Tips on How to Manage People
Compiled and prepared by Dr. Al Moez Al Husseini
A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, and discipline or evaluate employees
Whether you are a first time manager or a manager starting a new job there are things you need to know and do on your first day. This article summarizes them for you and provides links to additional detail for those items you choose for more in depth study.
Look like a Manager
As a manager, you have a certain amount of authority by virtue of your position. However, you can reinforce that by the way you dress. The Dress Code for Managers varies depending on industry, location, company culture, etc. The one constant is that a manager is expected to dress "better" than those he or she manages.
If you are new to the company, rather than having been promoted to this position from within, you should have figured out the company dress code during your interviews.
Think like a Manager
Your job, as a manager, is to make your group more productive than it would have been without you.
Focus your energy from the first day on the things that only you, as the manager, can do.
• You are the leader.
• You are responsible for training and developing your people.
• You are responsible for building them into a team.
Act like a Manager
You need to get to know your people and they need to know you. I like to do that with a short meeting on the morning of Day One.
You need to set the ethical climate from day one. Whether it was good or bad before, you need to establish that you will tolerate only the highest ethical standards, both for your group and for yourself.
The most important part of your job is to motivate your employees. Start that from day one. Give them positive feedback when you can and negative feedback only when you must.
Work like a Manager
It has been said that a good manager doesn't DO anything. A good manager manages to get things done through others. You may have been the best accountant in the company's history, but as the Accounting Manager it's time to put aside the balance sheets and focus on leading and motivating your department. From day one, show them that you are here to help them, but don't do their work for them.
For your team to be successful, you need to build alliances, friendships, and personal relationships. These will be with your boss, first of all. Then with your peers. And finally with any other organization inside or outside the company that can benefit your team.
What Not To Do
Equally as important as knowing what to do on your first day knows what not to do
Top 10 New Manager Mistakes
Managing can be a little daunting at first. A recent poll found almost 50% of managers received NO training before starting the job. Here is a list of the most common mistakes new managers make so you can avoid making them too.
1. Think you know everything.
If you were just promoted to Production Manager, you may feel you know everything about production. Even if that were true, and it isn't, you sure don't know everything about the most important part of your new job, managing people. Listen to the people around you. Ask for their input when appropriate. Keep an open mind.
2. Show everyone who's in charge.
Trust me; everyone in your group knows who the new manager is. You don't have to make a big show about being "the boss". You do, however, have to demonstrate that, as the boss, you are making a positive difference.
3. Change everything.
Don't re-invent the wheel. Just because the way something is done isn't the way you would do it, it isn't necessarily wrong. Learn the difference between "different" and "wrong".
4. Be afraid to do anything.
Maybe you didn't ask for the promotion. Maybe you are not sure you can do the job. Don't let that keep you from doing the job the best you can. Upper management wouldn't have put you into the job if they didn't have confidence that you could handle it.
5. Don't take time to get to know your people.
Maybe you worked alongside these people for years. That doesn't mean you know them. Learn what makes them excited, how to motivate them, what they fear or worry about. Get to know them as individuals; because that's the only way you can effectively manage them. Your people are what will make or break you in your quest to be a good manager. Give them your attention and time.
6. Don't waste time with your boss.
Since he/she just promoted you, surely he/she understands how busy you are and won't need any of your time, right? Wrong. Your job, just like it was before you became a manager, is to help your boss. Make sure to budget time to meet with him/her to both give information and to receive guidance and training.
7. Don't worry about problems or problem employees.
You can no longer avoid problems or hope they will work themselves out. When something comes up, it is your job to figure out the best solution and get it done. That doesn't mean you can't ask for other's input or assistance, but it does mean you are the person who has to see it gets taken care of.
8. Don't let yourself be human.
Just because you are the boss doesn't mean you can be human, that you can't laugh, or show emotion, or make an occasional mistake.
