Executive Development – Options are Wide Open Who is an Executive: A person or group having administrative or managerial authority in an organization. While “executive” and “manager” and “leader” are often used interchangeably, “executive” is commonly used to signify the top 5% to 10% of the organization. Executive Development : aimed at developing the skills and competencies of those that (will) have executive positions in organisation. Capabilities of a Good Manager: A good manager can make an organization grow, survive and shine amidst tough competition, if he is bestowed with corporate competencies such as perseverance, capacity to put in hard work, sense of loyalty and responsibility, all of which may be inherited or acquired qualities. Loyalty stems from internalized morality that may be a result of his value system. Executive success is what the organizations should aim for, and firms should try to figure out the fundamental components that make up the success formula or equation. Road to Self-Development: In less developed countries, employees are more than satisfied if they are provided with a job that offers safety and security. Their thinking is restricted to mere physical and biological comforts and does not go beyond that point, where self development and self-actualization come into the picture. In developed countries, the situation is quite different, where the workers aim for empowerment and look for reasons that motivate them to do a job. Money also has its due role to play, and people whose wages are very meager cannot be expected to aim for empowerment, where their single motive is mere survival. Abraham Maslow’s Point of View: Abraham Maslow puts forward the hierarchical needs theory, arguing that, there are five levels of needs for people in general, right from physiological needs at the bottom of the pyramid and need for self actualization at the top, and safety, security and esteem needs coming in between. He points out that, once a need is satisfied, it ceases to be a motivator. This is so evident in our day to day lives, where wants and needs never cease to exist and once a want is satisfied, human mind wanders to catch hold of another. So, organizations should understand and analyze, what factors best motivate their employees, particularly their managers (who might serve as a source of inspiration to their subordinates).It should be remembered that non-availability of jobs leads to dissatisfaction whereas availability of jobs need not motivate employees. Some factors which have been proven to be real motivators are as following: Recognition Opportunities for self development Additional responsibilities(lateral expansion) Timely rewards(in terms of money and appreciation) Security Inculcating a sense of belongingness Conducive corporate atmosphere Corporate culture Good human relations Economic burden makes people less enthusiastic and anxious in developing countries and this hinders them from delivering to their fullest potential. Also the bureaucratic approach followed by conservative firms, autocratic leadership style and lack of supportive atmosphere make people work like automatons devoid of creativity. Such firms may show good results in terms of productivity initially, but in due course has to pay the price, in terms of absenteeism, high attrition rates and less efficiency. It has been proven that job satisfaction is directly proportional to efficiency. When people find a job tedious and monotonous, they tend to lose interest, which will be evident from their lack lustrous performance. Performance management has its bearing on executive success and by providing with ample scope for career advancement and autonomy; managers prove their mettle even within limited scope of resources. Acceleration of executive change implies the development of the executive mind for performing managerial activities in a better way. Note : A survey of CEOs in Fortune 500 enterprises indicated that executives spend little time with their...

Criticism Makes You Stronger and Sharper “Flattery is telling the other person precisely what he thinks about himself.” –Dale Carnegie “Criticism may not be agreeable, but it is necessary.”-Winston Churchill Critics are always feared for their barbed tongue and piercing comments. If you look at popular figures and celebrities, they tend to give much importance to these comments as they are real tools for self improvement and personal enhancement. Criticism helps improve knowledge, helps all the parties involved and helps one to learn and react to the actions of others. It is also a no-cost source of research that promotes a team spirit as well as a certain broad-mindedness / open mindedness of the human resources of an organization. It is a non-monetary tool of motivation. It helps in achieving organizational goals and objectives, also helps in realizing hidden mistakes, and tackles various bottlenecks. No doubt, it is a mixed blessing! Despite its benefits, it renders the following costs, which are the dark side of the coin: 1. It paves the way to enmity and hostility amongst those who frame policies and those who implement them. 2. It may lead to industrial dispute. It creates an unpleasant, undisciplined atmosphere in an organization. 3. It may result in unhealthy conflicts in an organization, undermining its human resources base. 4. It could also kill the spirit of initiative. 5. A superior may feel hurt or insulted when his subordinates / peers pinpoint his short-comings. Criticism can be made more positive on the following premises: 1. Do not perceive it as something bad or a shortcoming. If you feel it is unworthy of you, turn a deaf ear to it. 2. Give some time for the dust to settle down when someone is rude in his criticism as, with time, its impact will be diluted. 3. If you are criticized unfairly defend yourself and stand by your conviction. 4. Perceive it as a source of potential help in making wise decisions. 5. Do not arm the critic by counter attacking. That blows into a vendetta at times. 6. Do not raise your voice above the voice of critic – let him go ahead and be mild and amicable with him. Criticism is like the proverbial double-edged sword, and so can easily be made more effective as a potential business management tool by selecting leading and conductive spots where critics can come together and draw their views verbally / non-verbally, publicly or anonymously. Perceive critics as a vital source to help solve and implement solutions for the problems raised. Explore the critic’s view fully and freely, providing all sorts of ways in which critics can express their deliberations without...

