http://triz-problem-solving.blogspot.com/</a><br />
<br />
<b><span style="color: #006600; font-size: 29px;">V</span></b><br />
(Value Engineering/Analysis) <a href="http://value-engineering-analysis.blogspot.com/">http://value-engineering-analysis.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">W</span></b></span><br />
(Winners and Losers) <a href="http://winners-losers.blogspot.com/">http://winners-losers.blogspot.com/</a><br />
(Work Study: Method Study and Work Measurement) <a href="http://workstudy-measurement.blogspot.com/">http://workstudy-measurement.blogspot.com/</a><br />
(Work Methods or Practices: Efficient) <a href="http://efficient-work-methods.blogspot.com/">http://efficient-work-methods.blogspot.com/</a><br />
(World Class Manufacturing) <a href="http://world-class-manufacturing.blogspot.com/">http://world-class-manufacturing.blogspot.com/</a><br />
(Writings of Shyam Bhatawdekar on Management) <a href="http://writings-of-shyam.blogspot.com/">http://writings-of-shyam.blogspot.com/</a><br />
(Written Communication) <a href="http://written-communication.blogspot.com/">http://written-communication.blogspot.com/</a><br />
<span style="font-size: 29px;"><b><span style="color: #006600;"></span></b></span><br />
<span style="font-size: 29px;"><b><span style="color: #006600;">Z</span></b></span><br />
(Zero Based Budgeting) <a href="http://zero-based-budgeting.blogspot.com/">http://zero-based-budgeting.blogspot.com/</a></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-30519606013756813602010-07-13T01:00:00.003-07:002017-09-18T05:21:05.279-07:00The Perfect Recruit<div dir="ltr" style="text-align: left;" trbidi="on">
<div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
Keshav Tharur was quite upbeat this morning. He was humming and whistling the tunes of his favorite songs all the morning and was utterly jubilant. This did not go un-noticed by his wife.<br />
<br />
For past few weeks Tharur was quite downtrodden and downcast. His wife had noticed that also. So, she was a quite surprised at the dramatic change of mood of her husband. His wife knew about why her husband was upset for the past few weeks. Keshav Tharur had told the reason himself to his wife. Wife was quite an understanding type of woman. She appreciated Keshav Tharur’s view point in getting upset after his recent transfer from his original department to the new department. It was a matter of loss of identity and substantial earnings for her husband. While she was not particularly concerned about the possible loss of identity of her husband, she surely did worry about the loss of earnings.<br />
<br />
It was not a case of transfer from one department of the factory to other department on demotion resulting in loss of salary or designation or grade. But, after Tharur was transferred from civil engineering department of the biggest factory of High Tech Specialty Products Limited (HTPSL) to its internal audit department, he was quite worried whether it would adversely affect his established practice of palmistry and horoscope reading. His clients for palmistry and horoscope consultations ranged from the workers and supervisors to middle and senior managers of the HTPSL’s biggest factory employing more than 10,000 employees. And he used to carry out this practice from his cubicle (his office) in the factory. With 10,000 employees in the factory, he had a very large captive client base. And he was doing it for nearly more than fifteen years now.<br />
<br />
Tharur was a well qualified civil engineer and had pretty good experience in palmistry and horoscope reading and much less in civil engineering. Now, you will definitely ask a question, “If Tharur is a well qualified civil engineer, how come he has more experience in anything other than civil engineering and particularly in something like palmistry and horoscopes that has no connection with civil engineering?” For that we will have to trace back the history.<br />
<br />
Tharur was recruited in the company from a fairly reputed engineering college campus through a campus recruitment procedure. On his curriculum vitae, Tharur had proclaimed his grasp over palmistry and horoscopes in the “hobbies and interest” section of his bio-data form.<br />
<br />
The chairman of the recruitment committee and head of the civil engineering department of the largest unit of HTPSL, Shankit Sarma was a god fearing man and used to take every step of his personal, family and professional life based on the predictions based on palmistry and horoscopes. For that, he was constantly in touch of a palmist here and a horoscope specialist there and that was a quite a drain on his pocket since these professional palmists and horoscope experts would charge pretty good amount as their professional fees.<br />
<br />
When he read on the resume of Keshav Tharur that he was quite adept at palmistry and horoscopes, it injected a kind of respect in the heart of Shankit Sarma towards this boy Tharur. He manipulated in his mind, “If Keshav Tharur was worth his salt in palmistry and horoscopes, I will recruit him and that will save me the trouble of going to other palmists and horoscope readers and more than that I will save the drain of lots of money that I spend in hiring them. Tharur will be at my beck and call being my assistant and I will not have to pay him (after all salary paid by HTPSL to Tharur will be quite decent).”<br />
<br />
Other than Shankit Sarma, the recruitment committee consisted of one technical expert and one HR expert, both junior to Shankit Sarma in status. Shankit Sarma had almost decided to select Tharur and since he was senior to the other two members of the interview committee, he was confident of bulldozing them in case they objected to the selection of Keshav Tharur on technical grounds. But before all that he wanted to be sure of the expertise of Tharur in palmistry and horoscopes and so he asked the engineering college’s placement office to send Tharur to his room in the guesthouse of the college where he was staying. He thought that he would not get a chance to ask many questions pertaining to palmistry and horoscopes during the interview in presence of his two junior colleagues- it would not look nice.<br />
<br />
And Shankit Sarma was privately and confidentially interviewing Keshav Tharur in his room that evening on palmistry and horoscopes. During the course of the interview, Tharur took the palm of Sarma in his hand and asked Sarma to keep silence. Tharur had brought with him a magnifying glass which he used to read Sarma’s palm. Then examining his palm from various angles and after brooding over it for a considerable period (during which Sarma got very anxious), Tharur gave a broad smile.<br />
<br />
Sarma was quite jittery. He said, “Tell me Tharur, what you saw in my palm? Is it something that I should worry about?”<br />
<br />
Tharur felt that he had an upper hand over Sarma in this interview, “No sir. Nothing to worry about at all. It says that you will recruit a bright engineer as your assistant shortly and you will get a promotion soon. However, the two events seem to reflect on each other. Sir, please do inform me about your promotion as soon as you get it so that I will get some confidence in my prediction capabilities.”<br />
<br />
Shankit Sarma was pleased with himself as well as with Keshav Tharur.<br />
<br />
Next day the interview committee interviewed several candidates from the engineering college campus who could answer the technical questions far better than Keshav Tharur. But Sarma was sure that he must recruit Keshav Tharur since his own promotion depended on it- after all Tharur had predicted that. As per the prediction made by Tharur, the two events were interdependent- only if he recruited Tharur, he had a chance of getting promoted. And also, he wanted a palmist and horoscope consultant on 24 X 7 basis free of cost.<br />
<br />
Sarma’s two junior colleagues in the interview committee showed some initial resistance in the selection of Keshav Tharur but finally yielded to Shankit Sarma. They thought, “After all its Sarma’s funeral if he wanted to select a duffer like Keshav Tharur. How does it matter to us?”<br />
<br />
Sarma selected Tharur provisionally to satisfy his other interview committee members because of their initial objections. He thought that he should not be seen as favoring some particular person. However, his real reason for the selection to be kept as provisional was different and only known to himself. He thought to himself, “I would firm up Tharur’s selection only if his prediction about my promotion comes true.”<br />
<br />
And as luck would have it, the much awaited promotion came to Sarma (Sarma had missed this promotion on last two occasions). Sarma’s respect for the boy Tharur took a high jump and he signed Tharur’s appointment letter.<br />
<br />
Since then, Tharur has been using his cubicle (his office) in the biggest factory of HTPSL to practice palmistry and horoscopes with a prospective captive client base of more than 10,000 people.<br />
<br />
Initially Sarma used Tharur’s expertise of predictions based on palmistry and horoscopes solely for himself and his family members but soon he thought of favoring his two immediate bosses (for obvious reasons). He mentioned to them about the Tharur’s gifted talent in palmistry and horoscopes and then they invited Tharur through Sarma to their cabins from time to time for palm and horoscope reading and consultations.<br />
<br />
And all of us are aware that word of mouth publicity spreads like wild fire. In a very secretive manner, the numbers of managers consulting Tharur went up astronomically. Sarma took a lot of credit for this phenomenon. People who knew about Tharur being Sarma’s find, were grateful to him to install a palmist and horoscope consultant within the very premises of the organization who charged very reasonable consultation fee. And this whole business was conducted during the office hours. They did not have to use their personal and private time for this.<br />
<br />
A few weeks ago, Shankit Sarma retired from the services of the company. A new boss, Prashna Prakhar took over. He was a no nonsense boss, a hard task master and a rationalist. He was intelligent and soon found that Keshav Tharur was the most popular person among many of the top bosses of the organization though he was almost a zero in civil engineering work. He hardly found Tharur on his seat in the cubicle. Most of the time he was on his prediction consultation rounds throughout the factory. If at all he was found on his seat in his cubicle, he was always consulting with one of his clients.<br />
<br />
For quite a few days, Prashna Prakhar just could not make out as to what to do with Keshav Tharur. Keshav Tharur was not only not doing anything worthwhile for his department; he had even spoiled the work discipline of the entire department. Other members of civil engineering department had started whiling away their time too taking clue from the honorary treatment Keshav Tharur was enjoying in the organization for doing nothing. Prashna Prakhar wanted to get rid of Keshav Tharur from his department.<br />
<br />
And the right occasion came up. The internal audit department wanted to speedily fill up a position of an experienced civil engineering expert who could perform pre-audit of all the construction activities of the company. Lots of scams were uncovered lately by the external auditors of the company in the construction activities undertaken in the organization and so, they had recommended a tight internal control by way of having an internal civil engineering auditor to prevent such scams in the future.<br />
<br />
Due to embargo in recruitment from external sources, it was necessary to find out an able person to fill up this position from internal resources. The civil engineering department was the obvious hunting ground. Prashna Prakhar wasted not even a day and recommended Keshav Tharur’s name. Since Tharur was in the good books of many of the important senior members of the factory’s local management team (due to excellent palmistry and horoscope services provided by him), they seconded Prashna Prakhar’s recommendation for Keshav Tharur’s transfer to the internal audit department on promotion.<br />
<br />
Though it is a normal sentiment of ordinary human beings to rejoice over a promotion in the organization, Keshav Tharur proved to be an exception. He did not look at the promotion part seriously but he looked at the transfer part seriously and became very sad. He was getting transferred on promotion to a department called internal audit department which was outside the ambit of the factory’s local management. This department was called the head office department or corporate department and its head of the department used to report directly to the CEO of the company in the corporate office. And these gentlemen and ladies of the corporate departments were least aware of the exciting talents of Keshav Tharur. Plus, his existing clients in the factory would be very apprehensive in contacting a corporate official, that too from the internal audit department for consultations in palmistry and horoscope reading. Thus the whole clientele of Keshav Tharur crumbled right in front of him due to this transfer and equally bad, he lost his total identity.<br />
<br />
And after being barely a week in the new head office department, yesterday evening, he got a call from the private confidential secretary of the CEO of the company. Tharur was quite nervous to start with as he listened to the voice of the confidential secretary of the CEO over the phone. After all, private confidential secretaries are almost treated on par with the CEOs in most of the companies.<br />
<br />
She said, “Is that Tharur I am speaking with?”<br />
<br />
Tharur said, “Yes madam.”<br />
<br />
She said, “I understand that you have recently been appointed as the civil engineering auditor. The boss (CEO) will like to brief you personally. As you are aware, you are now holding a critical position and you should not let down the boss in front of the external auditors. So come prepared. I am telling your head of the department to depute you to the corporate office for a couple of days. It will be your first official visit to the corporate office.”<br />
<br />
Tharur said, “OK madam, I will be there.” And before he could complete his sentence the phone connection was snap cut from the other end.<br />
<br />
Even before Tharur could settle down, the telephone rang again. He lifted the receiver. It was the personal confidential secretary again. This time she was reasonably polite and sweet, “Hey Tharur, I understand from a friend of mine working in the factory site that you are a palmist and a horoscope reader. So when you come here for the meeting with the boss (CEO), please bring along with you all your horoscope charts and your lap top with the necessary horoscope software. I have recommended your name to the boss who was looking out for a horoscope specialist in the city. He is getting his daughter married and he wants to match her horoscope with the possible bride groom. I told him that you are the new recruit in the audit department and you are pretty good at horoscope matching etc and that you have already made an impression on the factory’s managers. Boss was happy and expressed that a known devil from inside the company is always better than outsider particularly for such a critical business. So come prepared to spend an extra day with the boss. And promise, you will not let me down in the eyes of the boss. And you must keep some time aside to read my palm too, but free of any charge- I am already telling you.”<br />
<br />
And before Tharur could complete his sentence, “Thank you madam, I will not let you down and I will……..”, the other side snap cut the telephone connection.<br />
<br />
So, this morning Keshav Tharur was humming and whistling the tunes of his favorite songs not for no reason. He had a solid reason. He was once again reinstated on his prestigious seat of power; no less than the CEO of the company had sponsored him. He did not tell about it to his wife yet. He decided to surprise his wife with this great news after the mission was completed successfully and he was home from his corporate office sojourn.<br />
<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
</div>
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;"><em style="border: none; color: black; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></span></strong><br />
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;"><br /></span></strong>
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<div style="background-color: white; color: #444444; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
</div>
</div>
</div>
<div>
<i></i></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-63067853994040325152010-06-18T03:42:00.003-07:002017-09-18T05:22:17.300-07:00How to Win the Title “Business and Industry Icon of the Decade”?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
With the help of Lalu Chaplus, Tivra Utkarsh, the rapidly rising industrialist, had scaled great heights in the business and industrial world.<br />
<br />
But it was public knowledge that Lalu Chaplus used to use all the possible unconventional methods bordering on unethical or even illegal practices and they were mainly responsible of his boss Tivra Utkarsh’s phenomenal rise. However, it had been quite impossible for anyone to prove that Lalu Chaplus (and so, Tivra Utkarsh) were using really any unethical or illegal practices. Tivra Utkarsh’s company Soaring Heights had hired the top notch law pundits to make sure to utilize the grey areas of the law so that the methods adopted by Lalu Chaplus always fell into these grey areas and could not be proven as unethical or illegal. And in turn, they brought maximum gains for the company the easy way and in turn to Tivra Utkarsh (and so, to Lalu Chaplus) without being caught by the laws of the land.<br />
<br />
The execution was always done by Lalu Chaplus and Tivra Utkarsh was always kept in the background by Lalu. Lalu always made sure that his boss was well protected from the law and projected as Mr Clean. So Utkarsh depended on Lalu fully. This way Lalu became the right hand as well as the left hand man of the industrialist Tivra Utkarsh for which he was being compensated more than sumptuously. Also due to this kind of proximity with the top most boss, Lalu became one of the most feared top level executives and all the people in the organization had to obey him if they wanted to safeguard their jobs. They dared not question the righteousness or otherwise of the diktats of Lalu. His orders were the last words in the company.<br />
Despite becoming stinking rich, Tivra Utkarsh could not get the respectability either within the industry, business and political circles or with the general public. Lalu Chaplus assisted him in buying the respectability he craved for by some means or the other but so far the efforts had dismally failed. So while Tivra Utkarsh amassed tons of money, he just could not buy or earn the respect of the society.<br />
<br />
Then one fine morning, an announcement of Business Universe- a prestigious world class business magazine attracted the attention of Lalu Chaplus. In essence, it read like this, “Business Universe wishes to choose the business and industry icon of the decade based on the public opinion of the entire world’s population. Each person can cast only one vote. Multiple entries by one voter will become invalid. The candidate receiving the highest number of votes will be chosen as the business and industry icon of the decade.” He brought this news item to the notice of Tivra Utkarsh.<br />
<br />
On request of Lalu Chaplus, that evening Tivra Utkarsh and Lalu Chaplus had a secret meeting in the confidential sound proof home office of Utkarsh.<br />
<br />
Utkarsh asked Lalu, “What was the meaning of showing the announcement of Business Universe magazine?”<br />
<br />
Lalu replied, “Mr Utkarsh, today you are one of the top twenty richest people and businessmen on the earth. I wish to see you emerge as the business and industry icon of the decade. So far we have wasted our efforts to win the hearts of the people around us by adopting many means but that did not work. Now, if a highly reputed and serious magazine like Business Universe declares you as the business and industry icon of the decade which you definitely deserve, the whole world will start looking at you that way. You will get tremendous respectability in every strata of society overnight. The magazine Business Universe has great reputation not only among the people connected with industry and business but in the human society as a whole and people take everything published in the magazine as truth and very seriously whatsoever worth that might be.”<br />
<br />
Utkarsh interrupted Lalu, “But Lalu, that’s next to impossible. So many industrialists and businessmen of the world who are already more established and more known by the people will always take away the title. It’s absurd. Come on, let us forget it.”<br />
<br />
But Lalu was insistent, “Mr Utkarsh, please leave it to me. The greatest satisfaction in my life will be to see you getting installed at the top of the world. And I shall do anything for that. Just leave it to me and don’t ask me questions. Hope, you have always believed in my capabilities and approaches. Believe in me this time too. Do not ask me anything about it till you get crowned as the business and industry icon of the world for the decade.”<br />
<br />
Tivra Utkarsh raised his hands in defeat and said, “OK Lalu, I cannot argue with you. I have to give in as I always do where you are concerned. Make sure not to get me into any trouble and then do anything that pleases you. Good luck.”<br />
<br />
Then Lalu got into severe action.<br />
<br />
He called an emergency meeting of all the heads of I.T. (information technology) departments and administrative chiefs of all the 31 companies of Soaring Heights spread in 9 countries in 4 continents.<br />
<br />
Everyone attended the meeting setting aside all the other important pieces of work. Most important work for all of them was to obey the super bosses like Tivra Utkarsh and Lalu Chaplus.<br />
<br />
Lalu Chaplus chaired the meeting (Tivra Utkarsh absented himself as a grand strategy). Lalu instructed all the I.T. managers and administrative managers to listen to him with utmost care and attention and not to interrupt him till he finished.<br />
<br />
He addressed the meeting by saying, “This is a top secret confidential project of the highest importance to our group. It will be in the interest of you all to make this project a sure shot success. The project is to make sure that the group emerges as the most respected business group in the entire world. For this, first your super leader Mr Tivra Utkarsh should be seen and accepted by the world as the most respected industry and business leader. The famous industry and business magazine Business Universe has organized worldwide contest to choose the business and industry icon of the decade. Who else deserves this title but our super boss? Now, you guys tighten up your belt and start off with what I instruct you. Set up hundreds of kiosks and offices all over various cities and towns of various countries in all the four continents. Equip these kiosks and offices with large numbers of the latest computers and internet connections and the software. Staff them with people who are computer literates on three shifts basis. These temporary employees will cast their votes by using computers and internet in favor of our boss day in and day out under different names without stoppage of even a minute. Hand over these kiosks and offices to our various contractors who will take the responsibility of owning them and supervising their operations.”<br />
<br />
Then Lalu Chaplus paused, looked at the attendees of the meeting and was satisfied to see on their faces a weird quizzical look. Then he continued, “As per the magazine Business Universe’s recent announcement the magazine wishes to choose the business and industry icon of the decade based on the public opinion of the entire world’s population. Each person can cast only one vote. Multiple entries by one voter will become invalid. The candidate receiving the highest number of votes will be chosen as the business and industry icon of the decade. So your job is to install all these offices and kiosks within next one week, staff them with employees, hand them over to the contractors and train the contractors on how to conduct the entire operation. The most important thing is that the magazine or their computer software should never suspect that the votes in favor of Mr Tivra Utkarsh are being cast by the same people repeatedly and that the entire operation is being masterminded and managed by us or by the companies of our group Soaring Heights.”<br />
<br />
Then he wanted to dismiss the meeting. But one I.T. manager gathered courage to speak out, “But how’s that possible? Such repeated clicks by the same people again and again can be easily caught in the computer system since each such entry leaves a trace behind and we might be caught.”<br />
<br />
Lalu was very angry at this I.T. manager’s question which he thought was quite stupid. He rebuked, “Well, any fool understands that. That’s why you have been called to think of all the means to make this whole thing look very genuine and well above any suspicion. And we are paying you the fat salaries to work out whatsoever it requires to achieve it. Write suitable software and do any other damn thing to make sure that the entire plan of ours is finally 100% successful in choosing Mr Tivra Utkarsh as the world icon of business and industry of the decade. The whole thing should look natural. Now get started without wasting a single second.”<br />
<br />
Not a single I.T. manager and administrative manager wanted to get fired. No one questioned or talked about the ethical side of this project. They got busy discussing the working details of the entire project. Once they chalked out everything to its finest points, they returned to their respective offices in various group companies of various countries of the four continents.<br />
<br />
The contest to select the world icon of business and industry of the decade took place as scheduled by the magazine Business universe.<br />