9. Don't protect your people.
The people in your group will be under pressure from every direction. Other departments may want to blame you for failed interfaces. Your boss may want to dump all the unpleasant jobs on your department. HR may decide the job classifications in your area are overpaid. It's your job to stand up for your people and make sure they are treated as fairly as possible. They will return the loyalty.
10. Avoid responsibility for anything.
Like it or not, as the manager you are responsible for everything that happens in your group, whether you did it, or knew about it, or not. Anything anyone in your group does, or doesn't do, reflects on you. You have to build the communications so there are no surprises, but also be prepared to shoulder the responsibility. It goes hand-in-hand with the authority.
General Tips
1. : You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.
2. Anyone can steer the ship in calm waters. What will set you apart in your career is how you perform during the tough times. Don't become complacent and relax just because things are going well. Plan ahead for the downturn.
3. Don't Limit Yourself. The difference between leaders and managers is that leaders do not set limits on themselves. There are enough people trying to limit what you can do. Don't be one of them.
4. Leaders create change. If you lead, you will cause changes. Be prepared for them and their impact on people within, and outside, your group. If you are not making changes, you are not leading.
5. Practice what you preach. To lead, you have to lead by example. Don't expect your people to work unpaid overtime if you leave early every day. Don't book yourself into a four star hotel on business trips and expect your employees to stay in the motel off the freeway.
6. You Can't Listen With Your Mouth Open. Your associates, your employees, your suppliers, your customers all have something of value in what they have to say. Listen to the people around you. You will never learn what it is if you drown them out by talking all the time. Remember, the only thing that can come out of your mouth is something you already know. Shut up and learn.
7. Change or Die. Your business must change to survive. As much as we wish it would, nothing stays the same. Some industries change faster than others. Some markets are more fixed. To stay in business, you need to watch both and change as they do, or before.
8. Appearance Does Matter. It may be a sad commentary on our superficial society, but appearance does matter. Whether it's the packaging on your product, the first impression you make when calling on a new client, or your company's web site people notice how things look. They care about how things look and make judgments about you and/or your product based on appearance.
9. Get your people involved. It's a lot easier to get employees to stand behind a company decision if they have the opportunity to participate in the discussion. Management still has to make the decision. But if they have had the opportunity to make their point of view known employees are more apt to stand behind the ultimate decision, even if they don't agree with it.
10. People Aren't Mushrooms. Mushrooms grow very well when kept in the dark and fed horse manure. People, on the other hand, function better when they are kept in the loop and given straight info.
11. The Best Product Doesn't Always Win. Just having a better product is not enough. You have to let your customers know about it and why it's better. Then you have to convince them it is better.
12. Dare to Dream You can't move forward if you are always looking back. You can't find new solutions if you believe 'it can't be done'. Have the courage of your convictions and go after it.
13. Train Your Supervisors The key to your business success is the productivity of your employees. The key to employee productivity is their perception of their immediate supervisor. Invest in training your supervisors and managers. It will pay off.
14. "Early to Bed, Early to Rise... Work Like a Dog, and Advertise." With apologies to Poor Richard's Almanac, this adage reminds us just how important advertising is to the success of any business. Hard work isn't enough. Customers have to know your product or service is available.
15. Work On Your Weaknesses First. In any position or job you find yourself, there will be things you do well, some you do okay, and some you don't do so well. To improve yourself, and increase your value, work first to improve in those areas that are your weakest.
16. Know Your GPM. In engineering, gpm is gallons per minute, a design criterion. In Management GPM is an acronym for Goals, Plans, and Metrics. To achieve your goals, you must first determine what your Goals are. Then you have to develop a Plan that gets you to your goal. Finally you need Metrics (measurements) to know if you are moving toward your goal according to your plan
17. Set an example. "One of the most significant parts of a manger's job is for them to become a positive role model that can pull a team together and deliver the level of service expected from their customers."
18. Focus your energies. There are a lot of demands on your time, but your time and energy are limited. Focus on what is important to you and do that first. It is better to do a few key things well than to do lots of things, but none of them well.