Research on Managerial Roles by Henry Mintzberg and Peter Drucker Henry Mintzberg, the canadian academic  observed a few managers and analysed their behaviors and arrived at some conclusions which are listed in the table below. He also identified and attributed ten managerial roles of significance in correlation with the managerial functions. S.NoManagement Functions% of time spent1.Relating to external environment1.82.Planning and setting Objectives19.53.Decision-making6.04.Organising15.05.Leadership and inter-personal role28.46.Communication12.67.Control12.78.Staffing4.1 This table very clearly explains the role of a manager as a leader and the extent of  influence he exerts on his sub-ordinates. Proper planning and goal-setting are the key contributors for the successful functioning of a firm. LEADER VS. MANAGER Coming to the managerial roles they can be classified as, 1. Interpersonal roles 2. Informational roles 3. Decisional roles  Inter-Personal Roles: Figurehead role– The function is more of a ceremonial nature, like attending the family functions of employees, greeting visitors and a manager performs the symbolic duties of a head of the organization.Leader– He has to plan the HR requirements and motivates the staff to perform well. “Managers are people who do things right; leaders are people who do the right thing.” Remember a manager has to be a leader whereas it is not so in the case of a leader.Liaison– The manager acts as a link between the organization and the external environment to build image and rapport. Informational Roles: Monitor– The manager has to update himself with the current scenario in order to utilize the information for organizing and prompt decision-making.Disseminator– The manager has to communicate and distribute information to his subordinates to effectively accomplish the enterprise objectives.Spokesperson– Efficiently has to communicate the company’s policies to prospective clients and others. Decisional Roles: Entrepreneur– He has to be innovative by adapting  to the changes in the environment. He has to be adventurous, persistent and strategic during tough times.Disturbance handler– He has to find appropriate solutions to problemsResource allocator– He has to apportion and allocate resources properly besides delegating authority to the work forceNegotiator– He has to negotiate resources outside and conflicts inside the organization. MANAGERIAL DIMENSIONS Managing: Science or Art? One perspective is Managing, like all other disciplines- whether medicine, music composing or even cricket is an art. It is “know-how.”  Still managers can use the organized knowledge about management to perform better. So let us put it this way, Managing as practice is an art; the organized knowledge underlying the practice may be referred to as a science. Let them be complementary to each other and be present in peaceful co-existence. Drucker “ON MANAGERIAL FUNCTIONS ” – A manager has to look after The specific purpose and mission of a firmIncrease productivity by making the employees more productiveConsiderate about social impacts and social responsibilities In his view, the areas a manager has to focus and concentrate are 1. Market standing 2. Innovation 3. Productivity 4. Financial and Physical resources 5. Profitability 6. Manager performance and development 7. Worker performance and attitude 8. Public responsibility He says that business has only two functions- marketing and innovation. While others were concentrating on products and commodities, he concentrated on  people and their performance. His “management by objectives- MBO ” became a very popular concept though it faced criticism.  MBO according to Drucker is a philosophy that rests on a concept of human action, behaviour and motivation. It sets personal goals (both shortterm and longterm)  to be achieved by each individual working for the organization and coverts them into challenges to be accomplished, thus motivating the individuals. The Effective Manager The effective manager is a situational manager who evaluates each approach in the light of circumstances and selects the one that most effectively and efficiently achieve individual...

Operative Functions of HRM Staffing Staffing is one of the managerial functions. But this function is normally performed by the HR managers for all the departments of the firm. In most organizations, the HR department establishes personnel policies and coordinates the HR functions of all the departments. This function is also called the operative function or HRM function. It includes, amongst others, the processes of hiring, training, compensating, appraising and retaining employees, and attending to their labour relations, health and safety, and equality concerns. Procurement  Procurement refers to a string of activities undertaken by the HR managers for filling the present and future vacancies of the organization. The activities include job analysis and designing, HR planning, recruitment and, finally, the selection of suitable employees. Here, job analysis refers to both the determination of specific tasks and responsibilities connected to a job and identifying the skills, knowledge and abilities required for the job holder. HR planning involves choosing and placing the right person at the right job and at the right time. Recruitment involves gathering a pool of applicants from which suitable employees may be selected.  Lastly, selection involves screening, testing, interviewing and hiring the most suitable employees for the organization. SCOPE AND CHARACTERISTICS OF HRM Development  Development here refers to both employees’ training and management development. HR managers are accountable for conducting and supervising training and development programmes for employees. The very purpose of a training and development programme is to increase the employees’ competencies in their job by improving their knowledge, skills and abilities. Training and development is widely accepted as a method for enhancing the employee skills, increasing the individual and organizational performance, improving the employee morale, and achieving the business growth and success. Compensation  Compensation refers to the determination of the pay scale and other benefits for the employees. Establishing and maintaining the pay system of an organization is one of the principal jobs of the HR managers. They must devise ways to ensure fair and equitable pay rates. In addition, HR managers should regularly manage the performance evaluation system of the organization, and continuously design reward systems such as performance-linked incentive plans and bonus and flexible work schedules. Maintenance  The maintenance function aims at retaining efficient and experienced employees in the organization. This calls for creativeHR practices. In this regard, HR managers are responsible for offering a wide range of HR programmes covering occupational safety, health promotion and physical fitness, canteen facilities, recreation activities, transportation programmes, employee suggestion schemes, career counselling and growth for creating a positive work environment. OBJECTIVES AND FUNCTIONS OF HRM Integration  It consists mainly of industrial relations and aims at ensuring good relations between the management and the employees. HR managers have to implement industrial relations programmes that would ensure ethical and fair treatment in disciplinary action, grievance redressal, and career management processes. They should also counsel the employees and the management to prevent and, when necessary, resolve disputes over labour agreements or other labour relation issues. It is to be understood here that the functions of HRM can vary widely from one organization to another, depending upon its nature, size, and objectives. For instance, a smaller organization may follow a shorter HRM process with a greater emphasis on functions like procurement and compensation and little or no priority for activities like training and development and industrial relations maintenance. On the contrary, large organizations may pursue a longer and more comprehensive HRM process to meet the requirements of both the management and the workforce. WANNA TAKE A HR QUIZ N CHECK YOUR HR IQ? 1. The development and application of employees’ skills and energies to accomplish the goals and objectives of the...