<br />
The results of the poll were declared recently.<br />
<br />
And right now the celebrations are on and are being telecast live all over the world and millions of people are watching on their television sets. Business Universe has organized a gala party at a seven star luxury hotel to felicitate Tivra Utkarsh as the world business and industry icon of the decade. A few thousand dignitaries are present in the party and Tivra Utkarsh is the center of attraction and the star of the evening.<br />
<br />
It is understood that Tivra Utkarsh got the maximum votes of the public and he beat the runner up (who is one of the most respected and most known business wizard in the world) by around twelve million votes.<br />
<br />
All the contestants are still scratching their heads to wonder as to what tricks Tivra Utkarsh played on them that they were unable to conceive and apply to win the crown.<br />
<br />
<div style="font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: georgia, "bitstream charter", serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red;">Other Related Reading</span></strong></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">(Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com1tag:blogger.com,1999:blog-7728570985098443925.post-5380347946182397412010-06-05T03:53:00.001-07:002017-09-18T05:23:20.628-07:00Profit in Taking the Blame<div dir="ltr" style="text-align: left;" trbidi="on">
<div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
Funeral of Hoshiyar Sinh became a big affair- beyond anyone’s imagination. He had died while in office of the biggest unit of the conglomerate called Brite Corporation International Limited. Brite Corporation International Limited was still like a family owned organization despite its phenomenal growth and size. When Hoshiyar Sinh died, he held the position of the president of the unit of Brite Corporation and also held an additional responsibility of the department of corporate affairs of the head quarters of the company. The chairman of the company Dhanichand Boman and his son Ajinkya Boman who was the managing director of the company decided to join the funeral procession of Hoshiyar Sinh.<br />
<br />
This was seen quite a departure from the usual protocol. And that’s what made funeral of Hoshiyar Sinh a big affair. Normally the family members who promoted and literally owned the company never attended the funeral of any professional employee of the company howsoever highly placed the dead person might have been in the company. Now, Dhanichand Boman and his son Ajinkya Boman who were the senior most members of Boman family- the promoters of the company, were themselves attending the funeral of Hoshiyar Sinh and it was absolutely unusual. Hoshiyar Sinh was a professional manager and had no relationship with Boman family. Therefore, everyone in the company was astonished.<br />
<br />
But one employee named Tariq Doshi- an old employee of the unit was not at all surprised. While majority of the employees were new and young in this unit and almost everyone of the old employees had either retired or died, Tariq Doshi had been with the company for past more than thirty years. He had joined the company when the company had just started and had just about one small manufacturing unit. At that time he was working in company’s headquarters. After the company grew and had launched this second and the biggest unit of the company he was transferred. He claimed to have seen the entire history of the ups and ups of the company. And he also knew a few inner secrets. And one of them was the reason why Dhanichand Boman and his son Ajinkya Boman had attended Hoshiyar Sinh’s funeral.<br />
<br />
When Tariq Doshi returned to his home after attending the funeral, he was in a very pensive mood. It did not go un-noticed by his wife. She coaxed him to release his tension by sharing his worries with her. And Tariq Doshi finally shared with his wife that one secret that was disturbing him throughout the day and even during the past many years.<br />
<br />
He said to his wife, “I have been carrying a huge burden on my mind all these years. But with the death of Hoshiyar Sinh, I can share it with someone and unburden myself so that when the death comes to me, I can die peacefully. But, please keep this to yourself and only if you promise to do so, I will tell you, otherwise not.”<br />
<br />
His wife was very worried about her husband particularly after listening to what her husband had just told her. So she assured him, “I promise not to divulge a word of what you are about to tell me. But do tell me everything so that you are free of your worries.”<br />
<br />
Then Tariq Doshi narrated the following story to his wife:<br />
<br />
Dhanichand Boman was a highly ambitious person despite the fact that he could not go past the primary school education because of the dire poverty of his father. He needed to work and earn money. So he left studying at school. Since he was educated only till primary school, it was impossible for him to get any decent employment other than that of a menial laborer. A few times he suffered utter humiliation while on the job. And when he could not bear anymore humiliation, he decided to start his own business howsoever small it might be. He thought, “After all in my own business I would be my own master and will save myself of any humiliation from any Tom, Dick and Harry.”<br />
<br />
He also thought, “I will get more opportunities for business in a city rather than in my own village. So I must move to a big city.” So, he moved to the nearest city from his village along with his wife, his small son Ajinkya and Hoshiyar Sinh- his best friend in the village. Hoshiyar Sinh was also a dropout of the primary school just like Dhanichand.<br />
<br />
After going to the city, Dhanichand tried his hand at many types of small businesses using his native wisdom. He knew how to count money and how to count the profits. He also took risks; he had nothing to lose since he was already at the bottom most levels of life. And yes, Dhanichand was a very hard-working man and soon he also learnt the street smartness while doing many odd businesses. With this kind of combination of his traits, he met with success in every business he took up. It took him some ten to twelve years before he could save enough money. On the strength of the saved money, he borrowed more money and built up his first unit- a small manufacturing unit.<br />
<br />
Soon his first unit made him a mini industrialist in his own right. He thought of becoming a bigger industrialist and soon he expanded the operations and his products became very popular with the customers. He soon developed the brand name and listed his company as a limited company. The share value of the stocks of his company in the stock market was progressively going up.<br />
<br />
On the home front too Dhanichand was quite successful. With the newfound wealth, he was providing his son and his wife all the comforts of life. He enrolled his son Ajinkya in city’s most reputed school and then in the most reputed college. He pampered his son like nobody’s business. Now, his son was almost getting ready to join his business. And one fine morning Ajinkya Boman was installed as the managing director of the company.<br />
<br />
Hoshiyar Sinh, Dhanichand’s friend from the village who accompanied him to the city proved to be great help to him in his various businesses. Hoshiyar Sinh was like his man Friday. He was there everywhere with Dhanichand, doing all kinds of odd jobs for him. However, as Dhanichand started flourishing in his business he started keeping distance from Hoshiyar Sinh. Though he still used him for all the odd jobs, his friendship became lukewarm. Hoshiyar Sinh sensed this change. While Dhanichand started becoming richer and richer and prided himself as the chairman of the company, Hoshiyar Singh was given just about a decent salary without any particular title in the company. Hoshiyar Sinh felt hurt by this treatment.<br />
<br />
And then that incident took place that catapulted Hoshiyar Sinh’s life and the lives of Dhanichand and Ajinkya topsy-turvy. I know it because I was the only eye witness to the entire happening. I was watching through the peephole of the room where the incident took place.<br />
<br />
It took place in Ajinkya Boman’s cabin. Since I had joined the company at its inception, the Bomans knew me quite well and I had an easy access to their offices. So, for some official work I had gone to Ajinkya Boman’s office. When I reached the door of the cabin of Ajinkya Boman, I heard heated exchange of words between some people inside the cabin. My curiosity got aroused and I looked through the peephole.<br />
<br />
The overdose of pampering of Ajinkya by his father Dhanichand had made him a spoilt brat. In the process, Ajinkya had become an angry young man- he was short-tempered and shouted and insulted the employees for their small little mistakes. He used to throw the files or anything that was handy at them in the rage of anger. He was a poor listener and non-tolerant of people in general.<br />
<br />
Knowing this weakness of his son, Dhanichand had deputed his mature friend Hoshiyar Sinh as his son’s assistant like a private secretary to him. But Ajinkya would not spare Hoshiyar Sinh also. Getting insults from Ajinkya and feeling distanced from Dhanichand, Hoshiyar Sinh was a very unhappy man.<br />
<br />
Yes, coming back to what I saw through the peephole. I saw Ajinkya shouting at an employee, “Your irresponsible actions have resulted in loss by millions to the company, do you understand? You must die in shame.”<br />
<br />
The employee being shouted upon protested, “Sir, you cannot blame me. You only instructed me to do what I did.”<br />
<br />
Ajinkya got wild on him, “Hey, you liar. Don’t say that again. I can even kill you for that.”</div>
<div>
</div>
<div>
</div>
<div>
</div>
<div>
</div>
<div>
<br />
And then Ajinkya was groping to search something that he wanted to throw at the employee. He did not realize that what came in his hand was a knife and he threw it at the employee with great force. It hit the employee at some delicate part of the body and the employee fell down and soon breathed his last.<br />
<br />
That startled Ajinkya and Hoshiyar Sinh and me. Then I heard the voice of Hoshiyar Sinh. Hoshiyar Sinh was present in Ajinkya's office when this mishap took place.<br />
<br />
Hoshiyar Sinh took the lead and said, “Ajinkya, just sit down. Don’t move. Let us sort this thing out with a cool mind. First of all I am the only witness to this bloody affair. I can ruin your and your father’s life just the way you have ruined mine by neglecting me and insulting me. You guys have become rich by my support and hard work at all the odd jobs that your father and you could not have done. But what did I get in return- a meager salary and no designation. Now is the time to strike a deal. I am used to all the odd jobs and I will do this last one too. But on my terms and conditions. You guys are going to launch the new unit in the near future, your big second manufacturing unit. You must make me incharge of that unit as its president after I come out of the jail. I am willing to take the blame of what happened in this room. You will be a witness in the court proceedings to say that it was an accident in the self-defense. To save ourselves from the insane employee who wanted to hurt us, I intervened and by sheer accident the knife went through the body of the employee causing him instant death. For that I will get the jail sentence of not more than couple of years. After I am released from the jail, you and your father will install me as the president of the new unit with all the powers bestowed in me. If you agree, I will call the police and surrender myself and you and your father will make sure that the best lawyer is recruited to handle the case and I get the minimum sentence. If you do not agree with this proposal of mine, I will still call the police and charge you with the murder.”<br />
<br />
And then the rest we know. Hoshiyar Sinh made sure that he became the president of the biggest unit of the company. Many more units were added to the company later on but Hoshiyar Sinh took care to see that his unit remained the biggest and he had a say in the corporate affairs of the company by becoming head of corporate affairs department in the head quarters in addition to becoming the president of the biggest unit.<br />
<br />
His death took away with him the secret that Dhanichand and Ajinkya think only Hoshiyar Sinh knew. So, Dhanichand and Ajinkya wanted to be sure that Hoshiyar Sinh really got cremated in front of their eyes along with that secret and that’s why they attended the funeral of Hoshiyar Sinh.<br />
<br />
<div style="font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: georgia, "bitstream charter", serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red;">Other Related Reading</span></strong></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">(Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="color: #444444; font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-83287927320284668252010-06-05T03:10:00.002-07:002017-09-18T04:39:33.011-07:00What Is the Limit?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
Ambalal Patel owned a moderate size business. He had approached his middle age and yet had not struck gold. His only ambition in life was to make money and that too lots of money and that too quickly. He was supplier of a few materials that were required in the chemical industry. He was struggling hard for past fifteen years but till date did not get a good break in his business.<br />
<br />
Then one evening while he was attending a social get together, he met one of his old friends after several years. They celebrated their meeting. They had drinks together and started catching up with the events of intervening period. When both of them consumed a good amount of hard liquor, they started talking more intimately and about the secrets of business.<br />
<br />
In the process of this exchange, Ambalal Patel opened up his heart and shared with his friend about his disappointment in not doing the kind of big business that would bring him enormous money. He said, “Despite my best efforts I am not getting any sizable order for supply of my materials. For some reason or the other, the competing suppliers walk away with the plum orders from my clients and I am left high and dry.”<br />
<br />
On the other hand, his friend declared, “I was also struggling for a good number of years like you. But now I am very successful after painful initial twelve years. I have earned more money in just past two years- much more than what I could not earn even in the first twelve years of business”.<br />
<br />
When Ambalal Patel got curious to know the secrets of his sudden success, his friend assigned it to joining Regent Club whose members mostly consisted of corporate executives and businessmen. He advised boastfully like a big brother, “Ambalal, you must have the right contacts. Regent Club is the answer.” Then after blurting out this much involuntarily in his intoxicated state, he stopped this topic here itself and turned to other gossips. He soon realized that he was making mistake by giving out his secrets of business to Ambalal Patel on the platter. Possibly, Ambalal Patel might become his competitor if he knew more about his business secrets. And he would not like it.<br />
<br />
However, Ambalal Patel was quick to retain in his memory the name Regent Club. Next morning, past last night’s hangover, Ambalal Patel developed a terrific craving to visit Regent Club that brought money to his friend. He wanted to explore the possibilities for himself by knowing more about the club.<br />
<br />
He met the manager of Regent Club. Ambalal asked him, “Is the membership in the club open? And if yes, what will be the membership fee?”<br />
<br />
Manager gave him all the information of the club and also emphasized, “Mr Patel, people like you and many corporate managers primarily are the constituent members of the club.” Then, he gave the details of one time entry fee and other annual fees of the club.<br />
<br />
Ambalal Patel was shocked to hear the astronomical fees of the club. He mumbled, “I say, the fees are too steep, far higher than many other clubs of the city. Its an unaffordable expenditure even for a businessman like me.”<br />
<br />
To which the manager replied, “Mr Patel, do not call this as expenditure. Call it investment instead. You will recover the entire fee of the club in just about an year or little over the year and after that, its all profit. This is not my version; this is the version of the members of this club. I hear many of them say so from time to time. I understand from them that the club provides an excellent meeting point to develop business and social networks.”<br />
<br />
Ambalal Patel remembered what his friend had mentioned the previous evening. This Regent Club was responsible for his sudden prosperity. Ambalal Patel did not wish to waste a minute; he was in a real hurry to make lots of money. He joined the club by taking loan from his bank and giving the membership fees to Regent Club.<br />
<br />
To start with, Ambalal was not quite comfortable with the secretive environment of the club. But soon he got introduced to a senior purchasing executive of a fairly big chemical company. The senior purchasing manager’s name was Partho Dey. They struck chords with each other since both were having one thing in common in a big way. Both had insatiable capacity to hold the drinks. Soon they became company to each other, though most of the time Ambalal paid the bills for their drinks and dinner. He remembered the club manager’s words, “Mr Patel, perceive this expenditure as an investment.”<br />
<br />
And soon it worked. Ambalal Patel found an occasion to offer to supply to Partho Dey’s company. When one day, during their drinking time conversation, Partho mentioned that his company was looking out for a reliable source to buy a particular type of chemical material, Ambalal Patel spoke without wasting a minute, “Sir, why do you have to search for a source? The source is sitting right in front of you. I am in the business of supplying the very material you mentioned. I am capable of supplying any amount of it regularly and with 100% reliability.” Partho Dey nodded. Patel thought that to be a good sign. He worked out in his mind, “If Partho Dey places this order on me, it would mean a huge order in terms of volumes and money. And that’s what I need at this point of time.”<br />
<br />
Why was Partho Dey willing to consider Ambalal Patel’s offer? The reason was that Partho Dey was not very happy with his existing supplier since the existing supplier was not meeting the terms and conditions set out by Partho Dey. The existing supplier was not willing to increase the bribe percentage that Partho was demanding now. Partho had raised his expectation of bribe from his current rate of 15% to 25% which the supplier thought was obnoxiously high. He mentioned to Partho that he was willing to stretch up to a cut of maximum of 20%- the going rate with many of the purchase managers of many of the other companies where he was the supplier.<br />
<br />
Now Partho Dey was not much worried about losing his current supplier of many years since he had in front of him a new and hungry supplier- Ambalal Patel who, in his assessment, would be more than willing to grab that huge order on the terms and conditions of 25% bribe amount set out by him. He had gathered that Ambalal Patel was in a hurry to become rich overnight. So, he opened up his cards in front of Ambalal Patel and as expected, Patel readily agreed for 25% kick back demanded by Partho.<br />
<br />
All of this happened over the sixth peg of whisky in the company of Partho Dey that night; Ambalal Patel got the much needed break. He had finally bagged a very big order from a big chemical company. Silently, he thanked his friend who gave him the tip to join Regent Club. He thanked the club manager for sharing his wisdom with him. He thanked Partho for giving the order at 25% kickback (he calculated quickly that despite this kickback he could still make lots of money for himself). He thanked Regent Club.<br />
<br />
He started supplying the material.<br />
<br />
An year went by.<br />
<br />
During this period Ambalal as well as Partho made lots of money.<br />
<br />
Partho and Ambalal also continued maintaining their team spirit over the spirits they consumed together at Regent Club regularly. Of course, Ambalal continued booting the bill.<br />
<br />
And one night, after they had several pegs of whisky, Partho opened up his heart. He put up his cards in front of Ambalal, “Ambalal, you will appreciate that the year went by smoothly for you because of me.”<br />
<br />
Ambalal nodded in affirmation.<br />
<br />
Partho continued, “I wish to further add to your kitty and this time at a very fast rate. You had mentioned to me on several occasions that your main aim in life has been to make huge amounts of money real quickly. Now I wish to help you once more to fulfill that dream of yours. Are you with me?”<br />
<br />
Ambalal Patel was like a mouse in front of the cat. He mumbled, “Sir, can I ever dare to go against your wishes? Please tell me what do you have in mind?”<br />
<br />
Partho said, “To start with, for the next six months, my cut will be raised to50%. We need more material in the company and so the quantity on order for you will be doubled. After six months we will review and work out suitable terms and conditions. Is that OK with you?”<br />
<br />
Ambalal was puzzled. He thought how he could make money if he had to give away 50% of his earnings to Partho. But he did not wish to contradict Partho and annoy him. He remained silent.<br />
<br />
Partho watched Ambalal keenly and patronized by saying, “Look, we are onto experimenting a new thing as a part of our association. That will make you very rich in just about six months. You must be wondering how it can happen when you have to shell out your 50%. I will tell you how. In reality, you will not supply the quantity of material on order. You will physically supply only 50% of the ordered material and yet bill the company for the full amount. I have my boys in the stores department trained in taking care of all of this. So don’t you worry at all and just do as I told you. OK?”<br />
<br />
Ambalal had become a past master in bribing by now but this new proposal coming from Partho was quite startling for his brains. A shiver of great fear ran through his spine. His mind and heart and conscious (?) were not allowing him to go along with Partho on this.<br />
<br />
Partho was an intelligent man. He could sense the legitimate hesitation of Ambalal. He said, “Ambalal, I cannot wait for long but you being my drinking partner, I will give you time to think till tomorrow evening. Give me your consent by tomorrow evening here in the club. Then we will drink to our continued business association. But if you are not willing to be a part of my proposal, do not fear that we will break our drinking association. It will still continue but for the next six months at least, you will not be in a position to be a supplier to my company. You will definitely lose a lot. Also, I cannot guarantee what will happen after six months. I have spotted a new supplier who has just joined our Regent Club and who seems pretty much promising to me. He needs some business urgently. You know that I am willing to help such people.”<br />
<br />
Ambalal Patel tossed and turned in his bed the whole night without getting a single wink of much needed sleep. He was still very afraid to say “yes” to Partho’s proposal.<br />
<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">(Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-72344444944830829762010-05-20T02:01:00.001-07:002017-09-18T04:42:27.556-07:00Three Drawer Management<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
Victor Benjee got an offer of appointment from Traditions Galore Ltd. The offer was undeniably very attractive in terms of money and position offered. He started contemplating in terms of the change. However he was not very sure whether the change would be a right move in his career growth.<br />
<br />
He was quite in friendly terms with his existing boss Jawahar Kurios in his present company Genuine Systemic Ltd. So he could discuss his personal matters with Jawahar Kurios. While generally changing a job is kept quite a secret by almost all the people, Victor found it OK to confide such things in Jawahar. He trusted Jawahar fully in such matters too.<br />
<br />
Therefore, one evening when Jawahar was quite free from his work and was resting in his cabin, Victor dropped in.<br />
<br />
He asked, “Jawahar, do you have about an hour to spend with me? I wish to discuss something personal. Do you remember that you had given me a good reference while I was applying for a senior position in your previous company Traditions Galore? I want your advice in that connection?”<br />
<br />
Jawahar got curious, “Can I congratulate you? I guess they have offered you a job.”<br />
<br />
Victor said, “Yes, they have. And the offer is brilliant. I will get some 55% more money than what you give me here. The designation is more appealing and I stand to get a bigger house, car and cabin.”<br />
<br />
Jawahar laughed, “Then where is the problem? Jump in.”<br />
<br />
Victor said, “But I am not sure about the culture of Traditions Galore Ltd. They say that it’s quite different from Genuine Systemic Ltd. One could find it difficult to work in this new company after having worked for a more professional company like Genuine Systemic. Now you have worked for Traditions Galore for quite some years and you have the first hand information about it. Then who could be a better person than you to guide me on this change?”<br />
<br />
Jawahar replied, “OK. OK. I will tell you all. But that’s based purely on my observations and experience. I will not tell you whether you should leave Genuine Systemic and join Traditions Galore. That will be strictly your decision. But surely, I will fill you with some data.”<br />
<br />