19. Listen to your employees. It doesn't make any sense to spend all that time and effort to find and hire the best people if you are just going to ignore their input.
20. Set S.M.A.R.T. Goals. Goals you set for yourself, or others, should be Specific, Measurable, Achievable, Realistic, and Time-based.
21. Learn from the mistakes of others. You can't live long enough to make them all yourself.
22. Keep the flame alive. When people join your organization they are all fired up and ready to do great things. Over time we all too often wear down that enthusiasm. Instead, do what you can to fan the flames of their enthusiasm and you will be amazed at their output?
23. Under-promise and over-deliver. This goes beyond the old adage 'don't promise what you can't deliver'. Instead, deliver more than what you promised. It's a good way to build customer rapport - both outside and inside the company.
24. Your greatest resource is your people. You can have the best, high tech, equipment available. But, without the people you have no business. Treat your people with the same, or greater, care as you do your equipment Keep your focus external. Stay focused outside your company so you watch your customers and competitors. Don't get hung up on internal processes and procedures if it keeps you from looking outward.
25. Structure follows Strategy. When you develop your company's internet presence, or any other part of the business, remember that what you want to achieve (Strategy) has to drive the design and implementation (Structure). Don't get it backwards and let technology obscure the business purpose.
26. Do Your Homework. Whether it's a proposal to a major client or a meeting with the Shop Steward of a union, you will do better if you are prepared. Collect the facts; think the problem through, talk to the others involved. Take the time to do the "up-front" work and the "downstream" work will be easier and more rewarding.
27. Delight the Customer. It is heard a lot, but seldom practiced. Today I saw a production supervisor straighten out a mess and, in the process, calm an irate customer. When I heard her tell them to put two mugs with the company's logo into the package being sent to the customer, I knew she understood what "Delight the Customer" means.
28. Don't Get Lost in the Steps. Stay focused on what it is you need/want to accomplish. Don't focus on the steps involved. Be more concerned about your ultimate goal than about any individual step along the way.
29. Don't Be A Demotivator. Your job as a leader is to get and keep your people motivated and working toward the common goal. Demeaning them, to their face or to others, erodes their motivation. So does dismissively telling them that their ideas "are stupid". Watch your own actions to be sure you aren't defeating your own efforts by demotivating your people.
30. If you're not #1 in your market space, define a new market space in which you can be Number 1.
31. Don't DO Anything. Your job as a manager is to "plan, organize, control and direct." Don't let yourself waste valuable time by falling back on what you did before you became a manager. We know you enjoy it and you are good at it. That's why you were promoted. Now you need to concentrate your efforts on managing, not on "doing".
32. Manage the function, not the paperwork. Remember that your job is to manage a specific function within the company, whatever that may be. There is a lot of paperwork that goes with the job, but don't let that distract you from your real responsibility
33. 'Quality' is just conformance to requirements. You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.
34. Don't get caught up in 'looking good'. "Work happily together. Don't try to act big. Don't try to get into the good graces of important people, but enjoy the company of ordinary folks. And don't think you know it all. Never pay back evil for evil. Do things in such a way that everyone can see you are honest clear through."
35. Measure Twice, Cut Once. This old carpentry adage applies equally well to business. Take the time to plan and check your plan so when you do act, the work is done right. (See the tip below as well.)
36. Ready, Fire, Aim. Don't get caught in 'analysis paralysis'. Figure out what you want to do, make a plan, and then GO. You can always adjust after you have started.
37. Doing it right costs less than doing it over. Have you ever been asked "Why is there never enough time to do it right, but always enough time to do it over"? Save the costs, including customer dissatisfaction and lower worker morale, by concentrating on doing the job right the first time.
38. Delegate the easy stuff. The things you do well are the things to delegate. Hold on to those that are challenging and difficult. That is how you will grow.