Spirituality and Management The purpose of correlating spirituality and management might present a weird picture to some. Research of the old Hindu scriptures, epics and Vedas disclose the secrets of management etiquettes coated with spiritual sugar which serves as a road map for us to cherish and follow. As an ardent follower of the BHAGAVAT GITA, THE UNIVERSAL BOOK OF SPIRITUAL SCIENCE, it was really amazing for me to know that the core principles of management have already been defined and dealt with that were formulated at a later date by MANAGEMENT GURUS like PETER DRUCKER, HENRY FAYOL, C. K. PRAHALAD and the like.   I would like to present four qualities that struck me while I was comparing and contemplating. PERCEPTION AND UNDERSTANDING THE INNER SELF SELF MOTIVATION AND SELF TRANSCENDENCE DUTIES AND RESPONSIBILITIES LEADERSHIP   The Leader and the Manager: The LEADER IS BEING FOLLOWED willingly, but a manager has to command individuals in order to adhere to his instructions. So, being a good leader starts from soul searching or understanding the nature of one’s inner self. SELF CONCEPTION gives a different dimension to approach problems. Spiritual experiences induce clarity in thinking that leads to ethical decision making. The spiritual experiences of Arjuna, one of the PANCHA PANDAVAS with LORD KRISHNA made him stronger (at will) and sharper (right perception).     Decision Making: “I am the strength of those who are devoid of personal desire and attachment. O Arjuna, I am the legitimate desire in those, who are not opposed to righteousness, “says Lord Sri Krishna. At the war front, Arjuna the GREAT WARRIOR is not sure whether to fight against his own kith and kin. The inspiring words of Krishna motivated him to come out from the state of INERTIA and enter RIGHTEOUS ACTION. It is a testimony of what philosophers call the transcendence from alienation to self confidence to reach ethical decision making.   One can never forego his duty or responsibility, be it his personal life or in the management arena. EFFECTIVENESS IS DOING THE RIGHT THINGS EFFICIENCY IS DOING THINGS RIGHT Management Lessons from Mahabharata from Parth Acharya   Forming a VISION, planning the right Strategies, pooling the resources, hiring right people for the right job, setting goals and objectives, reviewing by MANAGEMENT BY OBJECTIVES, MANAGEMENT BY EXCEPTION, rewards and recognition, all have been dealt with a masterly excellence in MAHABARATHA which talks about the GURUKSHETRA WAR between the PANDAVAS and KAURAVAS or to simply put it, between THE GOOD AND THE EVIL. “The Supreme Lord is situated in everyone’s heart, O Arjuna, and is directing the wanderings of all living entities, who are seated as on a machine, made of the material energy.”Mind can make you LIBERATED OR BONDED that depends upon your WILL to master it or be a slave. Controlling your mind in turn controls your actions and thought process that leads to well augured efforts that proves fruitful to the human race. Leaders are born and not made goes the saying. But if you are able to be THE MASTER OF YOUR MIND, you are a leader made.   Management Lessons from THE BHAGAVAT GITA   Applicable to both western and Indian school of management, THE BHAGAVAT GITA deals with problems at the GRASS ROOT LEVEL relating to THE HUMAN PSYCHE. Management lessons from Bhagvad gita from singhm91 It enlightens us on all managerial techniques, goading us towards a serene atmosphere and state of affairs in place of the conflicts, stress, and lack of co-ordination, common in most of the enterprises world wide. “Do your duty perfectly, and the results will follow suit”, is the crux of GITA. How many of us...