Then Jawahar went on to elaborate, “What you heard is correct. Though it’s huge company by all standards but it is one of those family owned types where family members or their inner circle people have strict controls over all the company activities. In nutshell, Traditions Galore’s Culture is almost opposite of what we do here. For example, our company believes lots in processes and systems where as in Traditions Galore most of the decisions are discretionary. While we have at least some semblance of delegation of power and one can take decisions at different levels, in Traditions Galore the decision making is highly centralized. We are more transparent here but Traditions Galore is full of secrecy. Yet let me hurriedly say that they have their own brand of systems too and they too make huge profits.”<br />
<br />
Victor interrupted, “Jawahar, can you give me some examples from your own experience?”<br />
<br />
Jawahar said, “OK. I will tell you this one experience and you may get a lot of insight. I had joined Traditions Galore after working for a good length of time in a professional multinational company. This multinational company had everything defined on paper and things went strictly in accordance with those things. For example, if I wanted to buy some material or some equipment, the system was very transparent. If I gave convincing justifications for the purchase, I was sure to get it or the sanctioning authority will seek further clarifications from me. And timeline for this type of decision-making and execution was clearly defined. So it was that simple and straight forward.”<br />
<br />
Jawahar took a pause and then continued, “So after joining Traditions Galore, I tried to follow the same system in absence of any systems manual telling me what to do. The CEO of the company had given me a mandate to improve the efficiency of the manufacturing departments by a certain percentage within an year’s period. For achieving this, I needed to induct some specific equipment of the latest technology in the organization. So I made a justification note, attached it to the purchase requisition form and sent it to the CEO. After a week or so, the justification note with the purchase requisition was returned to me via company’s finance department.”<br />
<br />
Victor asked, “Why, did not you have an approved budget for it?”<br />
<br />
Jawahar replied, “I had made provision for it in my budget but finance people used to revisit the budget provision once more on case to case basis when the actual purchase was about to be made. As per them the budget was just a rough guideline. Now this was quite different from my previous organization. In my previous company once a budget was sanctioned, it became sacrosanct for all purposes. But here the CEO passed on my requisition to finance department without even informing me. It was quite strange for me. I had to spend many hours spread over many days to satisfy finance chief. Finally he signed on the dotted line. After this I sent the whole thing once again to my CEO. I waited for almost two weeks but I did not get any approval of the CEO.”<br />
<br />
Victor was surprised, “Then, when did you get the approval?”<br />
<br />
Jawahar replied, “I did not get it. Couple of times I reminded him about my requisition but he posed very busy. Then after repeated follow up from me, he asked me to meet him and explain my plans on how I aimed at increasing the plant efficiency with the new equipment. But every time I requested for his time to do so, he made some excuse or the other and kept on postponing our meeting. Then I got fed up. I was already running out of time and being the first year of my employment I could not risk not achieving the mandate given to me. So I worked out some alternate plans without this technologically advanced equipment and somehow started implementing efficiency improvements.<br />
<br />
Victor got puzzled, “You mean to say that you stopped sending all of your proposal to your CEO and still worked.”<br />
<br />
Jawahar replied, “No, later on I knew the trick of how to get my proposals passed. Somehow with my keen observations I came to know about my CEO’s "Three Drawer System" which in fact was a top secret. Only intelligent people like me could decipher it. I told you earlier that even companies like Traditions Galore have their own brand of systems. My CEO there had a system which I branded as “Three Drawer System”.<br />
<br />
Victor mentioned, “Jawahar, can you throw light on this ‘Three Drawer System’ please?”<br />
<br />
Jawahar said, “I am coming to that. After getting clearance from finance your proposal goes to CEO. The scrutiny by finance itself is the first step of control on the expenditure proposed by you and wasting a couple of weeks. You have to explain a lot to finance people. Only if you are serious about your plan, you will take pains to convince finance department or else you will give up. So finance tests your patience and your seriousness about your proposal. Then your proposal goes to the CEO. Immediately on receiving the proposal, without even looking at it (forget about reading it), he shoves it into the top drawer of his table. Then as I did in my first encounter, you start reminding him about it. He tells you to meet him and explain the whole thing but for a few weeks or sometimes even for a few months he does not give you any time slot for the meeting. At this stage if you go slow on seeking his appointment, then after a few days he transfers your proposal papers to the second drawer (the middle drawer). Then he waits for you to push him for a meeting with him or convince him to give approval without the meeting. For some reason if you shy away from meeting him or you are incompetent to get his ears and convince him, he transfers your proposal to the third drawer (the bottom most one). In fact, since you have already waited all these days, weeks and months getting nothing, most people may totally give up. However few people still may try hard with him and in such a case the proposal papers may start a reverse journey through the drawers. However if you are not able to achieve this, you papers stay in the third drawer and soon find a way in the waste paper basket or the trash bin.”<br />
<br />
Victor was amazed to hear this story, “My god, what an amazing control system! I could have never believed it unless it came from you. So, should I drop the idea of joining them?”<br />
<br />
Jawahar said, “Why, are not they offering you 55% more salary; it’s quite high, one cannot ignore it. And what about the lucrative designation and bigger house, car and cabin? If you refuse, your wife and kids will miss all the fun. You already tasted this culture, why not taste the other culture too? Won’t it be fun for you too?”<br />
<br />
Victor threw up his hands in desperation, “Jawahar, aren’t you joking? Damn it, I am totally confused.”<br />
<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">(Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-11128735541408627462010-05-16T23:18:00.000-07:002017-09-18T04:44:30.189-07:00Fifty Percent Cutter<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
Babu Kutter got the fame as “50% cutter” in the new unit of Famous Expo Industry. The new unit of this company was in its project stage and obviously it had yet to breakeven and to start making profits.<br />
<br />
The President of the unit was indoctrinated into Famous Expo’s very important dogma of thrift. Famous Expo was famous for its economy initiatives and managers of other organizations were deputed to Famous Expo to learn those tricks of the trade which saved enormous money for Famous Expo and earned for it one of the best profit figures in the industry.<br />
<br />
The President of the unit had come up from the ranks in the company and swore by its principles of frugality. The motto of the company was, “Save wherever and whenever even remotely possible”.<br />
<br />
The new unit of Famous Expo which was in its commissioning phase had employed people from various outside organizations. Therefore, they were yet not so conscious about the economy principles of the company.<br />
<br />
Being a new unit, the activity of purchasing this thing or that thing was one of the highest order activities. All kinds of employees from all kinds of departments of the unit used to raise purchase requisitions for various materials required for the completion of the project. Absence of a budgeting system (the unit being new, this system was yet to be formulated for implementation) and absence of consumption norms (again, the unit being new) made it difficult to find out a basis for approval or disapproval of the quantities of materials requisitioned.<br />
<br />
Yet, the President found out a way of controlling the incessant purchases by installing Babu Kutter in the unit’s budget control department. Babu Kutter was a carbon copy of the President at least in the matters of respecting money. He had earlier worked under the shadow of the President in company’s other units. The President was confident that Babu Kutter was a system in himself and that system had a way of controlling the expenses. The President himself did not know exactly how Babu Kutter used to control expenditure in the company; but he knew for sure that it worked thoroughly though it always remained an enigma to him. Yet…….<br />
<br />
As soon as Babu Kutter was brought in the saddle, all the purchase requisitions started getting routed through Babu Kutter before they landed on the desks of the buyers of the unit. Babu Kutter invariably slashed down the quantities on the requisitions. For example, if a user department’s manager asked for purchase of say 100 kilograms of some material, he invariably was made to get a surprise by receiving only say sometimes 70 kilograms or other times say 65 kilograms. When enquired about the short purchases, the buyers would direct their fingers at Babu Kutter of budget control. When they asked Babu Kutter about it, he simply used to say, “Start working with 70 kilograms. Right now the funds are a bit of a problem. Whenever and if you feel the necessity for the rest 30 kilograms, you can always raise a supplementary purchase requisition.”<br />
<br />
The user department’s initial reaction to this was, “Fair enough.” But soon they realized that this story of Babu Kutter was going on and on; short purchases became a rule. Short purchases were creating problems in the expeditious completion of their work. On the other hand constant pressure was created by the President all the time to expedite the project.<br />
<br />
Whenever, the user managers took up this case of short purchases pointing out to Babu Kutter as the reason, the President used to laugh out and say, “Come on. He is doing his job. You should do yours.” And the matter died there.<br />
<br />
Soon user departments learnt a new trick. They would inflate the figures of materials to be purchased by around 25% to 30% over and above what was actually needed, on the purchase requisition slips. And after the cut by Babu Kutter, they would finally receive exactly the quantities of materials they needed. Soon, people stopped complaining to Babu Kutter or the President.<br />
<br />
Babu Kutter and the President were no fools. Stoppage of complaints from user managers alarmed them. They conferred with each other and secretly worked out a new system of budget control.<br />
<br />
From that day onwards, Babu Kutter started cutting the quantities on the purchase requisitions by exactly half. He started applying his well tested formula of 50% cut. Babu Kutter’s job became simpler and more effective. He did not have to think about whether to cut 20% or 25% or 30% or any other percent, he had just one figure to apply i.e. 50%.<br />
<br />
It created havoc amongst the user managers. But they could not do much about it. They had played a trick and now Babu Kutter played a trick. Tit for tat- nothing wrong about it. So, they ganged together to teach Babu Kutter a lesson. And soon an opportunity came their way.<br />
<br />
The President had decided to shift from his make shift city project office to his new permanent factory office. The office needed furnishing and decoration befitting a president of a highly reputed and huge organization of the scale of Famous Expo. Unit’s administrative manager was in charge of this.<br />
<br />
Administrative manager performed his job of furnishing the new factory office of the president meticulously.<br />
<br />
And one fine day, the President wanted to inspect his new factory office and also inaugurate it formally before physically shifting there. All the heads of the departments of the unit along with their key subordinates including the administrative manager and Babu Kutter were invited to attend this inaugural ceremony.<br />
<br />
The president cut the ribbon. Everyone present clapped. And the president entered the office along with all the invitees. The curtains in the office attracted his attention first before he could look at anything else. He noticed that all the curtains were half in length of the standard length really required of those curtains. All the curtains started from the ceiling alright but invariably abruptly ended somewhere in the middle of the window or middle of the wall. They looked like rags and incomplete.<br />
<br />
He was furious. He was fretting and fuming. He looked at the administrative manager accusing him with his eyes gone red and watery, “What’s this joke?” He could not speak any more; he was feeling so very humiliated in front of so many of his subordinate employees.<br />
<br />
The administrative manager said with a calm and quiet disposition, “Sir, I had asked for the full length curtains on my purchase requisition alright but I understand that Mr Babu Kutter cut it by 50% as an economy measure. That’s why.”<br />
<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-size: large;"><b><br /></b></span>
<span style="color: white; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">(Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-65889931812944439762010-05-15T00:40:00.000-07:002017-09-18T04:45:34.752-07:00Cool Initiative<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
During the worst worldwide recessionary time, lots of pain was felt by lots of people though some rich and famous were unaffected by it as usual since they had already transferred lots of money from others in their coffers through various creative means.<br />
<br />
And in the plethora of pains among majority of people, the specks of funny absurdities could surely make one laugh occasionally and forget the pain momentarily.<br />
<br />
This is what exactly happened in the Ultimo Efficacy Inc.<br />
<br />
Ultimo Efficacy was doing pretty well and making good amount of money even in recession. But recession provided a great and valid excuse to many companies including Ultimo Efficacy to cut out even on the otherwise normal expenses of the corporation and get the employees at various levels to work in highly constrained conditions. Idea was that they would easily accept such a thing under the hoax of recession. Rather they would be happy doing it, feeling all the way like martyrs and would soon get habituated to it. That way even after the recession was over; they would not grudge the absence of perquisites, facilities and money withdrawn from them during recession.<br />
<br />
So, Ultimo Efficacy which was already adept at converting threats into opportunities, used recession to suddenly impose one of the most important management principles i.e. cost reduction or cost control. Though they could have very well used cost reduction to their advantage even in non-recessionary or normal times of business but did not do it because at that time they were soaked in unimaginably high profits and cost control was thrown out of the windows as an obsolete management principle or unnecessary distraction.<br />
<br />
They got reminded of cost control mainly to achieve the objectives enumerated in one of the earlier paragraphs. So, top management of the company issued out a circular to each and every employee which read as follows. The measures contained therein were addendum to the cost control that was already being exercised by the company through the customary layoff of employees practiced as a part of recession time ritual. The contents of cost control circular issued in Ultimo Efficacy are given below:<br />
<ul>
<li>Under compulsions of difficult circumstances of recession, all the employees at all the levels are requested to concentrate on cost reduction throughout the organization.</li>
<li>In view of this company has decided to go slow on promotions and salary raises for the next two years; the budgets on this count are being slashed by 75%. (<em>Not on the office circular:</em> It was another matter that the CEO and other top executives of the inner circle of management got away with bigger packets of fat (underserved) salaries and obscenely high bonuses during these two years later on).</li>
<li>Avoid travel. All the employees will travel by the cheapest modes of travel if travel is at all essential. It will be in the interest of the employees to walk if the distance travelled is at least 5 miles or below as you may be aware that walking is the best exercise to keep oneself fit and healthy. If any employee wishes to walk for over 5 miles, it will be highly appreciated. (<em>Not on the office circular:</em> It was another matter that the CEO and other top executives of the inner circle of management continued with their earlier habits of traveling by private or chartered aero planes or by the first class in commercial airlines and using limousines).</li>
<li>Everyone will start using both the sides of the paper for writing. Pencils should be used to write rather than pens. The advantage of using pencil is that you can erase what is written by it and thus use the paper again and again. Company is glad to provide a pool of erasers for this purpose as an extra facility.</li>
</ul>
And the instructions in the circular went on and on.<br />
<br />
Employees had a fun-day reading the circular and savoring its contents. It brought to them some momentary pleasure amidst the pain created due to bleak recessionary environment.<br />
<br />
A particular junior officer Simple Simpson in company’s purchase department got hyper after reading the circular. He decided to contribute his might to the laudable company wide cost control efforts.<br />
<br />
It was summer time and the region where Ultimo Efficacy Inc’s offices and factory were located; the summer could be very severe. So the employees were provided cool water to quench their thirst in such severe summer. The company used to provide many water coolers at different locations in the offices and factory premises. Every year company used to replace the worn out water coolers with the new ones. The purchase requisitions for replacement water coolers were made by the user departments and sent to purchase department. Simple Simpson in purchase department used to process the purchase requisitions of water coolers, contact the water cooler manufacturers and buy them.<br />
<br />
However, in view of the cost control measures, Simple Simpson suggested to the user departments that instead of water coolers he proposed to buy the earthen pots. He had seen such earthen pots being used by the people who could not afford to buy refrigerators or water coolers, particularly in the poorer countries. The water filled in the earthen pots got cooled pretty fast and remained cool for unlimited period.<br />
<br />
User departments were too happy to go along with this proposal of Simple Simpson. They thought that in doing so they too would thus contribute towards top management’s cost reduction plan. If price of a water cooler was equivalent of $350 to $400, price of an earthen pot would be mere $1 or so. The proposal had tremendous potential of cost reduction.<br />
<br />
A total of 100 earthen pots were requisitioned. Simple Simpson started processing this requisition for purchase of earthen pots. He sent out enquiries, got the commercial terms from the makers of earthen pots, compared various quotes thus received and finally zeroed in on one supplier who offered the minimum price per earthen pot.<br />
<br />
As per the formal authority delegation chart of the company, a junior officer at Simple Simpson’s level was not authorized to negotiate with the suppliers. Only his boss was authorized to do so. But Simple Simpson wanted to be true to his salt at least on this occasion. He wanted to respond to the call of cost reduction of top management all by himself. After all it was his suggestion to buy earthen pots in place of water coolers and save for company thousands of equivalent dollars. So, he decided to stick his neck out and decided to negotiate with the shortlisted supplier of earthen pots to get a still better deal from him.<br />
<br />
The maker of the earthen pots did not reduce the price further but agreed to give away 20 earthen pots over and above the 100 on the purchase order. He mentioned that he had no use of those 20 pots and could as well give them away to Simple Simpson. Simple Simpson was mighty happy with his first stint at negotiations.<br />
<br />
The 120 earthen pots were received by Simple Simpson and he got them positioned inside Ultimo Efficacy Inc’s premises. People liked the cool water of these earthen pots and employees at grass root levels appreciated the creative brains and efforts of Simple Simpson and the resultant enormous savings. Simple Simpson became a hero for the time being.<br />
<br />
But his glory did not last long. The period during which these 120 earthen pots were purchased was the physical inventory checking period of the company as per its laid down systems. A sharp young auditor did an audit on the earthen pots. He had the numbers on the earthen pots on the material requisition slip reading at 100 and the same 100 number was found on the purchase order. But despite physically counting a number of times the physical inventory of earthen pots came to 120 on every count. Several hours over a few days were spent by the auditor in counting the earthen pots again and again because the physical count was not tallying with the numbers mentioned in the documents and he thought that he was making some mistake in counting. Finally he decided that the physical count did give him a figure of 120 earthen pots and he was not making any mistake in counting. As per him it was a serious audit discrepancy- how the company could have more material than what was ordered? That showed slack internal controls. Then after doing a detailed research on the causes of this discrepancy, he ultimately stumbled on the fact that the discrepancy was the outcome of the negotiations carried out by Simple Simpson. And that was another serious violation of internal controls since Simple Simpson had no business to negotiate with the suppliers as per company’s policies.<br />
<br />
As per the auditor a number of violations of systems and procedures of the company were found in the transactions of earthen pots. He documented them in his formal written report as follows:<br />
<ul>
<li>As per the company requirements and budgets approved, water coolers were to be purchased and not the earthen pots. No approved or otherwise budget was available to purchase earthen pots. And there was no written authorization of any competent authority to authorize the purchase of earthen pots.</li>
<li>Discrepancy was found in the number of earthen pots actually physically found in the company’s premises as against the ones requisitioned and ordered. It was a grave violation of the internal controls. </li>
<li>On enquiry we found that Mr Simple Simpson who was in charge of processing the requisition insisted that he took all these actions as per the management’s directive of cost reduction. Therefore, he took initiative even to negotiate. This again is another violation. Company’s formal delegation of authority does not permit employees at Simpson’s level to take such decisions of purchase of earthen pots in place of water coolers on their own and also to negotiate, all by themselves, with the suppliers. </li>
</ul>
The audit observations were forwarded to the top management of the company. Top management was not used to getting such sort of audit reports.<br />
<br />
Top management of the company felt terribly offended by such irregularities committed by its employee and ordered an enquiry against Simple Simpson. He was wondering as to what wrong did he do in saving such a lot of money for the company- he did not commit a fraud, he did not commit a crime, he did not squander company’s money, he did not take bribe- all he did was to take initiative and save money. And for this was he being pushed in front of the firing squad?<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website:</span> </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">(Also, refer our High Quality Management Encyclopedia at: </span></em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas)</span> <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) </span><a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
</div>
</div>
</div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-83534258863055924892010-05-14T01:15:00.000-07:002017-09-18T04:46:44.356-07:00Screwed-up Thinking Patterns<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
(It is a totally fictionalized anecdote in the management and business field. Any remote resemblance to anything in real life will be a sheer coincidence)<br />
<br />
Mahima Styler was excessively high in her ambitions to become rich and famous in a very short time. Her formula to achieve her objectives was: “do it by hook or by crook”. She had very low opinion of the people who advocated the so called “value based” life and she hated them. For her, the new mindset was “everything is fair in achieving one’s objectives in life”.<br />
<br />
Her new mindset started getting firmed up when she did not get the grades she deserved in her undergraduate school days despite her being the most intelligent and diligent student in the class. Another classmate of hers who was definitely inferior to her in studies and intelligence overtook her when it came to getting awarded the final grades by the professors. This classmate of hers knew how to impress the professors by other means; she had a way to charm the professors who were mainly of male category of human species. And so, Mahima experienced this kind of failure in her undergraduate school time repeatedly. And then she migrated from “value based” paradigm to the new paradigms of “everything is fair in achieving one’s objectives in life” and “do it by hook or by crook”.<br />