39. It's not how hard you work; it's what you get done. Anybody can work hard, and most people do. The really successful people focus on accomplishing results not on effort expended.
40. Continuous Incremental Improvement. You don't make your product or service better by getting a committee together to study it. You improve it by making it a little bit better, in some way, every day - continuous incremental improvement.
41. Your first obligation is to the customer. Without customers you don't have a business. Treat them with the same respect you expect when you are a customer. Make sure everyone in your organization understands the importance of customer service.
42. Lead by example. If you ask your employees to work overtime, be there too. Just because company policy allows it, don't fly first-class if your associates are in coach on the same plane. Be a leader - it's tougher than being a manager, but it's worth it.
43. Get out of your office. Management by Walking around (MBWA) does work. You make yourself more approachable. You get information first-hand. You find out what's really happening.
44. You get what you pay for. Yes it is an old saying, but it is still true. Whether you are paying for machinery, software, advertising, or people you ultimately get what you pay for. Always buy the best you can afford. Quality always comes through.
45. You never have to make up for a good start. If a project or a job gets off to a bad start it can be difficult to catch up. Do your planning up front so you get a good start and you won't regret it.
46. Be on time for ALL your appointments. If you schedule a meeting, set a time to visit with a client, or tell a friend you'll meet them for a working breakfast you have to be there at the time you set or you will lose their respect. If your dispatcher tells a client the serviceman will be there at 1pm, make sure he is. It's just common courtesy, but it will really help your business.
47. Stop and smell the roses. Believe it or not, you will do a better job with your business if you let your mind wander once in awhile. Take a break. Recharge your internal battery. When you go back to work you will be more creative as well as less stressed.
48. You Are Not Smarter Than Everybody. You may be smarter than anyone, but you are not smarter than everyone. Seek input from the group, and LISTEN to it. You will be surprised at what you can learn.
49. Dare to Dream. You can't move forward if you are always looking back. You can't find new solutions if you believe 'it can't be done'. Have the courage of your convictions and go after it.
50. You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.
Welcome to Jamal Mohamed college Social work department students website
Friday, June 18, 2010
Ten Best way to make u better,Success formula
1. Choose to Be Happy at Work
Happiness is largely a choice. I can hear many of you arguing with me, but it's true. You can choose to be happy at work. Sound simple? Yes. But, simplicity is often profoundly difficult to put into action. I wish all of you had the best employer in the world, but, face it, you may not. So, think positively about your work. Dwell on the aspects of your work you like. Avoid negative people and gossip. Find coworkers you like and enjoy and spend your time with them. Your choices at work largely define your experience. You can choose to be happy at work.
A young employee complained to me recently that she wanted to change jobs because her boss was not doing enough to help her develop professionally. I asked her whom she thought was the person most interested in her development. The answer, of course, was her. You are the person with the most to gain from continuing to develop professionally. Take charge of your own growth; ask for specific and meaningful help from your boss, but march to the music of your personally developed plan and goals. You have the most to gain from growing - and the most to lose, if you stand still.
4. Take Responsibility for Knowing What Is Happening at Work
People complain to me daily that they don't receive enough communication and information about what is happening with their company, their department's projects, or their coworkers. Passive vessels, they wait for the boss to fill them up with knowledge. And, the knowledge rarely comes. Why? Because the boss is busy doing her job and she doesn't know what you don't know. Seek out the information you need to work effectively. Develop an information network and use it. Assertively request a weekly meeting with your boss and ask questions to learn. You are in charge of the information you receive.
5. Ask for Feedback Frequently
Have you made statements such as, "My boss never gives me any feedback, so I never know how I'm doing." Face it, you really know exactly how you're doing. Especially if you feel positively about your performance, you just want to hear him acknowledge you. If you're not positive about your work, think about improving and making a sincere contribution. Then, ask your boss for feedback. Tell him you'd really like to hear his assessment of your work. Talk to your customers, too; if you're serving them well, their feedback is affirming. You are responsible for your own development. Everything else you get is gravy.
