Jharna Sengupta Biswas

Man…consciously or unconsciously assigns a time schedule for appropriate results, and this is just how long his patience lasts in any venture. He may at first expansively invite association, consultation and participation but once the set period elapses, he reverses direction to head into the conventionally more familiar territory of the mere giving of information or orders.

Top ten tips for interviewing

1. Create an Interview Plan
2. Set the Stage for Being at Ease
3. Assume the Best
4. Be Objective
5. Tread lightly with trick or trendy questions
6. Encourage Balance
7. Review the CV Last
8. Schedule a Half Hour Between Candidates
9. If Possible, Take Notes
10. Make Time for Questions and Information

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Irrational Exuberance – The Power of Branding

The concept of branding is one of the most talked about topics in modern business. To the converted, it’s an effective way to build a substantial business which continues to feed on itself. To the uninitiated, it seems to be much ado about nothing. Many millions of dollars are spent in the name of building a brand. Yet, its value remains … [ Read more ]

Anne Mulcahy and Xerox

After 25 years of diligently working her way up the corporate ladder at Xerox, one would imagine that being named President and Chief Operating Officer would be a moment of great satisfaction for Anne Mulcahy. As it turned out, however, it was not. In truth, a word she has used to describe the feeling of being given the position is dread. Of course, … [ Read more ]

Personal Power Sources

This article distinguishes 11 Power Sources. The combination of power sources that yield success differs by organisation. It is important to consider what matters most in your own organisation. The 11 power sources are:
* Role
* Network
* Dedication
* Expertise
* Process
* Customers
* Market
* Leadership
* Safe Hands
* Creativity
* Politics

Top ten tips for filling a vacancy

Your aim is to deflect non-performers who look good on paper and talk a good game. Here are some tips for attracting viable candidates.

Charles Lines

The mind-set that accompanies the victory need is completely different from the one that accompanies the need for achievement. The need for achievement mind-set focuses primarily on end users or customers and how best to meet their needs. The victory need mind-set focuses on competitors and how best to out-perform them. This latter perception leads to organisational behaviour with negative consequences for all concerned: the … [ Read more ]

Time as a personality variable?

David West proposes that a key distinction exists between those who seek to control time and those who are willing to respond to it (Monochrons vs. Polychrons).

Don and Heidi Schultz

In their simplest form, brands are the manifestation…of some type of relationship between the buyer and the seller…A “brand relationship” is some type of bond – financial, physical, or emotional -that brings the brand seller and buyer together. Thus, the relationship can be either deep or shallow. Rational or irrational. Long term or short term. Or any combination in between.

Scott Bedbury

Effective brand building requires making relevant and compelling connections to deeply rooted human emotions or profound cultural forces. Brands that establish themselves within the larger incredibly complex fabric that we call life will set themselves apart in a more meaningful way. Great brands understand the need to respect both the physical and emotional needs of consumers…Great brands transcend great products. They respect … [ Read more ]

Nicholas Ind

The primary function of brands is to reduce our anxiety in making choices. The very fact we are anxious indicates that we have freedom to choose. The more we sense we know about a product, the less anxiety we feel. When we know less about a product, then our uncertainty rises. The axiom is demonstrated by the correlation that exists between … [ Read more ]

Master Negotiators – The Seven Strategies

The most successful negotiators, those whose track record enables them to be called Master Negotiators, have seven specific strategies. They are:
* Build the future with creative solutions.
* Come to the table incredibly well-prepared.
* Create and claim maximum value.
* Understand negotiating style.
* Master the negotiation process.
* Build strategic alliances.
* Become a life-long learner.
* Build the future with creative … [ Read more ]

Robert Kennedy

The Gross National Product includes air pollution and advertising for cigarettes, and ambulances to clear our highways of carnage. It counts special locks for our doors, and jails for the people who break them. The GNP includes the destruction of the redwoods and the death of Lake Superior. It grows with the production of napalm and missiles and nuclear warheads. And if GNP includes all … [ Read more ]

Role of the Coach

As an effective Manager, you will need to be able to juggle between the roles of Leader, Manager and Coach throughout your working day. It is often hard to determine which role is appropriate but each one will give different results, depending on the issue or opportunity at hand. Being a coach within the role of management is essential to ensuring that you get … [ Read more ]

Competencies of senior managers

A study by George O. Klemp, Jr. and David C. McClelland, “What Characterizes Intelligent Functioning Among Senior Managers?” examined the attributes that distinguished successful senior managers from their average counterparts, through a method called job competence assessment. The results of the study indicated that there were eight competencies which differentiated between top senior managers and their average counterparts.

Getting Ready for Battle – Marketing Research

Important though it is, market research is often a misunderstood – and misused – discipline. Rather than enlightening, it sometimes confuses and misleads. It’s often hijacked by talented technicians who focus so much on the methods that they lose sight of the purpose.

Project Management for Working Managers

This series of articles – or ‘units’ – will not deal with all the complexities of big time project management. Instead, it will cover the sort of projects which all managers have to deal with on a regular basis within the framework of a business whose primary aims are not project based.

But in doing so, it will cover the management principles which govern all … [ Read more ]

How and what

In virtually all areas of human endeavour, both ‘how’ and ‘what’ are of concern. The realization that all organizations today are involved in a matrix is perhaps important; no company, organisation or even state can really afford to ignore either of these aspects. The need is always to balance the task compulsions with the task constraints – the ‘what’ and ‘how’.

Freedom from command and control

Command and control is a disease in our organisations. It sub-optimises performance. We do not treat it as a disease, because we accept its ideas as normal and we are unable to see the dysfunctional consequences. If and when we do see the damage it causes, we are alarmed to such an extent that some become fearful of telling others. It is career limiting to … [ Read more ]

Project management and the matrix

This article is a summary sketch of the structural and cultural downsides of matriced relationships. It is an outgrowth of the author’s organization development (OD) consulting experiences. It draws on a great many group interviews and workshop observations. It encompasses the (remarkably consistent) views of both managerial and non-managerial personnel within those matrix organizations.