<br />
Intelligent and hardworking she already was and now coupled this, were her new mindsets in action. She felt that now with her new approach towards life, she had started meeting successes after successes, pretty easily and with more surety. She had learnt the art of charming the male population around her in different ways and reaching her destinations faster than anyone else. And she was intelligent and hardworking, no doubt.<br />
<br />
Her excessive ambitions did not allow her to start her professional career in a normal way, i.e. starting at a lower rung and then stepping up the higher rungs gradually. She wanted to reach the top of the ladder in just one high jump and sit there and rule.<br />
<br />
So she took the route of doing MBA from a famous management institute whose ex-students were holding powerful positions in various reputed companies. She took a huge loan from a bank and sought admission by paying a very heavy sum towards the capitation fee required by the institute for the out of turn admissions. She did not want to go to a run of the mill school. She knew that an MBA from only such a famous institute would land her in a very high profile job with very handsome salary and she could pay off the loan in no time.<br />
<br />
With her newly acquired beliefs, she could work out her charms and made sure that she topped her MBA batch leaving behind a large numbers of better than her students. While doing her MBA, rather than just wasting her time only on curriculum, she used her time networking with professors and ex-students of the college who were now the powerful men of various industries. That helped her in getting the highest grade in MBA and also bagging a prestigious job with an extraordinarily high designation and salary in a company of high repute.<br />
<br />
People around her congratulated her on getting such a lucrative offer. She joined her new employer immediately after completion of her MBA course. Her very first job gave her a spacious cabin type office and even a personal assistant of her own. She was definitely an upstart the way she had dreamt of it all along. She got on famously with her boss who was an ex-student of her MBA school. He had also interviewed her in the school campus and apart from professional relationship, soon they developed an intimate personal relationship too.<br />
<br />
However this association did not continue for a long period because her boss got transferred to an overseas assignment. That put a stop to their personally intimate association but they kept in touch via other communication channels .<br />
<br />
A new boss took over. His name- Tez Dev. Well equipped with engineering and MBA degrees from moderately well known institutes, not necessarily the most reputed ones, he had climbed up the hierarchical ladder in the company starting as a junior manager and working his way pretty rapidly by his sheer intelligence, smart and hard work and value based working. He was a no-nonsense manager, quite demanding as far as the results were concerned and appreciated people if they followed value based clean business processes. He could not be easily tricked by sycophancy or by street smartness.<br />
<br />
Mahima Styler found her new boss Tez Dev quite interesting and set out to win him more with her charms and also with her sharp mind though to a limited degree.<br />
<br />
Tez Dev assessed Mahima to be a very capable lady. However, it did not take him many days to realize that Mahima was spending too much of her time in trying to please him by many other ways which could not be strictly called the professional ways. In the process, she was slipping on the work targets given to her.<br />
<br />
As per her own assessment Mahima thought that she was progressing towards putting Tez in her pockets but the progress was far slower than what she had achieved with her earlier boss.<br />
<br />
Days, weeks and months passed and Tez was pushing Mahima to the deadlines and results and Mahima was pushing him to start liking her as a person more than as a professional. Both were finding it hard to move forward in their efforts. Two years passed.<br />
<br />
The promotion time came and Mahima was not promoted by Tez Dev. She was highly disappointed. Yet she continued with her efforts to please Tez Dev in her own ways. Tez Dev did not buy that nonsense.<br />
<br />
Another promotion time came and Mahima lost out again. She was furious with Dev this time. People who she thought were inferior to her were getting promotions and she did not get any. She felt humiliated. How come Tez was ignoring her when every other male was always influenced by her positively? She decided to teach Tez Dev a lesson of his life.<br />
<br />
Two years went by and this morning the police were handcuffing her in her own apartment. They had a warrant to arrest her for committing industrial espionage.<br />
<br />
In these two years many significant events took place which finally led to the arrest of Mahima. Her earlier boss had joined the competitor company whose line of business was the same as his earlier company where Mahima Styler continued working. Rejected by Tez Dev, Mahima set out her new mission of teaching him a lesson. She wanted to destroy Tez professionally and personally. She needed to work closely with her previous ex-boss to achieve this. So she met her ex-boss and started intimate association with him once more.<br />
<br />
Of late Dev was working on a top secret project of the company. It was related to the product development of a revolutionary new product from the company. Mahima got the hang of it. And soon she started passing on all the secret information to her ex-boss with whom she had re-established her personal intimate relationship. Her ex-boss was mighty happy- he was getting very valuable information from the competitor company and he would use it to his professional advantage in his new company plus he had Mahima for the bonus; he was a much married man though. So, he went along with Mahima; he had nothing to lose. This continued for nearly two years. The company secrets were being transferred to the competitor by Mahima Styler.<br />
<br />
Tez Dev was a very observant person. He felt that someone was shuffling the papers in his office in his absence from the office though very carefully so as not to leave any trace of it. So, his sharp mind made him to probe into it further. He alarmed the senior company security officers to be on the alert twenty four hours. And one night when Mahima was going through the secret papers in the cabin of Tez, she was caught red-handed by the security chief. With adequate proof of charge of industrial espionage against Mahima, the company lodged a complaint with the police authorities.<br />
<br />
And this morning Mahima Styler was arrested.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">(Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a><em style="border: none; line-height: 1.5;">)</em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-37110455291768070932010-05-12T22:52:00.000-07:002017-09-18T04:47:46.641-07:00Grandeur of a Strategic Plan (The Sabotage)<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
(It is a totally fictionalized anecdote in the management and business field. Any remote resemblance to anything in real life will be a sheer coincidence)<br />
<br />
It’s about Youngistan. It’s around the time when Youngistan- a developing nation- was making remarkable progress economically. Eyes of the whole world got focused on this country. It was fast emerging as the new and dominant player in the world economy.<br />
<br />
The country had the highest population of young people on the earth, percentage wise (though the name Youngistan was given to this country hundreds of years before this phenomenon actually took place). The new generation people of the country were enthusiastic, entrepreneurial and creative. They desired to conquer the world. They were setting up for themselves lofty ideals to achieve.<br />
<br />
One such young generation leader and dreamer was Yul Bright, the CEO of Auto Delight Corporation, one of the few automotive companies of Youngistan. The company was engaged in manufacturing and selling various variants of cars and trucks. He set out a brand new vision for his organization. He wanted the company to design a people’s car that everyone on the earth could afford. As per him every family on earth should possess a car just like everyone should possess a graduate degree and a mobile phone.<br />
<br />
With the existing designs of cars and the price tags on them, it felt as if cars were meant only for some limited classes of human beings. And others who were not a part of those classes of human beings should not be able to afford to buy and maintain a car. It was one important strategy adopted by those shrewd people of the world who wanted to make sure that the class differences are maintained so that one class of people always remained superior to others and always ruled the inferior ones.<br />
<br />
But CEO Yul Bright was made of different and brand new cerebral material. As soon as he took over the reins of Auto Delight Corporation, he started using his unique cerebral elements. He put forth his ideas to the heads of the departments of his company, “Our company will do a great service to the entire humanity of this earth if we can give to each family on the earth a right to buy a four wheeler which can be used for the entire family. That will increase the safe and fast mobility and therefore, comfort, effectiveness and efficiency of each family. It will also give them a sense of moving to places together as a family. It will facilitate growth of those people who are deprived of all of this because they cannot afford to buy and maintain the existing types of cars. If you agree with me, put together your minds to conceptualize, design, develop, manufacture and sell such a car. It should be damn good in efficiency, functionality, looks and most important- it should be easy on pocket- it should be dirt cheap. We will meet here in this conference room at the same time exactly after a week. Please share your ideas with me then.”<br />
<br />
And then they met and set out the objective of giving such a gift to the people of the world. They set out a period of three years to achieve it.<br />
<br />
Within one year, the blue prints of the wonder car were already shaped into a prototype. The prototype was thoroughly tested for all the standard and mandatory parameters in the company’s test laboratories and test tracks and also on the real roads against all types of terrains, loads and distances etc. The prototype was certified as fully capable and successful. It was ready to be mass manufactured.<br />
<br />
Under the guidance of Yul Bright, the company decided to set up a brand new factory to roll out these cars. Around this time Bright made the formal announcements about bringing out such a car in the world market within next eighteen months. The press lapped up the news and it spread as breaking news in all kinds of media all over the world. The car’s price was fixed marginally more than a two wheeler’s price. It was declared as the cheapest car of the world that every family on the earth could afford to possess. It was termed as “car revolution” by the automobile experts.<br />
<br />
That evening four sets of people got busy.<br />
<br />
First set of people, obviously, consisted of the potential customers of the cheapest car and their families who got busy dreaming about possessing the car. Otherwise, they could have never dreamt of possessing a car in their life.<br />
<br />
Second set of people were the politicians in power in each state of Youngistan. They started working out strategies to woo this project for their states. They were busy working out the allotment of land for this project in their state and offering various attractive business incentives to Auto Delight Corporation. Each head of the state wanted to have this new factory of the cheapest car of the world in his state. It would definitely benefit the people of that state and more important- also the politician and his political party.<br />
<br />
Third set of people were the local automotive companies of Youngistan- the local competitors of Auto Delight Corporation. Their top bosses’ first thought was how to meet the competition thrown up by the people’s small car project and the second thought was soaked with sinister intentions of how to sabotage the project of Auto Delight Corporation.<br />
<br />
Fourth set of people were the international players in the world’s automobile business. They too were busy thinking seriously. Their smooth sailing dominance of so many years was suddenly threatened by the advent of this cheapest car of the people. They were quite disappointed with themselves realizing why they could not think of such a project beforehand? And their line of thinking of how to meet the competition and how to sabotage Auto Delight’s plan was no different than the line of thinking of Youngistan’s other local auto manufacturers.<br />
<br />
And the most sinister plan developed.<br />
<br />
A smart top level executive of one of the local competitor companies started coordinating with all the interested agencies. We will call this smart top level executive “Mr X” in order to keep the secrecy. Willy-nilly, Mr X also became the leader of the crusade whose objective was to stall the cheapest car of Auto Delight Corporation. He contacted many multinational automobile company CEOs and also the CEOs of the local automobile manufacturers. Likeminded they already were and so, it was easy to form a cartel between them. A huge pool of money was created by the contribution of all the members of this crusade. There would be heavy expenses involved in this kind of sabotage and they soon got ready with the required finances. Mr X was also coordinating in a very secret manner with the political chiefs of various political parties of Youngistan. The plan could not have been executed without the active support and involvement of local politicians.<br />
<br />
The central theme of the plan to be developed by the cartel was that every member of the plan as well as the participating politicians must get benefitted in enormous proportions either in kind or in cash. And the entire plan must be kept a top level secret.<br />
<br />
The plan worked out with finesse and perfection.<br />
<br />
As per the plan, the chief of one political party had a meeting with Yul Bright, the CEO of Auto Delight Corporation and invited him to commission his new factory in his state. He offered him as much land as he needed for the factory and also extremely attractive business incentives that no other state could even think of offering. In turn, the political chief of the state was enormously compensated in cash and kind for his this act of benevolence from the cartel’s common finance pool.<br />
<br />
The construction of the factory started and was completed within fourteen months.<br />
<br />
In this intervening period local and international automobile companies of the cartel had aligned themselves with each other to form alliances and collaborations and thus they got themselves organized to bring out their own small and cheap cars of the people. The competition among them was kept to the barest minimum. But they needed some more time to design and manufacture their respective wonder cars.<br />
<br />
So around the time Yul Bright was ready to start rolling out the small cars from his newly commissioned factory, as per the master plan of the cartel, Mr X got the chief of the opposition political party in the state to start and lead an agitation against the production of the cars from the factory. The chief of the opposition political party was enormously compensated in cash and kind for leading the agitation from the cartel’s common finance pool. The opposition leader alleged that the land was forcibly grabbed from the residents of that place and allotted to Auto Delight Corporation under false promises of good amount of compensation against their lots of land and an assured employment to the members of the families who originally owned the lots of land. However, in reality none of this was happening; none of the promises were being executed. What was being offered to the local residents in lieu of the lots of their land was pittance. They wanted much more. Massive support to this agitation was bought by Mr X by paying very decent amounts to each of the thousands of agitators. Agitators under the leadership of the political chief of the opposition party became violent and physically manhandled many of the executives of the factory and made sure that they could not enter the factory premises. The work inside the factory came to a complete halt. Not a single car got produced.<br />
<br />
Yul Bright got a shock of his life. He conferred with the political chief of the state to solve the issues and problems. It was state’s responsibility to deal with the local residents as per the agreement between the state government and Auto Delight Corporation. But Yul Bright found out soon that the state’s political chief’s approach towards solving this suddenly created problem became quite lukewarm; now he was not demonstrating the kind enthusiasm that he had displayed while inviting Bright to build his factory in the state. Yul Bright was highly disappointed by his reactions. The chief of the state said, “I am really very sorry Mr Bright. Someone in my administration has goofed up badly. In the larger interest of my state now, I may not be in a position to intervene as forcefully as I would have done otherwise.”<br />
<br />
The agitation continued for two long months. Factory remained closed. Life of the executives of the factory was constantly under threat from the local residents- the agitators. Not a single car got assembled.<br />
<br />
Having waited for two months without getting any satisfactory solution, finally Yul Bright took the toughest decision of his life- close this plant in this state and look out for another venue either in other states of Youngistan or even in any other country. He mentioned that it would mean delaying the project of the cheap wonder car by some eighteen months. He announced it formally. It was breaking news in the entire media of the world.<br />
<br />
That evening members of the cartel were enjoying a gala party in a seven star hotel with abundance of finest wines flowing recklessly. Now they would be in position to roll out their versions of the cheap cars ahead of the cheap car of Auto Delight Corporation. They had bought sufficient time for it. Their businesses were saved; nah, their businesses would now flourish like nobody’s business.<br />
<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
</div>
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-66360267701688628552010-05-06T03:39:00.000-07:002017-09-18T04:48:33.786-07:00Ethic, Human Beings and Corporate Exploitation<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
Sandy Grover started her company Interior Designs and Decorations to prove something to her husband Joe.<br />
<br />
Joe Grover was a brilliant electronic engineer and after working as a senior executive in a well known automobile company got laid off during the recession. He applied to several organizations for job but could not get any. Recession was too severe and rather than getting jobs, even bright professionals were being laid off in hundreds.<br />
<br />
Having tried his hand at seeking job and seeing no scope of getting one till the recession was phased out; he decided to go on his own. With his decent savings during the first twelve years of employment, he could think of starting his business. He had the seed capital and additionally he borrowed money from his bank. He set up a small electronic factory to manufacture and supply components to the larger corporate companies in diverse industries. Electronic components were needed everywhere. Joe Grover was an ace designer and he could easily customize his products to his customers’ requirements.<br />
<br />
We all know that any big business starts with it being small to start with. And there are always initial teething troubles. First few years of inception can be very trying both from work point of view and also from the revenues point of view. Joe Grover was no exception.<br />
<br />
As the days passed, Joe Grover’s business started growing but only at snail’s pace. The income was not much. Joe’s strength was electronic design and his designs were robust. That did create interest in many prospective customers but still the orders were not coming in bulk; they just trickled.<br />
<br />
Sandy Grover was watching the progress of Joe but was not very happy with it. She was not happy with the rate of growth and more particularly with the income- the income which was far lower than the salary Joe used to bring home when he was a senior executive.<br />
<br />
Sandy concluded that it was a hopeless sign. She anticipated that the financial burden on her family would start mounting in the near future and soon enough she might be forced to accept a situation when the income would not be enough to take care of even the monthly installments of repayment of loans as well as to pull on with family’s day-to-day expenses.<br />
<br />
She needed money to take care of the bills towards grocery, electricity, gas, telephones and school fees of their two children and what have you. Plus Sandy had got used to the standard of living that they could easily afford when Joe was employed as a senior executive. It was not possible for her to get used to the new idea where now Joe was self employed and at least for the time being the income had dwindled and she saw no signs of it increasing in the near future.<br />
<br />
If that kind of scenario continued, she thought that they might not be left with any alternative but to dip into the savings of all these years. And that wasn’t proper. She just couldn’t allow it to happen. She thought to herself, “I must start thinking to make sure that such a thing does not happen. I must involve myself more seriously into saving the family from it much earlier than it would finally happen.”<br />
<br />
So, Sandy started complaining. She said to Joe, “You are not getting enough orders. You must concentrate on marketing rather than on designing. I understand that designing is your favorite area but you should spend less time there and spend more time in building up a good customer base. You must develop more contacts and build up your network. I hear that it is the networking and personal contacts that really help getting the business. You seem to be doing nothing about it. I have seen some real smart people who started their own businesses and within a very short time they have flourished. I see them throwing parties, meeting various people in the clubs and playing golf and they are busy developing contacts and making friends. Now I call that as real marketing.”<br />
<br />
Joe replied, “I fully appreciate what you are suggesting. But the competition is quite severe and after entering into business field I can see that the corruption is a real phenomenon. For getting a break with big sales orders, the outsourcing chiefs of some of our client companies are demanding kickbacks. The kind of networking and personal contacts you are talking does help in breaking the wall that the buyers build around them but for making them to sign on the dotted line for placing orders on us, they expect from us more than a clean business; they want the money under the table and I do not wish to compromise this way. My product designs are perfect, our manufacturing quality is superb and we have reached a large number of clients through various means that are pretty effective. Do not say that I am not marketing at all. I am doing a pretty serious marketing too. But the true story is that if you wish to get a quick bulk order and make quick bucks, you have to learn to compromise. You may call that as my weak point- I cannot learn to compromise.”<br />
<br />
And then these arguments became more frequent and always ended with a fight between Sandy and Joe.<br />
<br />
That is when sandy thought of starting her own business. She just could not see all of their savings go away before Joe really started earning the real money. And as per the serious assessment made by Sandy, Joe was not smart enough to do business. She concluded that he would remain where he started and with Joe’s ways of working he would never be able to make money. She branded him as incompetent in her own mind. She was losing respect for him and also her love for him.<br />
<br />
She thought that she was an interior designer and decorator and she would launch her own business immediately. They still had more than adequate money in their savings right now to launch such a business and soon with her ideas on how to acquire big business in short time she would multiply the money in no time, she was very sure of it. She was also aware that she was quite attractive and that too was her plus point and in men’s world it mattered.<br />
<br />
So, she started off. She opened her office in a plush location and inaugurated it by throwing a huge party. Among many people she met in the party, one gentleman influenced her a lot. She particularly liked that person since she knew that he was a very successful builder and owned an enormous real estate and construction conglomerate. She took initiative to get introduced to him and made him to agree for a meeting with her in his office.<br />
<br />
She said, “So, I will see you in your office the coming Monday. Mr Jay Robbins, you must not disappoint me when I meet you in your office. I am looking forward to long term professional association with you and your company.”<br />
<br />
Jay Robbins said, “Please call me Jay. I look forward to our meeting Mrs Grover.”<br />
<br />
Sandy Grover said, “Please call me Sandy. I will be there pronto.”<br />
<br />