6. Make Only Commitments You Can Keep
One of the most serious causes of work stress and unhappiness is failing to keep commitments. Many employees spend more time making excuses for failing to keep a commitment, and worrying about the consequences of not keeping a commitment, than they do performing the tasks promised. Create a system of organization and planning that enables you to assess your ability to complete a requested commitment. Don't volunteer if you don't have time. If your workload is exceeding your available time and energy, make a comprehensive plan to ask the boss for help and resources. Don't wallow in the swamp of unkept promises.
7. Avoid Negativity
Choosing to be happy at work means avoiding negative conversations, gossip, and unhappy people as much as possible. No matter how positively you feel, negative people have a profound impact on your psyche. Don't let the negative Neds and Nellies bring you down. Take a look at:
- How to Deal With a Negative Coworker: Negativity Matters.
- Dealing With Difficult People at Work.
And, keep on singing in the car on your way to work - or start.
8. Practice Professional Courage
If you are like most people, you don't like conflict. And the reason why is simple. You've never been trained to participate in meaningful conflict, so you likely think of conflict as scary, harmful, and hurtful. Conflict can be all three; done well, conflict can also help you accomplish your work mission and your personal vision. Conflict can help you serve customers and create successful products. Happy people accomplish their purpose for working. Why let a little professional courage keep you from achieving your goals and dreams? Make conflict your friend.
9. Make Friends
In their landmark book, First, Break All The Rules: What the World’s Greatest Managers Do Differently (Compare Prices), Marcus Buckingham and Curt Coffman list twelve important questions. When employees answered these questions positively, their responses were true indicators of whether people were happy and motivated at work. One of these key questions was, "Do you have a best friend at work?" Liking and enjoying your coworkers are hallmarks of a positive, happy work experience. Take time to get to know them. You might actually like and enjoy them. Your network provides support, resources, sharing, and caring.
10. If All Else Fails, Job Searching Will Make You Smile
If all of these ideas aren't making you happy at work, it's time to reevaluate your employer, your job, or your entire career. You don't want to spend your life doing work you hate in an unfriendly work environment. Most work environments don't change all that much. But unhappy employees tend to grow even more disgruntled. You can secretly smile while you spend all of your non-work time job searching. It will only be a matter of time until you can quit your job - with a big smile.
TOP TEN CEO's Of India
10 top Indian CEOs
Lakshmi N Mittal
Steel tycoon Lakshmi Niwas Mittal is the richest Indian in the world, with an estimated wealth of $25 billion. He resides in London, has his company registered in the Netherlands, but still holds an Indian passport. Although Mittal Steel was already the world's biggest steel company, his king-sized ambitions were evident when he took over steel giant Arcelor to create a new steel behemoth -- Arcelor-Mittal. L N Mittal left India in the mid-1970s to start his career. He was sent to Indonesia by his father to shut down the family's ailing steel plant and sell the land. Instead, young Mittal saw an opportunity and turned the plant around. To prove that this was no fluke, Mittal acquired a 1.3 million tonne, Iscot Steel plant in Trinidad & Tobago, which was losing $100,000 a day. One year of Mittal-style management and it was making profits, the LN Mittal legend was born. That move helped him get into America. The Mexican government seeing the success that Mittal made of Iscot, asked him to take over their ailing steel plants in 1992. But it was not all that smooth. In 1994 Mittal had differences with his brothers and father, and went on to form his own company. The following year Mittal entered the European market, acquiring the 5 million tonne Kazakh steel plant, Karmet. Meanwhile, Mittal had listed Ispat International on the New York and Amsterdam Stock Exchanges in 1997. Eight years later Mittal Steel became the world's largest steel maker when he took over the US's largest steel producer -- the International Steel Group. He then consolidated all his steel holdings into Mittal Steel.