Monday came and Sandy Grover was with Jay Robbins discussing business propositions.<br />
<br />
Jay Robbins made a remark, “Sandy, your timing has been perfect. I have launched a project of gigantic proportions and we are at the stage of doing the interiors of these luxury apartments. My present interior decorator has not been quite up to her mettle and I was seriously looking out for her replacement. You will have to meet me couple of times to understand my requirements and then you can start off with interior designing and decoration of the apartment houses. Why not meet tomorrow evening in my club?”<br />
<br />
Then there were series of meetings between Sandy and Jay and they went on getting closer and closer with each other not only professionally and business wise but also personally and as a result, very intimate relationship started growing between them. Sandy got an enormous business contract from Jay Robbins and within a period of an year Sandy’s monthly income soared very high. She was becoming rich literally overnight. She found no need to develop any new clients. Work coming from Jay’s company kept her and her ever growing staff fully busy.<br />
<br />
As Sandy and Jay started getting more and more intimate, Joe and Sandy started falling apart more and more. Sandy thought that Jay was smart and competent and she also thought that Joe was dull and incompetent.<br />
<br />
Joe noticed the changes in Sandy and their relationship with each other and he was intelligent to understand the reasons. Yet he put in his efforts to save his marriage, to keep the family intact; he loved his two kids lots and he also loved Sandy as his kids’ mother and his wife. He decided to hold his family together despite the pain he was suffering because of Sandy’s fling. He was sure that she would get over it in due course.<br />
<br />
In the mean time Joe was gradually gaining fame due to his creative designs, excellent quality of manufacture and his professional marketing and also more and more clients started placing more and more orders on his firm. Yet his income levels just could not reach anywhere near the income levels of Sandy.<br />
<br />
Eight years went by. Through this period Joe was sad, Sandy was jubilant. Sandy and Jay continued with each other; Joe was lonesome.<br />
<br />
Then, one evening when Joe returned home from his factory, he heard Sandy’s uncontrollable sobbing and hiccups. He sat near her and held her hand in his. Sandy dropped her head on Joe’s shoulders and spoke out incoherently with lots of effort, “……Jay Robbins has cancelled all my contracts with his company and he has found out a new and younger interior designer and decorator and he has now placed all the contracts on her firm. He says that I have been messing up with things lately and he suffered huge losses due to it and so he cannot continue with me. He had done the same thing with the earlier interior designer and decorator when he had fired her and took me instead. Now the history is repeating. He has also replaced his old secretary with a much younger and more beautiful girl. The older secretary was hysterical and was blurting out that Jay is a play boy. He likes only younger women…..”<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-83722516678661694322010-04-29T03:04:00.000-07:002017-09-18T04:49:40.010-07:00Getting Rid of the Thorn<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="post-body entry-content">
<br />
In the corporate world some news items travel at the speed of light.<br />
<br />
The moment Sam Jessop decided to quit as the deputy CEO of Teknology Supreme Ltd, a premier engineering company of the country, the news spread like wild fire. His name and fame as a capable engineer and manager had touched all nooks and corners of the engineering industry. And as the bigwigs of the engineering industry came to know about it, they were ready to woo him for their own companies with open arms, now that he was available as the most suitable and eligible bachelor around. Sam Jessop was after all a very successful person in the eyes of the entire world.<br />
<br />
Yes, Sam Jessop was after all a very successful person for the entire world but his existing company Teknology Supreme did not think so. That’s the reason, finally, when it came to select the next CEO of the company, he was bypassed and his contemporary was chosen as CEO of Teknology Supreme. No one knew the exact reason. To everyone in Teknology Supreme, Sam Jessop would have been the obvious choice for the CEO’s position. But, things happen queerly in corporate sector. The outcome- Sam was quite unhappy and resigned from the company in protest. Teknology Supreme decided to let him go without much of melodrama.<br />
<br />
Many companies now wished to grab him. He was a hot property. Sam got some three or four good offers. Finally, he decided to join the number two engineering company of the country “Boundaryless Engineering Corporation”.<br />
<br />
He joined them as an engineering consultant by the title “chief technical adviser to the chairman” of Boundaryless Engineering Corporation. He was meted out the hierarchical level, fees, perquisites and everything else exactly on par with the existing CEO of Boundaryless Engineering. And he was given a big cabin next to the cabin of the chairman of the corporation. The CEO used to have his cabin away from that of the chairman. This nearness of cabin of Sam Jessop created a bit of a stir in the entire higher echelon of the company. The CEO Ray Barry’s sentiments did not go untouched by this. He felt a bit let down by this type of induction of Sam Jessop. However, he consoled himself by thinking that after all Sam was brought as a consultant- as adviser and not as an executive. All the powers ultimately rested with him only.<br />
<br />
Soon Sam Jessop was attending all the strategic meetings of Boundaryless Engineering Corporation. Initially he was quite a spectator in the meetings but within a month’s time, he started opening up his mouth in these meetings. And what he spoke was not always liked by many attendees and particularly the CEO Ray Barry. The things used to be more critical when the chairman was also around in the meetings. Many decisions were shaped by the advice of Sam Jessop and Chairman invariably saw a point in the advice of Sam. There was always something value adding in his remarks. Not to be seen as a threat to the executives and CEO of the company, Sam Jessop had picked up a habit of concluding his remarks by saying, “This is what I can advise in the best interest of the company. If you gentlemen think it fit to give consideration to my suggestions, it will be good. But that decision rests entirely with you. My job is to advise and your job is to execute.”<br />
<br />
Ray Barry was quite uncomfortable after the arrival of Sam Jessop. His managerial designs were being constantly questioned and put to test due to involvement of Sam. He saw these involvements as interference in running the company. He hated this situation, He thought to himself, “I must soon find out some solution to this problem. I don’t want Sam hanging around my neck.”<br />
<br />
Ultimately Ray Barry worked out a plan.<br />
<br />
First he put few of his confidants to carry out an elaborate research work on the background of Sam Jessop. Main agenda of the research was to find out the specific reasons for the indirect ouster of Sam from his previous organization Teknology Supreme Ltd. That would uncover the yet unknown weaknesses of Sam. “Every person on this earth has weaknesses. Sam too must be having some”, thought Ray.<br />
<br />
Ray also started to interview some of the persons who had migrated from Teknology Supreme and joined Boundaryless Engineering at senior management levels. He used to ask them pretty searching questions to get some clue about the working style of Sam, his strong points and mainly his weaknesses. And this way he did gather some very important pieces of information that would help him to draw out his strategies to minimize the interference of Sam in his ways of running the company.<br />
<br />
His confidants of the research project also brought in a number of very significant details about Sam’s weaknesses which were also probably the major most reasons for denial of CEO position to him in his previous organization.<br />
<br />
One evening Ray Barry sat down in his home office and pondered over all the information and tips he had collected from various sources about Sam. Out of all of them, two things or two facts were glaring at him prominently. First fact pointed to the first major weakness of Sam. Sam had weakness for alcohol. The second fact pointed to the second major weakness of Sam. Despite having a beautiful wife at home, Sam was fond of company of other women. Ray did not waste his time in registering other weaknesses of Sam. As per Ray, these two weaknesses of Sam were his “A” class weaknesses and he must concentrate on them and use them intelligently.<br />
<br />
This was the third month of Sam Jessop’s contract as adviser to chairman. Within these three months he had done a good degree of damage as per Ray. He would not allow him to extend it further- he was determined.<br />
<br />
As per the contract, Sam used to visit the company only on the days when there were important meetings. Sam continued living in the city of the head quarters of his previous company and used to fly to this city of head quarters of his new employer Boundaryless Engineering on these days. On such occasions the company used to make five star arrangements for his stay.<br />
<br />
Sam Jessop was scheduled to arrive for the next meeting in a couple of days and he would stay in a five star hotel for about a week. A few days ahead of his arrival, Ray Barry called his administrative chief to his cabin and said, “I wish to review the arrangements of stay etc of Mr Sam Jessop. I want you to upgrade his stay into the best suite available in the hotel now onwards. He should not stay in the regular rooms of the hotel- that is below the dignity of a person of Mr Jessop’s stature. And you guys have never looked after him decently in the past three months. He spends his evenings alone here, away from his home town and away from his family. Please do think in terms of how to entertain him in the evenings. Organize a few parties when he is around. To compensate for our failure in this aspect, please set out a party this time on the very first day of his arrival. It should be a great party. Nothing should be missed out. The menu of the dinner should be first class and the drinks should be top rated.”<br />
<br />
Then Ray Barry handed over the list of invitees for the party. In the list of invitees he had included the names of couple of top notch socialite ladies whom he knew as great company to any male connoisseur seeking a female company.<br />
<br />
And Sam Jessop fell for each of these arrangements head over heels. He indulged himself. He drank to the brim. Soon he was also enjoying the female company. And he had a luxurious suite to himself.<br />
<br />
Next day in the meeting where even the chairman of the company was present, Sam Jessop just did not open his mouth, made no comments and released no advices. He was suffering from a serious hangover and lack of sleep.<br />
<br />
Ray Barry was smiling all the way.<br />
<br />
Chairman was not very happy at the silence of Sam Jessop. After all, he was paying heavy sum of money for each minute of Sam Jessop’s presence (and his words of wisdom/advice) in the meeting.<br />
<br />
(We learn that this trap was repeated several times by Ray Barry and Sam Jessop became its victim every time. The latest grapevine is: the chairman of the company is seriously considering terminating Sam’s contract).<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-35066572909925312192010-04-13T04:09:00.000-07:002017-09-18T04:50:32.505-07:00The Smart Ones<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
Management trainees of Global High Tech Corporation were like very special types of species. The company had reasons to treat them like that. They were precious. They were recruited from the prestigious engineering college campuses, one batch of not more than 25 management trainees per year. The company was very choosy in their recruitment. If the company did not find the candidates meeting its standards set for the management trainees, the company would not fill up even these 25 seats. Thus the selected candidates were the cream of creams. Global High Tech was seeing them as its future top management- they were to be groomed to become company’s chairmen, managing directors, presidents, vice presidents etc.<br />
<br />
The selection process involved a battery of grueling tests. Ordinary candidates got dropped out in the very first test called abstract reasoning test. Then there were technical screening tests, <span class="blsp-spelling-error" id="SPELLING_ERROR_0"><span class="blsp-spelling-error" id="SPELLING_ERROR_2">EQ</span></span> tests, regular group discussions and colloquiums and a series of personal interviews by the interviewing committees and also one on one interview.<br />
<br />
It was tough for an ordinary mortal to enter Global High Tech as a management trainee. Job of management trainee in Global High Tech was declared as the top of the line job by the professional experts.<br />
<br />
The grueling routine did not stop just at the recruitment time. The regime after the entry into the company as management trainees was still tougher. The training was a year and half long course consisting of following seven modules:<br />
<br />
<ul>
<li>Six months course, in the technical institutes of highest renown, in the latest and emerging engineering and technological principles and practices. The course ended in awarding the trainees equivalent of an MS degree. </li>
<li>Compulsory break of one week: rejuvenation break.</li>
<li>One week’s preparatory applied psychology tune up course in a reputed business school. The course prepared the trainees to understand and appreciate the realities of the corporate life.</li>
<li>Enter the company’s factories and work on shop floor machines along with the workers to develop dignity of labor and to get the first hand feel of the grass root level. Duration 1.5 months.</li>
<li>Three month rotational training in all the departments of the company to orient trainees to various business processes.</li>
<li>Four months intensive management development course in company’s staff college. It was tougher than the full time MBA programs of the best business schools.</li>
<li>Allotment of the departments to the trainees as their first formal placement in the organization as a manager. Undertake a three month’s project work in the allotted department as the first assignment.</li>
</ul>
Then these management trainees were designated as “manager”.<br />
<br />
By now Global High Tech Corporation had recruited 4 batches of management trainees totalling to 85, trained them through the above mentioned training and finally inducted them in the company’s hierarchy as managers.<br />
<br />
Since all these 85 persons had passed through a 100% identically common process of recruitment and selection and subsequently the training and they had lived together as a batch for long eighteen months, they had developed a great degree of camaraderie among themselves. As a result, they used to support and cooperate with each other not only in the professional matters but also in their personal matters. They were seen by outsiders, by other employees like a unified clan. They were the blue eyed boys of the organization and others envied them as someone special. Others envied them also for their solidarity.<br />
<br />
Two more years passed and things remained great among the management trainees (now turned into managers). The two years passage also made them eligible for their next promotions. Company had decided the policy of promotions based on merit.<br />
<br />
Each of 85 management trainees was a gem and each one was highly ambitious. As they started becoming eligible to be considered for promotions, each of them secretly started craving to become the first to be promoted. A strong undercurrent started developing. Many started lobbying with their superiors, other started acting street smart. And in the process instead of cooperating, they started competing against each other in very subtle and sophisticated ways.<br />
<br />
While every one of 85 was trying various stunts, two of them were emerging as top management’s pets. Their names were: Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_1"><span class="blsp-spelling-error" id="SPELLING_ERROR_3">Badal</span></span> and Deep Gupta. Both were highly intelligent and smart. On top of these qualities they had one more important quality. Both were great informers. They would meet the members of the senior and top management team from time to time and inform. And mostly they were informing about who was saying what about the management policies and about the top bosses of the company. Invariably all the top bosses liked to get such information; after all information is power, they say. And therefore, they liked Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_2"><span class="blsp-spelling-error" id="SPELLING_ERROR_4">Badal</span></span> and Deep Gupta.<br />
<br />
In the process, whenever Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_3"><span class="blsp-spelling-error" id="SPELLING_ERROR_5">Badal</span></span> and Deep Gupta got opportunity to malign their rest of 83 friends of management trainee clan in front of their bosses, they did so pretty artistically.<br />
<br />
The management of the company did not want to make any mistake whatsoever in selecting the first management trainee for promotion. So they were watching each one of 85 very carefully and by and large reached a near consensus by short listing Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_4"><span class="blsp-spelling-error" id="SPELLING_ERROR_6">Badal</span></span> and Deep Gupta. The management had yet to choose one from them.<br />
<br />
Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_5"><span class="blsp-spelling-error" id="SPELLING_ERROR_7">Badal</span></span> was keeping a close watch on Deep Gupta and his activities.<br />
<br />
Similarly Deep Gupta was keeping a close watch on Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_6"><span class="blsp-spelling-error" id="SPELLING_ERROR_8">Badal</span></span> and his activities.<br />
<br />
Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_7"><span class="blsp-spelling-error" id="SPELLING_ERROR_9">Badal</span></span>’s marital status underwent change just a couple of months ago. He was a married man now with a beautiful young wife at home. In a way, he was still in his honeymoon period. Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_8"><span class="blsp-spelling-error" id="SPELLING_ERROR_10">Badal</span></span> was not only a married man but he was also a great <span class="blsp-spelling-error" id="SPELLING_ERROR_9"><span class="blsp-spelling-error" id="SPELLING_ERROR_11">delegator</span></span>. He was indeed a great manager. He had trained his subordinates so thoroughly that they were capable of running his department even in his absence. This favourable situation motivated Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_10"><span class="blsp-spelling-error" id="SPELLING_ERROR_12">Badal</span></span> to sneak out of his office and company’s security gate along with the first shift employees whose lunch time was at 11.30 AM. These employees would return at 12 noon after half an hour’s lunch break. But Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_11"><span class="blsp-spelling-error" id="SPELLING_ERROR_13">Badal</span></span> would not. In fact since he was a general shift employee, his legitimate lunch time was between 1 PM to 1.30 PM. But he was not following those timings. So he started using the lunch time of first shift employees instead of general shift employees. Then he would return to the office not at 12 noon or even at 1.30 PM but at 3.30 PM which was the start time of the second shift employees. He would stealthily enter the company premises through its security gate at 3.30 PM. Then he would walk out of the factory at his legitimate close time of general shift i.e. at 5.30 PM. So in effect he was now away from his office between 11.30 PM to 3.30 PM and so practically he was attending the office only for half a day.<br />
<br />
Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_12"><span class="blsp-spelling-error" id="SPELLING_ERROR_14">Badal</span></span>’s wife Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_13"><span class="blsp-spelling-error" id="SPELLING_ERROR_15">Badal</span></span> was a member of the ladies’ club of the company. Innocently one odd day she spoke about her husband’s smart tricks to one of the other newly married ladies of the club. And mysteriously the news travelled to Mrs Gupta and through her to her husband Mr Deep Gupta.<br />
<br />
Now, Deep Gupta had his trump card. He literally rushed to a top management member who mattered. He in turn alerted the security officer of the company who in turn nabbed Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_14"><span class="blsp-spelling-error" id="SPELLING_ERROR_16">Badal</span></span> red handed committing the act of indiscipline.<br />
<br />
Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_15"><span class="blsp-spelling-error" id="SPELLING_ERROR_17">Badal</span></span> saw his dream of becoming the first promoted management trainee crumbling right in front of his eyes. But he was now more determined not to allow Deep Gupta snatching away that title and glory from him. He must find out some weak spot of Deep Gupta since after this episode Gupta deserved a tit for tat.<br />
<br />
That evening, when Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_16"><span class="blsp-spelling-error" id="SPELLING_ERROR_18">Badal</span></span> went home he acted quite composed and he asked his wife if she had noticed the same thing that he had been noticing about <span class="blsp-spelling-error" id="SPELLING_ERROR_17"><span class="blsp-spelling-error" id="SPELLING_ERROR_19">Guptas</span></span>. As per his observations <span class="blsp-spelling-error" id="SPELLING_ERROR_18"><span class="blsp-spelling-error" id="SPELLING_ERROR_20">Guptas</span></span> were leading a life style far beyond their means. Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_21">Badal</span> thought for a while and confirmed that she felt the same way too.<br />
<br />
Deep Gupta was in charge of outsourcing department. He used to deal with outside contractors. Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_19"><span class="blsp-spelling-error" id="SPELLING_ERROR_22">Badal</span></span> felt that there must be some nexus between Deep Gupta and some of his suppliers. And from those quarters he must be making some extra bucks that made him capable of living a high profile life. And next whole day he was secretly meeting Deep Gupta’s subordinates to find out some clue. Finally he was successful. He came to know that Deep Gupta was supplying some secret technical drawings of some components to one of the suppliers on the platter. As per the company policy the suppliers were supposed to submit their own technical drawings to the company for approval before manufacturing the components.<br />
<br />
“Eureka”, Raj <span class="blsp-spelling-error" id="SPELLING_ERROR_20"><span class="blsp-spelling-error" id="SPELLING_ERROR_23">Badal</span></span> cried out in delight. And then he missed no time to go to the same member of the top management whom Deep Gupta had complained. A quick investigation was ordered and Deep Gupta was found guilty of flouting company policy and in turn seeking bribe from the contractor.<br />
<br />
Now, with two candidates having disappointed the top management, a fresh search must start to uncover the first management trainee to be promoted.<br />
<br />
Rest of 83 management trainees were very happy with the fall of two <span class="blsp-spelling-corrected" id="SPELLING_ERROR_21">Goliaths</span>. But there remained other 82 tough competitors for each one yet.<br />
<br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<strong style="line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong></div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
</div>
<strong style="font-size: 16px; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-77018295690519566722010-04-12T04:19:00.000-07:002017-09-18T04:51:23.291-07:00Corporate Rewards<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
Lately 500,000 cars manufactured and sold by Olympic Motors were called back. Couple of serious technical problems related to safety aspects of the car resulted in deaths of a few drivers. The owners of the cars created a big hue and cry. As a result, Olympic Motors agreed to withdraw the cars from the roads and promised to replace the defective components.<br />
<br />
The work related to rectification of the called-back cars became the responsibility of service department of the company. Vice president (after sales service) John <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Acer</span> was facing this kind of music for the second time in past two years. John <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Acer</span> did not like the idea of taking up this responsibility since as per him the problem was the creation of the production setup and production department must be made accountable even to set right the defective cars.<br />
<br />
He even sounded his objections to his boss Mike <span class="blsp-spelling-error" id="SPELLING_ERROR_2">Gilani</span> who was the president (marketing division) of the company. However Mike <span class="blsp-spelling-error" id="SPELLING_ERROR_3">Gilani</span> did not see it that way. Mike <span class="blsp-spelling-error" id="SPELLING_ERROR_4">Gilani</span>’s top most responsibility was meeting the sales targets and therefore, as per him, the production guys must produce those many cars. He was firm on his opinion that one should not disturb the rhythm of production by assigning the production division any other work.<br />
<br />