Ratan Tata
Ratan Naval Tata, a bachelor, is the chairman of the Tata Group, India's most respected conglomerate. He was born into a Parsi family in Mumbai (then called Bombay) to Soonoo and Naval Hormusji Tata on December 28, 1937. He did a short stint with Jones and Emmons in Los Angeles, California, before returning to India in 1962. He had earlier turned down an IBM job offer. He joined the family business in 1962 and worked with many of his group's companies. He took over as group chairman from the legendary J R D Tata in 1991. Since then, he has been instrumental in boosting the fortunes of the Tata Group, which has amongst the largest market capitalisations in the Indian stock markets. Tata Motors developed the Tata Indica in 1998. This was the first 'entirely Indian' passenger car. Ratan Tata's dream now is to manufacture a car costing just Rs 100,000. Ratan Tata holds a degree in Architecture and Structural Engineering from Cornell University. He has also done the Advanced Management Program from Harvard Business School in 1974-1975. Ratan Tata was honoured with one of India's highest civilian awards, the Padma Bhushan, on January 26, 2000.
Mukesh D Ambani
Mukesh Ambani, the chairman and managing director of India's largest private sector enterprise -- Reliance Industries Limited -- was born on April 19, 1957. His father, the legendary Dhirubhai Ambani, was then a small businessman who later on rose to become one of the legends of Indian industry. Mukesh joined Reliance Industries in 1981 and was the brain behind Reliance's backward integration from textiles into polyester fibres and into petrochemicals. During the process of backward integration, Mukesh Ambani led the creation of 51 new, world-class manufacturing facilities involving diverse technologies that raised Reliance's manufacturing capacities manifold. The world's largest grassroots petroleum refinery at Jamnagar is his brainchild. He was also the in-charge of Dhirubhai's dream project Reliance Infocomm. But after the split in the Reliance Empire, Reliance Infocomm went to his brother Anil. Mukesh Ambani is now planning to enter retail sector in a big way and will launch a chain of 'Reliance Fresh' retail stores. He also entered into an agreement with the Haryana government to establish a Special Economic Zone with an investment running into billions of rupees. He has a bachelor's degree in Chemical Engineering from University of Bombay and a master's in Business Administration from Stanford University, USA.
Nandan Nilekani
N andan Nilekani is the CEO and managing director of Infosys Technologies. He, along with N R Narayana Murthy and five others, co-founded India's IT jewel, Infosys. Born in Bangalore to Durga and Mohan Rao Nilekani, he graduated from the Indian Institute of Technology, Bombay. After graduation, he met Narayana Murthy, who then led Patni Computer Systems's software group, seeking a job. Murthy hired the young engineer. That was the beginning of a relationship that was to create Indian corporate history. Three years later, seven enthusiasts (including Nandan) decided to start their own outfit (Infosys Technologies Ltd) with Murthy in the lead. Their decision rewrote the domestic software industry of India. He became the chief executive officer of Infosys in March 2002. He now leads the company with Narayana Murthy having retired in August 2006. He is married to Rohini, an English-language novelist, and they have two children: daughter Janhavi and son Nihar. He speaks Konkani at home. In 2006, he was awarded the Padma Bhushan by the Government of India. He is regarded by Time magazine as one of the 100 most influential people in the world in its issue of May 2006.
Azim H Premji
Azim Hashim Premji, the chairman of Wipro Technologies, is one of the richest Indians. He is an icon among Indian businessmen, especially in the software industry. Born on July 24, 1945, Premji was studying Electrical Engineering at Stanford University, USA when due to the sudden demise of his father, he was called upon to handle the family business at the age of 21. Wipro was then Western Indian Vegetable Products, a small cooking oil company. Premji diversified into bakery fats, ethnic ingredient based toiletries, hair care soaps, baby toiletries, lighting products and hydraulic cylinders. And then shifted focus from soaps to software. He transformed Wipro into one of India's most successful IT companies. Under Azim Premji's stewardship, Wipro has grown from a fledgling Rs 70 million oil company into an IT giant with a turnover of $2.4 billion and an employee strength of 57,000. Azim Premji has regularly featured in the Forbes' list of the world's richest people. He was also rated among the world's 100 most influential people by the Time magazine. In 2005, the Indian government honoured him with Padma Bhushan, one of the nation's highest civilian awards.
Anil D Ambani
The fourth richest Indian today, with a net worth of about $13.5 billion, Anil Ambani is chairman of Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources Limited. Before the Reliance empire split, he was vice chairman and managing director of Reliance Industries Limited. The Reliance group was founded by his late father Dhirubhai Ambani. Anil was born on June 4, 1959. He joined Reliance in 1983, two years after his elder brother Mukesh, as co-chief executive officer. He is credited with leading India's foray into overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. He also directed RIL's efforts to raise $2 billion from global markets. Anil was elected as an independent Member of the Rajya Sabha with the support of the Samajwadi Party, but resigned on March 25, 2006. Ambani who was once ridiculed for being overweight at a shareholder' s meeting is now a fitness freak and runs the Mumbai marathon regularly. He has a bachelor's degree in Science from the University of Bombay and a master's in Business Administration from The Wharton School at the University of Pennsylvania. He is married to former Bollywood actress Tina Munim.
Sunil Mittal
Sunil B Mittal is chairman and managing director of Bharti group. Bharti is India's largest GSM-based mobile phone service. Son of a politician, he built his Bharti group, along with two siblings, into India's largest mobile phone operator in just ten years. Vodafone and SingTel both own stakes in recently renamed flagship Bharti Airtel. The group also has partnerships with Axa for insurance and with the Rothschild family for exporting fruits and vegetables. He plans to go into retailing along with the world's largest retailer Wal-Mart. The 49-year-old has always been a pioneer. A first generation entrepreneur, he started his first business in 1976 with a capital investment of Rs 20,000. He decided not to be a politician and set up a small bicycle business in Ludhiana. By 1979, Sunil Mittal realised that his ambitions could not be fulfilled in Ludhiana, so he moved out to Mumbai. He initially founded a number of trading concerns, and established the first company to manufacture push button telephones in India. In 1982, Mittal started a full-fledged business selling portable generators imported from Japan. He was one of the first entrepreneurs to identify the mobile telecom business as a major growth area and launched services in Delhi in 1995. Under his leadership the company has gone from strength to strength.
K V Kamath
Kundapur Vaman Kamath is the managing director and CEO of ICICI Bank, the largest private bank in India. Kamath, born on December 2, 1947, began his career with ICICI -- the parent body of ICICI Bank -- in 1971 and has since then worked to take ICICI places. He has helped the financial institution evolve into a modern, tech-savvy organisation. He joined the project finance division of ICICI in 1971 and moved on to different departments to gather rich experience. In 1988, he joined the Asian Development Bank, Manila in their private sector department. He worked in most of the developing countries in the region including China, Thailand, Philippines, Indonesia and Vietnam. In May 1996, he returned to ICICI as its managing director and chief executive officer. He is a graduate of the Indian Institute of Management, Ahmedabad.
Kumar Mangalam Birla
Kumar Mangalam Birla, born on June 14, 1967, is among the richest persons in India and the eighth youngest billionaire outside India. He is chairman of the Aditya Birla Group, one of India's largest business groups. Some of the AV Birla group's companies are: Grasim, Hindalco, UltraTech Cement, Aditya Birla Nuvo and Idea Cellular. He took over as chairman of the group in 1995, at the age of 28, after the sudden demise of his father, Aditya Birla. When he took charge, there were doubts about his ability to handle the giant business house, but he proved all naysayers wrong. In the 11 years that he has led the group, he has won admiration, recognition and praise for his management acumen and contribution to the industry. Under his leadership, the group has consolidated its position in existing businesses and ventured into cellular telephony, asset management, software and BPO. He is a chartered accountant and also holds an MBA from the London Business School.