The last time when there was this type of recall episode, despite John <span class="blsp-spelling-error" id="SPELLING_ERROR_5">Acer</span>’s objections even at that time, Mike had finally motivated John to accept the additional responsibility of rectifying the cars. He had told him confidentially, “This is a very critical job. On it depends the prestige and goodwill of Olympic Motors. John, if you could complete this job in time as per customers’ requirements, I will ask our top management to promote you as well give you a fat bonus.”<br />
<br />
And subsequently, John had accepted the responsibility on these terms and conditions. He believed that he had his regular and legitimate after sales service assignments and this mass rectification job was an additional massive responsibility thrust on him. Therefore, he must be compensated well for accepting this extra responsibility which could recur in future also.<br />
<br />
John had put in extra hours of work then and made sure that the cars were returned to their owners in time after replacing the defective parts. It was one hell of a nightmarish experience for him.<br />
<br />
However, he did not get any promotion or any fat bonus. Mike had invited him for an official dinner with him in one of the most expensive restaurants to tell him the compulsions of the top management in not releasing any promotions or bonuses since the company had spent an enormous amount in buying and installing some new pieces of technology in order to eliminate the recurrence of such call-backs.<br />
<br />
John was highly dejected to hear that explanation from Mike. John had told his wife about the promised promotion and bonus and both were happy. They had borrowed a good amount of money to buy their new home and they needed that extra money that would come in with the promotion and the bonus. John and more than him, his wife did not like the way Mike had treated them. But then they took it in their stride believing that no one in the company got any promotion or bonus or raise in the salary.<br />
<br />
However, later on, John came to know that a few executives in the inner circle of the top management were given some rewards in hush-hush ways. Even Mike was one of the recipients. John felt pretty badly insulted on this account but did not pass on this information to his wife. He did not want his wife to be hurt further. But, John took it to his heart literally, in the sense that all these goings-on left him with a lifelong blood pressure problem. He started taking a daily compulsory dose of the blood pressure tablet on doctor’s advice.<br />
<br />
So, this second time when the rectification project of the 500,000 recalled cars was forced on John, he objected quite vehemently. He specifically reminded Mike about the denial of the earlier promised promotion and bonus to him.<br />
<br />
Mike put his hand on the shoulders of John and said, “Please accept this responsibility again for my sake, John. Based on your last assignment’s performance and on the anticipation of successfully completing this new assignment, I will make sure that you will definitely get a promotion, raise in the salary and significantly high bonus amount. I had already brought up your case last time itself and so the top management is already aware of your case. So, don’t worry. Simply concentrate on your job right now. Leave the rest to me. Luckily, the company is doing very well financially this year and I do not see any problem at all.”<br />
<br />
Mike’s sincerity could not be doubted by John.<br />
<br />
John put his heart and soul in meeting the deadlines. He completed the rectification of all the 500,000 cars by replacing the defective components with good ones and testing them and making sure that the cars were returned to their owners in time.<br />
<br />
Then he was looking forward to the announcements of the next round of promotions, raises and bonuses.<br />
<br />
And the day the announcements came, he was found unconscious in his cabin by one of his subordinates. The doctor came and declared that John had suffered a serious heart attack. He was shifted to the emergency room of a nearby hospital immediately.<br />
<br />
The second time too John was denied the much promised promotion and bonus. And due to this shock, he suffered the heart attack.<br />
<br />
What happened was that top management had decided to curtail the promotions and raises in the salary and bonuses the second year too because of the extra expenditure being incurred by the company on the repeated recalls of the cars.<br />
<br />
In all of these restrictions on promotions and rewards, Mike wanted to promote his vice president (sales) as his first priority. As per Mike, it was his strategic decision and promoting vice president (sales) was imperative to meet his next year’s targets which were recently revised significantly upwards to meet the deficits created by the extra expenditures on rectifying the recalled cars.<br />
<br />
But additionally he also wished to promote John as promised. So, when Mike took up John’s case with the top management, he was advised, “Mike, you have the quota of promoting only one person at the level of your vice presidents. So choose any one.”<br />
<br />
Mike chose to promote vice president (sales) despite all the promises made to John- his vice president (after sales service).<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-7958472866945265672010-03-18T21:16:00.000-07:002017-09-18T04:52:10.520-07:00Don’t be an Emotional Fool; It’s a Ruthless World<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
That morning Naren Moorthy was in a jubilant mood. He had superseded many brighter and deserving candidates of the company and got elevated to the position of the principal manufacturing unit of the company as the unit chief of finance and information technology.<br />
<br />
This story relates to a bit older period when finance and information technology went hand in hand. Since during the early days of computerization, the accounting and payroll systems were the first systems to be computerized, the information technology department was invariably organized under the chief of finance. Though Naren Moorthy had no background in finance (he was information technology man), yet he needed to be promoted as a reward for his excellent personal services (in unsophisticated language it is called sycophancy) to the corporation’s group chief of finance and information technology Ashish Chandok. Naren Moorthy had played a great political role in supporting Ashish Chandok in his bad days in the company and Chandok owed one to Naren Moorthy.<br />
<br />
Now that Ashish Chandok was once again in the saddle in the top management politics of the company and regained his powerful position, he wanted to return the favor to Naren Moorthy. So he promoted Moorthy out of turn and sent him to company’s main manufacturing plant which was located in another town nearer to the city in which corporate office was located. Chandok always wanted Moorthy around him and not too far from him.<br />
<br />
Naren Moorthy was young, as compared to others, for the position he got now. He knew it and he prided himself for that. He was an ambitious person and this out of turn promotion convinced him that anything was possible for him if he hitched himself to the right people in the organization or even outside the organization.<br />
<br />
He barely settled in the new job and soon one day he got an urgent phone call from Ashish Chandok from the corporate office.<br />
<br />
Chandok said, “Moorthy, find out someone who is really good at system design and manpower planning functions. I am sure that there must be someone like that there in your department or elsewhere in the plant. Depute him immediately to Universal Finance Corporation- two blocks away from our corporate office. Ask him to meet the chairman of Universal Finance Mr Putli day after tomorrow at 10AM sharp. You must know that he is on our board of directors since his company finances our company in a big way. He is very important for our company and the board. He has a serious industrial relations problem in his own company. His workers union has threatened to go on strike if he does not sanction extra manpower to manage the new scheme he has recently launched. And they are asking far too many additional people which he does not wish to sanction because he wishes to computerize that section soon. He thinks that an outsider can study the requirements of extra manpower and quickly suggest a computerized system. That is why I am particular about the type of person you depute to work with Mr Putli. And Moorthy, I don’t want any delay since the appointment is already fixed.”<br />
<br />
Moorthy, the genuine yours truly, affirmed the arrangement by simply saying, “Yes, sir.” He was mighty happy to think that he would get a chance to get closer to Mr Putli through this new God sent assignment. After all Mr Putli was such an influential man in the corporate circle and if he could please Putli by hitching him the way he did with Chandok, only sky could be the limit for his progress in the corporate world.<br />
<br />
Moorthy did some serious probing very fast and found a senior manager named Jeet Gavkar who fitted the profile Chandok had asked for. Jeet Gavkar was working in information technology department and he had an earlier experience in manpower planning too. Jeet was working under the chief of information technology of the plant Raj Cowra. Raj Cowra was a seasoned elderly person. Moorthy though much younger, was now Raj Cowra’s boss. Raj Cowra detested this. Moorthy was no match to Raj Cowra in technical expertise and so Moorthy also avoided him as much as possible.<br />
<br />
So, Moorthy, as usual, bypassed Cowra and directly contacted Jeet Gavkar. Jeet Gavkar met Moorthy in his cabin. Moorthy instructed, “Day after tomorrow at 10AM sharp you have to meet Mr Putli, the Chairman of Universal Finance.” And then he rattled all the details that Chandok had given him about the assignment.<br />
<br />
Jeet Gavkar said, “You may know that I am right in the middle of launching the new production scheduling system that cannot be delayed. Raj Cowra is directly supervising it. Can you please keep Cowra informed about this new assignment at Universal Finance that you want me to additionally take up?”<br />
<br />
Moorthy said, “Look Jeet, if you wish to rise in my department you must be prepared to undertake additional special assignments from me and it is up to you as to how you deal with Cowra for your other work. Manage Cowra as well as his work in your own way. I am out of that picture. Is it OK?” Then he got busy with other things indicating to Jeet Gavkar that the meeting was over.<br />
<br />
As luck would have it, that evening Jeet Gavkar met with an automobile accident. It could have been a near fatal accident. He got hurt very badly. His right leg got twisted and was in ferocious pain. He suffered bruises all over his body particularly on the temple and just above the eyes. He lost a lot of blood and became weak.<br />
<br />
All of this and the meeting with Putli of Universal Finance the day after were staring at him mockingly. Jeet mentioned about the impending meeting to his wife, “Are you a fool? How can you even think of a meeting when you are so badly hurt? The doctor has advised complete rest at least for the next three to four days and you are looking so funny with all those bandages on you. You can’t even wear your shoes; the legs are all bruised. Just ring Moorthy and Cowra and get the meeting postponed by a couple of days.”<br />
<br />
That day after the meeting with Moorthy, Jeet kept Cowra informed about the assignment Moorthy had given him to which Cowra shrugged his shoulders.<br />
<br />
On advice of his wife, Jeet Gavkar first called Cowra and requested him to request Moorthy to postpone the meeting. Again Cowra showed the same indifference and said, “Well, though I fully sympathize with you, I am really not in the picture. I just don’t know anything about this assignment that Moorthy gave you directly. So I suggest you to directly contact him. And get well soon. The production scheduling system needs you too.”<br />
<br />
Jeet felt greatly cheesed off. He had no choice but to speak with Moorthy now. He rang him, gave him all the details of his automobile accident and said, “Therefore, Mr Moorthy, may I request you to talk to either Mr Chandok or Mr Putli and get the meeting postponed. As soon as I pick up a bit, I will meet Mr Putli?”<br />
<br />
Moorthy retorted, “Jeet, you told me that you are not totally bed ridden. Right? And with some difficulty and with the support of a stick you can still move around. I suggest- don’t press me to change the date of the meeting. Chandok and Putli have fixed up the date and time of the meeting after lot of planning. They are the directors of two huge companies and their time is very precious. Plus, it is a union matter- may lead to a strike by the workers. No, I cannot even suggest postponement. I don’t have any other person here in the plant who can replace you. Take full rest the whole day tomorrow and charge day after tomorrow. OK? Keep me informed of the happenings.”<br />
<br />
Jeet Gavkar said, “I understand your compulsions but please try to understand my compulsions too. Doctor has advised me rest for three to four days and I am on heavy pain killers.”<br />
<br />
Moorthy rebuffed, “No, I do not buy it. Do keep the pain killers handy with you and you are saying that pain killers keep down the level of pain. So you can still make it……take rest full day tomorrow; do not come to the office tomorrow- that much I can do for you. And Jeet, if you wish to progress in the corporate world, you got to be tough. You cannot put off your work just because of some little ailment here or there. And now I leave it you. You decide and also be ready to face the repercussions if something goes wrong because of your decisions and actions.”<br />
<br />
With this, Moorthy hung up the phone.<br />
<br />
Jeet Gavkar had a brief conference with his wife that day and then, decided to attend the meeting in his all bandaged condition using a stick to support and gulping the pain killers. He decided to hire a luxury taxi the day after so that the journey could be less tiring. He decided to bear the extra expenses for the hiring of such a taxi since the company would pay him only for an ordinary taxi as per company’s travel rules.<br />
<br />
He entered the office of Mr Putli at Universal Finance the day after. Putli’s secretary announced his arrival to Putli. Jeet entered Putli’s cabin. Putli saw Jeet in all bandaged condition and limping.<br />
<br />
He showed some curiosity, “Hey, what happened. Chandok did not tell me about it. We could have fixed up another date. Why, even your boss Moorthy rang me only yesterday and confirmed the meeting, gave your background and the name. So, he knew about your accident. Then I suppose it may not be such a serious thing after all though from the first looks of it you look pretty bad.”<br />
<br />
Putli continued, “And now that you are here, why not get started with the business. I am in a pretty bad soup and Chandok and Moorthy promised me to take me out of it. So, first let me fill you up with some details.”<br />
<br />
And then Putli continued with the meeting while Jeet was suffering great pain.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-45888893443087569882010-03-11T08:22:00.000-08:002017-09-18T04:53:19.108-07:00Boomerang<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
Lately Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Shalini</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Bhatia</span> was mighty deranged. All the time she was feeling somewhat let down.<br />
<br />
Even in the ladies’ club parties she had suddenly started feeling pretty left out. The ladies club mainly consisted of the wives of the senior executives of the company Victory Incorporation. The importance of the members of the ladies club depended on the importance of their husbands in the company. The annual promotion time of the husbands used to present the most trying time for their wives. If the husband got promoted, the wife of that executive used to feel elated and her status in the ladies club would soar high all of a sudden. And the lady whose husband did not get promoted used to feel ashamed of herself (and her husband) and was treated lowly. In short, the hierarchical level was very important for these ladies and that squarely depended on how much promotion potential their husbands had.<br />
<br />
During past couple of seasons, Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_2">Shalini</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_3">Bhatia</span>’s husband could not impress the top management of the company and was left behind as compared to his contemporaries in the company who got promoted faster than him. Earlier times, it used to be the other way round. Mr <span class="blsp-spelling-error" id="SPELLING_ERROR_4">Anubhav</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_5">Bhatia</span> was the star of the sales division of the organization. And therefore, Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_6">Shalini</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_7">Bhatia</span> was a star too.<br />
<br />
Mr <span class="blsp-spelling-error" id="SPELLING_ERROR_8">Anubhav</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_9">Bhatia</span> was personally picked up from an outside organization by the managing director Mr Victor <span class="blsp-spelling-error" id="SPELLING_ERROR_10">Darbari</span>. <span class="blsp-spelling-error" id="SPELLING_ERROR_11">Anubhav</span> had impressed Victor <span class="blsp-spelling-error" id="SPELLING_ERROR_12">Darbari</span> in his employment interview and was taken in the company some eight years ago as a sales engineer. Within a short span, he got promoted to various senior levels and his present designation was deputy general manager (sales). But after reaching at this level a couple of years ago, his progress experienced a brake. And subsequently for consecutive three promotion seasons he did not get a promotion and not even a raise in the salary.<br />
<br />
He had obviously fallen out of Victor <span class="blsp-spelling-error" id="SPELLING_ERROR_13">Darbari</span>’s favors. He and his wife were trying to research into this stalemate. <span class="blsp-spelling-error" id="SPELLING_ERROR_14">Anubhav</span> felt that he was meeting the sales targets assigned to him though could not go beyond them as per his earlier reputation. But then couple of others in his division had got promoted despite their similar performance. So, he was bit confused. Then Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_15">Shalini</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_16">Bhatia</span> came out with her theory. She thought that she was one of the most presentable and beautiful lady of the ladies club and many ladies including Victor <span class="blsp-spelling-error" id="SPELLING_ERROR_17">Darbari</span>’s wife used to feel threatened due to this fact. <span class="blsp-spelling-error" id="SPELLING_ERROR_18">Shalini</span> pouted and said, “Now how can I help? I am made this way; it’s none of my fault. If others feel jealous, it’s their problem.”<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_19">Anubhav</span> replied, “But darling, others include managing director’s wife- you got to remain close to her.”<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_20">Shalini</span> was pretty street smart types and she understood what the husband hinted. She agreed, “Yes, I appreciate what you say. Here onwards, I will try to get closer to her. But that’s only half the story. You will have to work on Victor also. Your relationship with him has been pretty intimate. After all, as per Victor’s claim it is he who found you and he has enjoyed many accolades due to your performance in the past.”<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_21">Anubhav</span> suddenly felt enlightenment, “Oh, that’s that. I have not been giving that kind of enjoyment and pleasure to Victor lately for past three years in succession despite his several hints to me and so, others in the division have taken my place and pleased Victor. And worse- whenever Victor hinted at me, I ended up arguing with him as to why sales could not be stepped up with the current product mix. Victor does not like my arguments; he gets cheesed off. And that has been happening for quite some time now. I never realized but now I guess that my questioning him has not gone on well with him; after all he is the managing director and I am just a deputy general manager. I should have remembered that. No one else argues with him but me. Since we had developed an intimacy of sorts and had worked together so closely with each other over many years, I have been pretty open with him in my discussions. I am a fool; I should not have done it. And on top of that you have been acting like a beauty queen in the ladies club. Victor’s wife must have definitely mentioned about it to Victor.”<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_22">Shalini</span> was quite unhappy, she complained, “OK. OK. But all of this has created problems. These others have been promoted as general managers and let me tell you, that’s the real level in this company. They have been allotted company’s palatial bungalows and we are stuck with this rented apartment. They have recently upgraded their cars too. Our car is too small and old fashioned. They have been given the latest mobile phones and you are still carrying something that even our maid servant possesses. Frankly, I have started feeling too small these days. You must work on Victor. You are still on intimate terms with him. Why don’t you meet him when he is in a relaxed mood outside the office and have a heart to heart chat with him. For what all you did for him all these years, you can always demand a promotion to general manager’s level as a return favor to you, just one promotion. Tell him that you will not ask any more promotions from him. But he must promote you to general manager designation this coming season which is just around the corner.”<br />
<br />
So, Mrs <span class="blsp-spelling-error" id="SPELLING_ERROR_23">Shalini</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_24">Bhatia</span> and Mr <span class="blsp-spelling-error" id="SPELLING_ERROR_25">Anubhav</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_26">Bhatia</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_27">strategized</span>.<br />
<br />
And finally <span class="blsp-spelling-error" id="SPELLING_ERROR_28">Abubhav</span> found an occasion when he thought that Victor must be in a real relaxed mood. He was at the airport waiting for the announcement of his flight. And he found that Victor too was at the airport. He prayed for Victor to travel in the same aircraft with him. Then he could find lots of relaxed time in the business class with him.<br />
<br />
To his luck Victor boarded the same flight. As they settled down in their seats, <span class="blsp-spelling-error" id="SPELLING_ERROR_29">Anubhav</span> got up and went up to Victor and said, “Hi, what a surprise, you are on the same flight.”<br />
<br />
Victor said, “Yes, my program always gets formed at the last moment.”<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_30">Anubhav</span> lost no time and announced, “Can I have a personal chat with you? It’s pretty personal and I could do so here without taking your time in the office.”<br />
<br />
Victor hesitated a bit but he had no alternative but to accede to <span class="blsp-spelling-error" id="SPELLING_ERROR_31">Anubhav</span>’s request. Seat next to Victor’s was not occupied and so he sat down there. After a few minutes after the take off, he started talking with Victor.<br />
<br />
He rattled out everything the way it was planned between him and <span class="blsp-spelling-error" id="SPELLING_ERROR_32">Shalini</span>.<br />
<br />
After he finished, Victor showed a surprise, “I never ever thought that you and <span class="blsp-spelling-error" id="SPELLING_ERROR_33">Shalini</span> were so hard up to get that blessed general manager designation. You definitely must be knowing that I cannot deny your personal request any time and now particularly coming out to me with so many emotions. But it’s going to upset my organization structure and division of responsibilities quite a bit which I just don’t like; I hate it rather. But on the other hand I cannot upset you and <span class="blsp-spelling-error" id="SPELLING_ERROR_34">Shalini</span>. So, have your way. Congratulations; I promote you as general manager. I will instruct HR division to do the paper work.”<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_35">Anubhav</span> was in seventh heaven already. He was the general manager now and would soon get company’s palatial bungalow, upscale car and the brand new latest model of cell phone and many more perquisites. In this excitement he could not fully fathom the seriousness of the undertones of Victor’s communication with him. Victor further expressed it in terms of his body language that he was not interested in any further communication with him. He just closed the eyes pretending that he went to sleep.<br />
<br />
As soon as the aircraft landed at its destination, <span class="blsp-spelling-error" id="SPELLING_ERROR_36">Anubhav</span> rang <span class="blsp-spelling-error" id="SPELLING_ERROR_37">Shalini</span> and congratulated her. She started dreaming of her new hierarchical position in the ladies club.<br />
<br />
After that the things started toughening up for <span class="blsp-spelling-error" id="SPELLING_ERROR_38">Anubhav</span>. Victor promoted him as general manager alright but in doing so, Victor had to disturb his plans significantly which he did not like. As a fallout of all this, he allotted <span class="blsp-spelling-error" id="SPELLING_ERROR_39">Anubhav</span> a very small portfolio of selling some new trial products of the company (which was a very tough job and <span class="blsp-spelling-error" id="SPELLING_ERROR_40">Anubhav</span> just did not have any experience in it) and gave him a small contingent of manpower. He set pretty ambitious targets for <span class="blsp-spelling-error" id="SPELLING_ERROR_41">Anubhav</span> for the next three years.<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_42">Anubhav</span> could not meet the targets the first year, he was way below them. Victor called him and reprimanded and reminded him that he expected lot more at the rank of a general manager. The second year was not any good for <span class="blsp-spelling-error" id="SPELLING_ERROR_43">Anubhav</span>. Victor repeated his reprimand and the reminder about his general manager position and the expectations attached to it.<br />
<br />
<span class="blsp-spelling-error" id="SPELLING_ERROR_44">Anubhav</span> realized that though he had a better designation, better salary and perquisites, he was totally on an unfamiliar territory and his span of operation and control had reduced dramatically. He was not quite satisfied with the situation despite getting the designation he and his wife had chased.<br />
<br />
Before the end of third year, <span class="blsp-spelling-error" id="SPELLING_ERROR_45">Anubhav</span> knew that his ouster from the company was imminent and he started the job hunt for himself very seriously.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-26328874825161895422010-03-10T02:59:00.000-08:002017-09-18T04:54:26.534-07:00Self and Family Foremost<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
With great difficulty, HR chief Harry Roman managed to get company’s Sales chief Sunny Omar’s agreement to meet up with him. And Sunny knew that it was the only way to decide about the annual rewards to his employees. It was the annual performance appraisal time and without this meeting with Harry, his recommendations to promote or raise the salaries of many of his important staffers could not be forwarded to the top management for approval.<br />
<br />
Yet, Sunny had been postponing the meeting with Harry. He just did not have time for any meetings. Sunny Omar was enviably the busiest guy of the company. In a competitive market in which he was, selling his company’s products was an uphill task. The company was not doing all that great on product development front and so, also on the sales front. Therefore it will not be an exaggeration to say that the company was keeping a track of sales performance on hour to hour basis. Company’s every top shot’s performance was largely dependent on the performance of Sunny Omar. Everyone’s eyes would finally be set on what kind of sales figures Sunny reported day after day. And obviously he had many bosses in the company. Organization charts constructed based on the much talked about management principle of unity of command rarely worked under such situations. Here one person had many husbands. And Sunny’s every day was torn serving all of them.<br />
<br />
He constantly was at the beck and call of all of his numerous bosses. The first boss was the family chief of the main promoter of the company who was the chairman of the company around 8 years ago but even after retirement believed that he was the supreme boss. He could not be satisfied without getting informed on the sales figures every 4 hours of the long 16 hours work day. He genuinely expected his executives to work 16 hours a day.<br />
<br />
His second boss was the son of this ex-chairman, now the current chairman of the company. Being slightly younger and modern, he expected Sunny to report to him on the sales figures at least two to three times a day.<br />
<br />
His third boss was the CEO of the company, his real legitimate boss as per the organization chart. He too was demanding but having risen to that position via the route of sales chief of the company, he fully empathized with Sunny.<br />
<br />
His fourth boss was the chief of finance. This chief of finance is always considered to be the most dreaded person of any family run company irrespective of how so ever big the company may be. He is considered to be very close to the top most people of the company and a great informer. Even CEO of the company (if he is a professional and most of the family oriented companies appoint an outsider professional as the CEO for obvious reasons) has to beg from the chief of finance the much needed money to run a company. The chief of finance of this company was a tough nut too and would demand information on sales figures and more importantly the collection figures every two hours.<br />
<br />
He had a few more bosses like chief of manufacturing etc, though less devilish but he could pay attention to them only if he was left with any time after keeping the above-mentioned four bosses humored hour after hour and day after day.<br />
<br />
Apart from serving all these bosses he had his own work to accomplish every day- the main work of selling the products. He had to manage his department and the numerous dealers etc. So, he ended up doing overtime every single day.<br />
<br />
And what do you expect this will do to any healthy person? Yes, you guessed right- high blood pressure and start of the heart ailment. Sunny Omar embraced both of them. And once you get them, you have to live with them over whatsoever little life is left with you. In addition to getting habituated to reporting daily figures many times to many bosses, he had also become habituated of gulping many medicinal tablets many times a day.<br />
<br />
Now you can understand why Sunny Omar was not in a position to meet the HR chief Harry Roman. He selected a day and time for the meeting very carefully, the day when the ex-chairman and the chairman were away from their offices and were attending a family function somewhere abroad. He expected no disturbance from them at least.<br />
<br />
But it was not to happen that particular day. As soon as the performance appraisal meeting started between Harry and Sunny in Sunny’s office, the chairman rang from wherever he was enjoying the family function and the family lunch. Sunny guessed that chairman could not have started his lunch. The first course of the lunch for him was knowing about the sales performance of the company. That call lasted for over 25 minutes.<br />
<br />
Then chief of finance rang him as soon as Sunny was done with the chairman. On the days when chairman was away from office, chief of finance’s main job was to keep a track of who all from the corporate office were speaking with the chairman and what was it they were speaking about. He had his own way of knowing this. So he rang Sunny to know as to what the chairman wanted. The idea was to keep himself ready with all the information on all the fronts so that if the chairman or his father rang him, he was prepared for it. So Sunny got busy with chief of finance for the next 45 minutes.<br />
<br />
After that, Sunny resumed his meeting with Harry only to be interrupted by the ex-chairman (the current chairman’s father). He asked more or less the same information and questions which the chairman had talked about just some time ago. Sunny cursed him silently, “Why the old man could not have got that information from his son, after all they were having their lunch together in the same room?”<br />
<br />
By this time he was exhausted and in these back to back meetings with his three bosses, he just did not have time to take his medicines. Doctor had advised him to be very regular with his medicines but invariably he would miss the timings and sometimes, even the medicines.<br />
<br />
Sunny excused himself for few minutes and swallowed a couple of tablets. Harry was patient with him.<br />
<br />
Sunny said, “Where were we? Yes, I am exceeding my budget but if the company wishes to meet its sales targets, you may have to convince the management to promote these guys whom I am recommending. They are the pillars of sales department. Please get the approval for exceptional budget for this.”<br />
<br />
He had barely completed his sentence, then, he was called by the CEO Jim Barker. Jim Barker would not tolerate any delays. So, without any delay, Sunny excused himself once more and dashed to the office of CEO Jim Barker. It was two flights up and he took the stairwell rather than waiting for the elevator.<br />
<br />
By the time he reached Jim’s office and sat down in the chair in front of him, he was profusely sweating and panting. He was about to collapse and faint. Jim asked a few questions related to work but Sunny just could not manage to speak.<br />
<br />
Jim knew a bit about the health conditions of Sunny. Jim was an experienced person in the sense that he was also a patient of high blood pressure. He could understand what was happening to Sunny. Jim asked Sunny if he had taken his daily blood pressure pill to which he said, “No.”<br />
<br />
Jim asked, “Which one your doctor has prescribed?” Sunny gave the name of the pill. Jim was happy to know that it was the same tablet that he was also prescribed and so he searched his cabinet and administered that to Sunny. He immediately called the company doctor and arranged for his electrocardiogram (ECG) in his own chamber. Luckily ECG had not worsened. Doctor advised sunny to take rest for half an hour in Jim’s chamber and went away.<br />
<br />
Jim did not disturb Sunny for nearly one hour since he had dozed off. After about an hour when Sunny woke up he started to apologize and said, “I am OK now. I am ready for work.” But Jim would not allow him to work.<br />
<br />
He asked sunny to relax and said, “Sunny, today I wish to give you a very important advice. Please do not ignore it. I am speaking with you not as your CEO but as Jim and as your friend. Listen to me carefully.”<br />
<br />
Then Jim continued, “I have been observing you pretty closely for quite some time now. You are a very sincere, honest, loyal and hard working person. I wonder if you are this sincere and loyal to your wife and your kids. Apparently you are not. The way you are burning yourself from both the ends, you are cutting your life span. You will be on the verge of a serious breakdown that might fall on you much sooner and without any warning. Please remember, you are mainly working for yourself and your family and not for any inanimate company. God forbid, if something serious happens to you because of your over indulgence with the work here and you die, let me tell you frankly that no one from this company is going to look after your family after you are gone. At best, a senior officer of HR department would represent this company on your funeral as per the HR manual of the company and hand over to your wife a check of your pension fund. And that’s it. They will sympathize with your family for a day or two and after that everything will be forgotten. Real life is like that. None of us, our chairman or his father or our finance chief or even me will be of any use to your family after you are gone, all of us have our own problems and all of us are busy with them; where is the genuine time and concern for others?”<br />
<br />
Sunny Omar felt different from any of his usual office days. He was more relaxed. He got introduced to a new and important dimension of life.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<em></em></div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-22933498637052977742010-03-08T02:52:00.000-08:002017-09-18T04:55:33.506-07:00Zero Layoff Recession<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Kotnis</span> went numb.<br />
<br />
He was sitting in his manager’s cabin. Manager was saying something to him but he did not know what it was. Involuntarily he had stopped listening after he listened to his manager’s first couple of sentences. The manager had said, “Jay, I had no option but to include you in the list of managerial employees to be laid off due to recessionary pressures. You have been laid off with immediate effect. In case we start recruiting again, you may be one of the firsts to be contacted.”<br />
<br />
After that, the manager went on telling that the company had downsized company’s employee strength by 35% and many more details regarding recession and its adverse impacts on the company.<br />
<br />
However, Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Kotnis</span> was totally oblivious to his manager’s presence. He went numb.<br />
<br />
He felt humiliated.<br />
<br />
He felt shocked.<br />
<br />
He felt angry.<br />
<br />
He felt revengeful.<br />
<br />
He felt diminutive.<br />
<br />
He felt worthless.<br />
<br />
And he felt more emotions but he was not in a position to know what they were.<br />
<br />
Slowly the enormity of being kicked out of the job dawned on him. He had invested a good amount of his hard earned savings in buying a new home and a second car for his family at artificially escalated market prices. If he had no income, how was he going to pay back the loan? Would he be able to hold on to his home or will he have to foreclose it? Will he have to sell off the second car meant for his wife and his 8 years son? How will he manage the huge school fee? Can they manage their grocery expenses and other monthly bills?<br />
<br />
For a moment he went blank again. Suddenly he went into delirium.<br />
<br />
Lots of mixed up thoughts were circulating in his mind, “What will his wife think of him? What will his son think of his dad? I will lose my esteem with them. How will I explain to my neighbors? What will I tell my parents? People are going to mock at me.”<br />
<br />
Then suddenly, he felt a bit better thinking that it was none of his fault. He had been giving his best as a competent professional. He did not make mistakes. He did not bring in the recession.<br />
<br />
“They were those nincompoop <span class="blsp-spelling-error" id="SPELLING_ERROR_2">ba</span>----<span class="blsp-spelling-error" id="SPELLING_ERROR_3">ds</span> sitting on top of these kinds of companies who are messing up with the whole economy and markets and the public at large is badly hit by it. Thousands of families are being uprooted left and right by the actions of these greedy, unscrupulous, corrupt, shortsighted goons. They keep fooling the people by singing songs of inflationary economy, glamorizing the concepts of living for today on borrowed money and many such horrendous ill conceived selfish ideas. They continue drawing the unimaginably disproportionately high, undeserved salaries and bonuses despite the recession and to compensate for it keep kicking out the people who make money for them and keep destroying their families.”<br />
<br />
After all these initial outbursts in his mind, he calmed down a bit. His rational mind took over and he got ready to face the new challenges of being a jobless. He thought that like the company he was working, a great number of so called prestigious companies were also laying off their employees in tons. It is not going to be easy to get a decent employment soon. How many months will he have to wait? He was not too sure.<br />
<br />
In the silence of the night that day, he sat in his study room and started coining with various possibilities. After thinking about many alternatives, he decided to work as a self employed person. He had sufficient savings to last for 1.5 years after giving away the monthly bills and paybacks towards the loans. He found that he would work hard as an entrepreneur and within 1.5 years, he could start earning a reasonable income with his new venture. He felt somewhat elated and he did not know when the sleep overtook him.<br />
<br />
His wife woke him up the next morning and seconded his decision of going ahead self employed. He could sense the genuineness of the support coming from his wife. That filled him up with the kind of mental strength that he needed to start off on his own.<br />
<br />
It took him more than 2 years to setup his new venture and decent amount of money started flowing in. It took a little longer that he had planned because of the prevailing recession.<br />
<br />
The recession phased out over four painful years. Once again, the things were back on track. Human memory is very short and most of the people in their daily struggle of living do not have time and energy to indulge into the philosophies of recession etc. All they do it to pray that the recession should not occur again.<br />
<br />
But when the things are not sorted out from the root levels and only superficial treatment is meted out by the people whose very job is to ensure non recurrence of recessions, the next cycle of recession definitely knocks at the door. So once again after a gap of some 11 years, another round of recession gripped the whole world, this time still more severely.<br />
<br />
During these 11 years, Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_4">Kotnis</span>, with the full active support of his wife, set up his new company. The company grew to a good size. The company enjoyed good reputation as an ethical company, its products and services were rated high by the customers and employees were a highly satisfied lot. It was bound to be so since Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_5">Kotnis</span> was running his company on following sound principles:<br />
<br />
<ul>
<li>Eye on long term keeping short term interests as important.</li>
<li>Effective and efficient running of company resulting in minimum wastage and minimum overall costs.</li>
<li>Pricing structures more guided by the overall costs of providing products and services and not necessarily being dictated by the market price trends. (It was possible because the company constantly kept a close watch on its overall costs).</li>
<li>Not being a greedy organization. Aim at only reasonable profits.</li>
<li>Increase the market shares on sound principles of winning customer loyalty.</li>
<li>Constantly build up the company reserves. The company reserves will be maintained at levels where even in rainy days, the company will have sufficient funds to look after the interests of all of its stake holders, the most important being the employees and also, the interests of the customers.</li>
<li>Build up the manpower in the organization in a sensible way.</li>
<li>The highest salary will be within a maximum of ten times that of the lowest salary in the company.</li>
<li>Remain a zero lay-off company even in the trying times.</li>
</ul>
And after a gap of 11 years the recession was haunting everyone once again.<br />
<br />
Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_6">Kotnis</span>’s company was not left untouched by the onslaught of recession. This was confirmed by the vice president (finance) who conferred with Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_7">Kotnis</span> one gloomy morning.<br />
<br />
He said to Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_8">Kotnis</span>, “Mr <span class="blsp-spelling-error" id="SPELLING_ERROR_9">Kotnis</span>, we are in a very tight situation. I have worked out various scenarios. And though, I know that you are not in favor of lay-offs and it’s like our company’s policy, I do not see any other alternative. We cannot carry all of our employees with us during the entire recession span with the kind of reserves we have built up. They are good by any standards but with the existing salaries we cannot sustain beyond 2 years. We must consider laying-off at least 40% of our employees right away if we wish to continue running this company.”<br />
<br />
Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_10">Kotnis</span> thought over the matter for a good length of time. His thoughts took him back in time by 11 years. He saw a clear picture that he was being fired from his job ruthlessly by his earlier employer where he had worked so very professionally. He shuddered once again with the trauma he had experienced while being kicked out of the job in the last recession. He could imagine that his company’s employees and their families would experience the same trauma if he fired them from their jobs which they did so diligently day in and day out. <br />
<br />
Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_11">Kotnis</span> decided, “No one will be out of this company. We will meet up with all the employees batch by batch and speak with them.”<br />
<br />
Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_12">Kotnis</span> spoke with each batch of employees, “We are reeling through recession and its negative impacts on all of us. Our financial analysis says that despite our decent reserves we cannot pull on for next 4 years which is the estimated time over which recessionary trends will prevail. We have been doing our best on all the cost reduction fronts. We are already good on other fronts like prices and quality of our products and services. We will be able to run the company at the existing salary levels for a maximum of 2 to 2.5 years. Cutting the salary costs is being achieved by a very large number of reputed and not so reputed companies by way of laying-off their employees though their top managers and <span class="blsp-spelling-error" id="SPELLING_ERROR_13">CEOs</span> still enjoy unimaginably fat salaries and perquisites and bonus. Our company policy does not believe in laying off the employees who work so hard and sincerely for the company. But we can still reduce the costs without any lay-off if all of us agree to take a cut in our salaries. We will need to take a 50% cut in the salaries if we wish to survive as a company. I am willing to take 50% cut in my salary and so also all of my heads of the departments. I request all of you to think over, consult with your family members and give your decision within a week. Thanks.”<br />
<br />
A week passed. The employees were consulting with each other. Some even checked company’s financial position and its reserves. The employees also consulted with their wives and other members of their families. They were observing the people who lost their jobs in other companies. Soon they were getting acquainted with the harsh realities of life without a job. Most of them were getting convinced that they would be much better off with 50% of their existing salaries rather than some of them getting nothing. They were also appreciating the genuineness of the top management who had volunteered to declare their decision of taking 50% cut in their salaries. They also knew that their top bosses were not drawing obscenely vulgar levels of salaries as other <span class="blsp-spelling-error" id="SPELLING_ERROR_14">CEOs</span> were doing in other companies. They decided to cooperate for their own good.<br />
<br />
The employees gave in writing to Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_15">Kotnis</span> their desire to cut their salaries by half and continue to work in the company. <br />
<br />
Jay <span class="blsp-spelling-error" id="SPELLING_ERROR_16">Kotnis</span> implemented the decision. He and his wife were very happy that day.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-87450583411338340792010-02-24T07:38:00.000-08:002017-09-18T04:56:27.995-07:00Deadly Shortcuts<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
A news item was flashing all over the newspapers, news magazines and various channels of television screen. It read like this: “Finally, the local sleeping elephant has woken up and decided to venture into the rapidly expanding car market of the country. It’s very ambitious entry of Supreme Motor Company Ltd into a market that has already been captured by the foreign multinational companies. Their cars embody latest world class technology, contemporary style and excellent finish. Why should anyone buy the cars of Supreme Motor Company who has decided to make the cars totally <span class="blsp-spelling-error" id="SPELLING_ERROR_0">indigenously</span>?”<br />
<br />
Only the hard core specialists knew that the only local company of the country that was capable of manufacturing the cars as good as the foreign cars was Supreme Motor Company Ltd. And the chairman of Supreme Motor Company carried this conviction too. But no one else did.<br />
<br />
After a few months of this news, another news was flashed as breaking news: “Supreme Motor Company breaks all the previous records. It is going to launch the car four months ahead of the scheduled date. The company’s “time-to-market” a car is the new benchmark. The company has already opened up the bookings. Customers can book the cars of Supreme Motor Company right away by paying the booking amount.”<br />
<br />
Another news item came in soon. “Unprecedented booking amount collections by Supreme Motor Company for their soon to be launched all indigenous car.”<br />
<br />
Finally, the final day came and the cars were rolling out of the assembly line of the company’s car unit. The first customers felt proud of their prize possession.<br />
<br />
But their joy and happiness of possessing the car lasted only a few days.<br />
<br />
Very disturbing news of accidents of the cars just sold by Supreme Motor Company started appearing in the news columns. Automotive analysts were reporting car’s various defects by the day. They found that the car was infested with serious technical bugs- some of them even endangering the safety of car. The awful news and along with it hundreds of gossipy stories started circulating far and wide very rapidly.<br />
<br />
And it all ended soon with one more breaking news: “Supreme Motor Company has refunded the entire booking amount to the customers who had booked the company’s car. The company has stalled the car’s production and sales. It will announce its further course of action later on.” The news editorials added: “In view of the heavy investments made by the company through various borrowings, the company is expected to reel through pretty good degree of losses for several years to come. The exact damage is yet not known. It was a bad dream of the chairman of the company.”<br />
<br />
What led to this dismal disaster of an ambitious project of a competent local automotive company? Let us turn back the pages and read below the events that led the company to this type of catastrophe. Read on:<br />
<br />
It all started around the time a couple of years before the above-mentioned fiasco took place when the world economy took a turn to globalization and liberalization. This particular country where Supreme Motor Company Ltd was located had no choice but to join the circus. So, the country was undergoing metamorphosis.<br />
<br />