Rahul Bajaj
Rahul Bajaj is the chairman of the Bajaj Group, which ranks among the top 10 business houses in India. He is one of India's most distinguished business leaders and internationally respected for his business acumen and entrepreneurial spirit. He took over the reins of Bajaj group in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company has risen from Rs 72 million to Rs 46.16 billion. The initiation of liberalisation in India posed great challenges for Bajaj Auto. Liberalisation brought the threat of cheap imports and FDI from top companies like Honda. Rahul Bajaj became famous as the head of the Bombay Club, which opposed liberalisation. The scooter sales plummeted as people were more interested in motorcycles and the rival Hero Honda was a pioneer in it. The recession and stock market collapse of 2001 hit the company hard and it was predicted that the days of Bajaj Auto were numbered. However, Bajaj Auto re-invented itself, established a world-class factory in Chakan, invested in R&D and came up with Bajaj Pulsar Motorcycle. Bajaj Pulsar is currently a leader in its segment. Recently, Rahul Bajaj was elected to Rajya Sabha from Maharashtra. He is an alumnus of Harvard, St. Stephen's and Cathedral.
Important Questions to be ask...
Hi,
This is the trick which HR used to find the truth from unsatisfied employee.. it may help you to answer if same question shoot u while interview.
If you want to get to the root of the problem with an unsatisfied employee, try asking these questions from HR experts
1 - If you could change one thing about our company what would it be?
The truth may hurt, but you need to ask. The answer could reveal something that is fundamentally wrong and that could be affecting other employees, as well.
2 - How do you feel the company and your team are doing?
The response will help you gauge how confident your employee is in what's going on at the company.
3 - How do you feel I am doing as your supporting leader?
In other words, what can you start or stop doing to make the employee's job more enjoyable and successful.
4 - Do you receive sufficient feedback about your performance?
Performance and merit reviews are not the only times you should offer feedback. Feedback is a continuous process which, when given consistently, can help an employee improve his performance and satisfaction with his job.
5 - What is most satisfying about your job?
Discovering what is most satisfying will help you better understand your employee's motivations and may even allow you to enhance the tasks or roles the employee enjoys most.
6 - What is least satisfying about your job?
On the flip side, discovering what is least satisfying about the job could reveal the need to reassign the employee to a different position or team.
7 - What would you change about your job?
Suggestions in this category can help you re-evaluate the job's overall requirements and pave the way for improving any employee's satisfaction in that role.
8 - Do you receive enough training to do your job effectively?
Inadequate training can result in dissatisfaction with one's work and directly affect an employee's confidence.
9 - How can I or the firm help you fulfill your career goals?
Showing that you have a clear plan for career enhancement is one great way to retain a star worker.
Courtesy
Yunus.S.Khan
Asst Team leader,
Extn: 228
TN operations
10th floor, ”B” wing
Welcome Post
Hi dude's...
This is my first post of this blog. I have keen interest with developing skills of people according to their interest. The problem for lack of skill is people not choose their correct professional as their career. Once they understand their potential then they can cope with any kind of situation and jobs.
Indian Educational system tries to target only for salaried job rather knowledge. So people fond with themselves only salaried job through their education. So they have been forced to work what they disliked to work. So automatically they meet trouble in their job. And it also could be the reason for quit their job or often change their job or trying to change their career hardly.
So how could we select the right career for our betterment? Or how we make ourselves to be suit with these HR jobs? Already there are number of HR professional flocks come out yearly without incapability. Do we want to mingle with them? Or do we glitter ourselves to show light to them? Answer in your hands my dear dudes.
Alright, here I gonna post you some of the tricks which is used to find your potential and skills. Normally these Tricks are used by HR professional to screening their candidates for right job. So May I request to utilize this website more and more. And spread more. Success is yours.
You are pleased to pass your comments here.
Regards
Yunus. S. Khan
(Blog Administrator)
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