Many multinational companies or foreign companies had already an eye on this country for quite some time. They were already seriously planning to make inroads into it. This country provided them a promise of making enormous money for them due to various reasons. Now the opportunities had opened up. The initiatives taken up by the already well-to-do nations for free world trade had already resulted into opening up the doors of many countries of the world which were otherwise closed to them. So they started flowing into all those countries including the country we are talking about here. They made the entry via various economic propositions of producing and selling their goods and services in this country. They emphasized that it would create great employment opportunities for the citizens of the country.<br />
<br />
Within two to three years, the markets of this country were glutted with foreign companies, multinational companies and their products. Brand new products started flashing in. These new products included cars, scooters, motor cycles, mobile phones, computers, refrigerators, televisions, washing machines, microwave ovens, fashion garment, beauty aids and what not.<br />
<br />
With the advent of new investments by the foreign companies, the employment opportunities in the country increased significantly. More people got employed and the salaries shot up too. It created a new buying power that was never ever seen before.<br />
<br />
A sense of competition could be felt everywhere. Consumers started having choices of products and services that were totally absent previously. Suppliers’ market turned into customers’ market. The monopoly of the local companies was rapidly petering out. They were left with no choice but to compete with the new entrants into the market if they had to survive. In the process many of the local companies fell by the side, many were limping and a few came out strong.<br />
<br />
Considering this, one of the local companies was keenly studying the possibility of steering itself into this scene. This company was Supreme Motor Company Ltd. So far, it was into manufacture of commercial vehicles and it enjoyed a strong presence in that market. The chairman of the company assessed that the company should start manufacturing cars because the people were becoming more prosperous and they would need cars; it presented a big market for the cars. And he assessed that they should do so soon before it is too late since already couple of foreign companies had established their roots in the country and customers were already getting used to the cars produced by them. Their cars were like chick and smooth apparently with no flaw and incorporated the latest technology.<br />
<br />
The chairman of the Supreme Motor Company was looking out for a right person as a leader to head the new car project. And who could have been the better choice than his deputy managing director Joe Peterson. He was considered the most devoted employee of the company. It was famous knowledge among the most insiders that he would go to any length to produce the existing products i.e. commercial vehicles well ahead of production and delivery schedules. Joe Peterson was heard many times saying, “I will do anything for this company. I am capable of murdering those who will come in way of production of the vehicles. People were in his awe and used to fear him a lot. He had also become management’s pet.” Since it was a sellers’ market, timely manufacturing or production was the focus of every organization and Peterson was achieving it. Nobody bothered whether he did so by hook or by crook- after all, it was immaterial in sellers’ market.<br />
<br />
Due this very quality of Peterson, year after year, he used to complete the yearly production target well ahead of schedule and used to allow merry making to his workers right in the assembly line for two to three days at the end of every year. And for himself, he used to collect a very special award at the hands of the chairman of the company every year in addition to the frequent promotions he had got used to. He was the most and the fastest promoted employee of the company. Starting as a junior supervisor on the production shop floor, after taking a mere diploma in mechanical engineering from a non-<span class="blsp-spelling-error" id="SPELLING_ERROR_1">descript</span> institution, he rose to the level of deputy managing director in less than 20 years. People used to marvel at his meteoric growth in the organization.<br />
<br />
So, Joe Peterson was the obvious choice of the chairman of Supreme Motor Company when it came to decide about the new leadership of the ambitions car project. Peterson promptly agreed; his eyes were fixed on taking over as managing director and he thought that it was the best route to reach there.<br />
<br />
On the very first day of his appointment, as the head of the car project, he got busy and started slave driving his staff as per his native style. He was an out and out autocratic manager with a stick in his hand most of the time. Occasionally, at other times, he would patronize and distribute bribes to the people in his coterie- yours truly types. He sang songs of high class discipline and to him discipline meant total obedience. Those who asked questions or gave unsolicited suggestions, howsoever brilliant and creative, were the targets of his ire. Due to this many competent engineers and managers left the organization or took transfers. He was mostly happy dealing with the sycophants in his coterie who were by and large mediocre.<br />
<br />
Joe Peterson committed a date of launch of their new car to his chairman. He wanted to maintain his reputation of delivering things ahead of schedule and made an announcement of that sort to the media.<br />
<br />
He started exercising undue pressures on his suppliers and vendors. Under pressure, they started making deliveries of outsourced components in time but compromised on quality standards. Joe Peterson knew about this lacuna in quality but he was a past master in this game and closed his eyes to it. He was extrapolating his experience of the environment of sellers’ market of commercial vehicles into making of the cars. He ignored the fact that the car market was no more a sellers’ market. And customers demanded world class safety and quality standards in their cars and they were already getting them from the existing car manufacturers of the country by now.<br />
<br />
One more thing he did was to bring in few of his relatives and friends as the vendors and obliged them though they were novices for the automotive industry He even financed them from Supreme Motor Company and that was not ethical. These vendors were utter failures.<br />
<br />
In addition, he was not allowing adequate time for testing of the components, sub-assemblies, assemblies and the complete car. He just did not have time for complete and elaborate testing procedures that a car needed before sending it to a customer. His top most priority was meeting the deadline announced by him to his chairman and to the press so that he could steal the lime light as per his usual habit. So he started cutting corners on testing.<br />
<br />
He started making all the people in the car team to work over time. They were made to work 12 to 15 hours a day and they were getting tired and making numerous mistakes. It resulted in heavy rework and the quality suffered seriously further.<br />
<br />
And he rolled out the first batch of cars from the assembly line four months in advance of the official scheduled date. Among the thunderous applause from the audience consisting of the chairman of the company, guests, suppliers, vendors, employees and journalists, Joe Peterson's photographs were clicked a thousand times and he was all over the television and newspapers within no time. He had turned into a hero, a celebrity overnight.<br />
<br />
And the bubble burst when this hour of glory was followed, after a few days, by this breaking news: “Supreme Motor Company has refunded the entire booking amount to the customers who had booked the company’s car. The company has stalled the car’s production and sales. It will announce its further course of action later on.” The news editorials added: “In view of the heavy investments made by the company through various borrowings, the company is expected to reel through pretty good degree of losses for several years to come. The exact damage is yet not known. It was a bad dream of the chairman of the company.”<br />
<br />
Soon a high level task force was set up by the chairman of the company to find out the root causes of failure of the car project. Within a week the task force submitted a confidential report to the chairman with its detailed findings.<br />
<br />
The next day morning, Joe Peterson was not allowed to enter the company’s entrance gate by the chief security manager of the company. He gave Peterson a formal letter of the company dismissing him from the services of the company. He got one more packet containing some more related documents and a check towards full and final settlement to him from the company. He did not utter a word and retreated towards his home.<br />
<br />
(The company kept up its work of eliminating all the bugs in the car. That took the company some two more years. During this period, the company suffered huge financial losses. After perfectly testing the car for safety, overall quality and performance, it was re-launched and it became a big success and paved the way for its future cars).<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
<em></em></div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-63376230001395983642010-02-22T03:59:00.000-08:002017-09-18T04:57:07.310-07:00Suspected Conspiracy or Manager’s Wrong Moves?<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
Shaan Bhatkar was travelling all over the country to recruit managers at different levels under him. He had joined Prestige Motor Company Ltd couple of years ago after having had a great stint with his earlier employer Universal High Tech Products Ltd. He had a well deserved reputation of a high flier executive. After joining Prestige Motor Company Ltd, he expanded his department rapidly within couple of years and his management had sanctioned him additional manpower. So he was looking out for the right people.<br />
<br />
Today he was in the city of the corporate office of his earlier employer Universal High Tech Products Ltd. He was conducting interviews with the job applicants at a five star hotel of the city. In the evening, after the interviews, he would still be left with sufficient time before the normal closing time of a typical business day. During that period, he intended to meet up with his ex-boss Ehsan Pasha in the corporate office of Universal High Tech Products Ltd- to pay his courtesies. He telephoned Ehsan Pasha who was overwhelmed by Shaan’s gesture and warmly invited him in his office in the evening.<br />
<br />
Now he was with Pasha. After initial exchange of pleasantries, Pasha enquired of him, “Are you here for conducting the job interviews?”<br />
<br />
When Shaan nodded in affirmation, he quipped, “Then you are a god sent man. Do you remember one of your colleagues Krish Juneja? He has applied to one of the positions you had advertised and you must select him. Was he interviewed today?”<br />
<br />
Shaan Bhatkar said, “I remember Krish very well, how can I forget him. Do you recall that when you were looking out for a bright manager who could run our high precision manufacturing unit; I was the one to recommend him for that position?” After some pause I continued, “No, he was not interviewed today. His interview is scheduled for tomorrow. I would not hesitate to grab him for a job with me, he is good. But I wonder if he would like to work under me. After all he was my contemporary when I was in Universal High Tech Products Ltd.”<br />
<br />
Ehsan Pasha paused for a while and mentioned, “But you always ran faster than him. You were always seen as a better leader and a manager than him. He knows that and under the circumstances he is in now, he would not mind reporting to you.”<br />
<br />
Shaan asked, “What kind of circumstances you are relating to, in his case?”<br />
<br />
He was a bit surprised that Shaan was not aware about the circumstances in which Krish Juneja was. Yet, he clarified, “Don’t you know what arduous time he is going through? The nasty news is all over the place; it is in the newspapers. About couple of weeks ago, one of the workers in his manufacturing unit charged him with molesting his sister. Based on the prima facie investigations, he had to spend couple of nights behind the bars in the local jail. That worker’s sister worked as a domestic help at the residence of Krish Juneja. She is a pretty good looking girl. Juneja’s wife was away from home and the maid was carrying out her daily chores of sweeping and swabbing the house. Juneja was present in the house. It is alleged that Juneja had an eye on that maid for quite some time and that occasion of privacy suited him to force the servant girl into physical intimacies. The worker took up the case not only with the police but also with the union leaders of the factory’s workers union who have threatened Juneja aggressively.”<br />
<br />
Shaan Bhatkar became dumb momentarily to listen to what Ehsan Pasha was narrating.<br />
<br />
Ehsan Pasha continued without waiting for any comments of Shaan. He wished to get the whole story out of his system. He went on, “The entire top management in the high precision manufacturing unit and few of us in the corporate office, including me, are trying to help out Juneja. He has been instrumental in bringing the high precision unit back on the track because of his deep technical understanding and his courage in enforcing the discipline among the workers. Of course, the workers’ union and the entire work force had not liked the idea of enforcing the disciplinary measures suddenly introduced by Krish Juneja. Among many instances of tightening of the shop floor discipline, this worker on whose complaint and allegation Juneja went through the entire ordeal was twice suspended by Juneja from work on account of the worker’s indiscipline. Due to his suspension from work, the worker had felt highly humiliated as per the workers’ union’s version. But as per the worker’s own statement, he was suspended not because of his indiscipline but because he had warned Juneja not to make any advances with his sister. His sister had told him about Juneja’s attempted misbehavior with her. In any case, on union’s intervention with management, he was reinstated on the job both the times only after he apologized to Juneja. Some people believe that the worker took revenge by maligning Juneja this way. From our private talks with Juneja’s wife, we gather that even she is mighty upset with her husband’s behavior- that’s quite unfortunate for Juneja. From the beginning she did not want to have a beautiful young girl as a servant in the house and she had spoken about it to Juneja couple of times. But Juneja did not think that to be an important issue and dismissed it.”<br />
<br />
Shaan was listening to the whole story with lots of concentration but did not speak or comment.<br />
<br />
That gave an indication to Ehsan Pasha to continue and complete his narration. He said, “After the management’s dialogue with the workers’ union, an out of court settlement was reached and the case against Juneja was withdrawn from further legalities. I understand that a huge sum of money was paid by Juneja to settle the matter. The union stipulated that none of the workers would like to accept Juneja as their manager here onwards. They would not like to work under a morally degraded person. Management finally deputed Juneja, temporarily, in the corporate office and advised him to immediately look out for opportunities outside the company as well as the city. That’s why you should pull him out of this tricky situation. You will really do a great favor to him.”<br />
<br />
Shaan Bhatkar remained non-plussed.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0tag:blogger.com,1999:blog-7728570985098443925.post-75739851204964500772010-02-18T08:12:00.000-08:002017-09-18T04:57:49.290-07:00Is He Cheating on Me?<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
On this occasion, the vice president (marketing) demanded money equivalent of twenty million dollars from his company’s president.<br />
<br />
This was the highest he had asked for in past five years or so- far higher than in the past.<br />
<br />
The company was in the turnkey business. It used to undertake commissioning of the complete projects in several sectors of engineering and construction. The company was a huge conglomerate, highly reputed in the industrial and business circles globally. It used to deal with mammoth projects- each project worth billions of dollars. The decision makers in the client companies (normally they are few in numbers in most of the companies; around couple of them) knew extremely well as to which way they should take the decisions. If everything was more or less equal from the competing supplier companies, the sales order was decided in favor of the supplier who could personally satisfy the decision maker(s) of the client company the best.<br />
<br />
By now, you must have known what it hinted at. Yes, it was the under-the-table money or the kick-back that these decision makers in the client company would receive from the prospective supplier company. In a simpler language it is called bribe. In this particular supplier company that is referred in earlier paragraph, the vice president (marketing) was solely responsible and accountable to market its turnkey projects, bag the order from the client and negotiate all the commercial terms (including those pertaining to the kick-back money also).<br />
<br />
Bribe has become a standard practice with a considerably large number of people in power when the stakes are very high. Many people who are at the helm of the affairs in the corporate world believe that it is their right to get a fat fee for the power they have and they exercise in affixing their signatures on the dotted lines. As per them, it is obviously reasonable that in lieu of bestowing their favors on to the supplier, supplier should feel only too happy to part with a good percentage of the capital outlay of the project into their personal kitty.<br />
<br />
While this model of dealings between companies is acceptable in the industrial and business world, no one acknowledges its existence- they deny it outright. Interestingly, quite a few of these companies (both the clients as well as the suppliers) have their written down flashily displayed corporate values which scream the phrases conveying to the rest of the world that these companies have very high ethical standards and they are driven by their lofty values.<br />
<br />
So, the president of this company that used to undertake the turnkey projects of enormity was not any hypocrite. He was a past master in this game himself when about five years ago; he himself was the vice president (marketing). As vice president (marketing) he used to get from his then president, brief-case filled with green currency notes he used to demand from his president for securing a prestigious order from the client. In this game trust between players is very important. So the demanded money was passed on by his president to him without asking any questions or clarifications. The most important thing was to bag the order from the client company- whether by hook or by crook. After receiving the demanded cash in the brief-case, he used to pass on that brief-case to the decision maker(s) in the client company in exchange of the sales order.<br />
<br />
But he would not pass on the entire money in the brief-case to the client. He had made a rule for himself to scoop out 10% of what the brief-case contained. He was not greedy- he never needed more than 10%. And the scales of business in his days as vice president (marketing) were pretty moderate.<br />
<br />
So when he became president of the company five years ago, he continued with the established system of passing of the brief-cases. He would always hand over the brief case to his new vice-president (marketing) only happily. And he felt that the new vice president (marketing) might not have setup any system of scooping out 10% of the contents of the brief-case as he was in habit of doing in his own days. He assessed that his new vice president (marketing) did not look that smart and capable.<br />
<br />
He was sure of one thing- that the latest turnkey project was colossal and as per his experience, he estimated that the decision maker(s) were pretty decent in demanding the bribe of that scale. Bribing in order to bag this huge order was absolutely OK with him; after all that would bring glory to him ultimately. His employees at all the levels and more importantly, his board of directors would be highly proud of him. That will give tremendous fillip to the company’s share price in the stock markets.<br />
<br />
Yet, this time when his vice president (marketing) demanded a brief-case worth equivalent of twenty million dollars, a bug of suspicion suddenly entered his mind. He did not commit to the vice president (marketing) immediately which was otherwise the normal practice. He asked his vice president (marketing) to meet up with him the next day morning.<br />
<br />
The president went home. All the while, in the car, he was trying to calculate as to by what amount his vice president (marketing) would become rich if he scooped out say 10% of the contents of the brief-case. He was also trying to work out the scenarios at 1%, 3%, 5% and 7%. In his nervousness, he was finding it difficult to calculate manually.<br />
<br />
So, as soon as he reached home, he took out his calculator and without being bothered about the tea that his wife offered him, he got busy calculating. He worked out all the figures of profits at these various percentages. Then he took out his secret diary where he had scribbled on one page his entire loot which he had made at his own 10%. He was very shocked and very jealous to see that his vice president (marketing) would surpass him on just this single transaction even at a moderate 1%. But he also hoped against hopes by asking to himself, “But will he do it? Is he in the habit of doing it? Is he really capable of doing it?”<br />
<br />
He could not enjoy his dinner that night. Then he could not sleep the entire night. And even by early morning, he was not very sure of what he should do with his vice president (marketing) in his meeting with him at the day-break.<br />
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;"><br /></span></strong>
<strong style="font-family: georgia, "bitstream charter", serif; line-height: 1.5;"><span style="color: red; font-size: large;">Related Books</span></strong><br />
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b><br /></b></span>
<span style="color: white; font-family: georgia, "bitstream charter", serif; font-size: large;"><b>1. "Sensitive Stories of Corporate World"</b> </span><span style="color: white; font-family: georgia, "bitstream charter", serif;">(available from Amazon, get it online as a paperback or an eBook)</span><br />
<div style="color: black; font-family: Georgia, 'Bitstream Charter', serif; line-height: 1.5; margin-bottom: 24px;">
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: georgia, "bitstream charter", serif; font-size: medium; font-style: normal; font-variant-caps: normal; font-variant-ligatures: normal; font-weight: normal; letter-spacing: normal; line-height: 1.5; margin-bottom: 24px; orphans: 2; text-align: left; text-decoration-color: initial; text-decoration-style: initial; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><em style="border: none; font-size: 16px; line-height: 1.5;"><br /></em><em style="border: none; font-size: 16px; line-height: 1.5;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World" available online from Amazon as an eBook as well as a printed book.</em></span></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; font-size: 16px; line-height: 1.5;"><span style="color: white;"><br /></span></em></div>
</div>
<div style="margin: 0px;">
<div style="margin: 0px;">
<span style="color: white;"><span style="font-size: large;"><b>2. "Sensitive Stories of Corporate World (Volume 2)"</b> </span>(available from Amazon, get it online as a paperback or an eBook)</span></div>
</div>
</div>
<div style="line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="font-size: medium; line-height: 1.5; margin-bottom: 24px;">
<div style="font-size: 16px;">
<div style="margin: 0px;">
<div style="margin: 0px;">
<em style="border: none; line-height: 1.5;"><span style="color: white;">Read many more management anecdotes/management case studies in the eminent author Shyam Bhatawdekar's best selling book "Sensitive Stories of Corporate World (Volume 2)" available online from Amazon as an eBook as well as a printed book.</span></em></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<strong style="color: black; line-height: 1.5;"><span style="color: #6aa84f;">Other Related Reading</span></strong></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: </em><em style="border: none; line-height: 1.5;"><a data-mce-href="http://shyam.bhatawdekar.com/" href="http://shyam.bhatawdekar.com/" style="color: #743399; line-height: 1.5;">http://shyam.bhatawdekar.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Also, refer our High Quality Management Encyclopedia at: </em><a data-mce-href="http://management-universe.blogspot.com/" href="http://management-universe.blogspot.com/" style="color: #743399; line-height: 1.5;"><em style="border: none; color: #444444; line-height: 1.5;">http://management-universe.blogspot.com/</em></a></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) <a data-mce-href="http://wow-idea.blogspot.com/" href="http://wow-idea.blogspot.com/" style="color: #743399; line-height: 1.5;">http://wow-idea.blogspot.com/</a></em></div>
<div style="font-family: Georgia, 'Bitstream Charter', serif; font-size: 16px; line-height: 1.5; margin-bottom: 24px;">
<em style="border: none; line-height: 1.5;">Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) <a data-mce-href="http://writings-of-shyam.blogspot.com/" href="http://writings-of-shyam.blogspot.com/" style="color: #743399; line-height: 1.5;">http://writings-of-shyam.blogspot.com</a></em></div>
</div>
Shyam Bhatawdekarhttp://www.blogger.com/profile/17294862100566122060noreply@blogger.com0