The Contemporary World


By the end of World War 11 in 1945, the Industrial Revolution was complete. The need for war goods required the development of new forms of production and technology, which later were used to produce consumer goods. Inventiveness was at high peak. Synthetic plastics and chemicals replaced natural substances as the basis for many products. Better machinery made it possible to manufacture products to produce precise specifications. (This type of precision is what lead eventually to the Apollo moon shot, which required components that were accurate to several one-hundred thousandths of an inch.)

In the 1970s, widespread use of computers enabled the management to process large quantities of data. Factories could be automated, with computer-controlled machinery carrying out many routine activities that could previously be completed only by time-consuming human labor.

By 1980, more than 80 percent of US 500 largest businesses were multinational, operating facilities in five or more foreign countries. And even for smaller companies and individual consumers, the world has become more like a large neighborhood than a huge, unknowable planet. High-speed computers, orbiting satellites, fluctuating exchange rates, and worldwide scarcities of natural resources bind us together with common needs, concerns, and goals.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Thinking Before Signing a Franchise Agreement


A franchise agreement is a legally binding contract that defines the relationship between the franchise and the franchiser. Because the Agreement is drawn up by the franchiser, the terms and conditions generally favor the franchiser. You don’t necessarily have to agree to everything on the first go-round. Maybe you can negotiate a better deal. Before signing the franchise agreement, be sure consult an attorney. Here are some tips you must consider before signing the agreement:

  1. Are your legal responsibilities as a franchisee clear? Are your family members similarly obligated?
  2. Who is responsible for selecting the location of your business?
  3. Is the name or trademark of your franchise legally protected? Can the franchiser change or modify the trademark without consulting you?
  4. Has the franchiser made any oral promises that are not reflected in the written franchise agreement?
  5. What are your renewal rights? What conditions must you meet to renew your agreement?
  6. Do you have exclusive rights to a given territory or could the franchiser sell to additional franchisees who would become your competitors?
  7. Under what terms are you allowed or required to terminate the franchise agreement? What becomes of the lease and assets if the agreement is terminated? Are you barred from opening a similar business?
  8. Under what terms and conditions are you permitted or required to sell some or all of your interests in the franchise?
  9. Are you required to buy supplies from the franchiser or other specified suppliers? Under what circumstances can you choose your own suppliers?
  10. Has your attorney studied the written franchise agreement? Does it conform to the requirements of Government rules?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

A Bad Boss


Bad bosses are people too, with their own fears, feelings, strengths, and weaknesses. Sometimes the pompous ones are basically shy and insecure. The ones who yell at people and unduly assert their aggression may be having significant family problems. Bosses with personal health problems may take these out on the staff. Still other bosses may be nice people who are simply in over their heads, and have absolutely no aptitude for the jobs.

By realizing that human frailties often underlie even the most objectionable qualities of bad bosses, employees can be in a better position to deal with them, and to judge whether the situation is temporary or hopeless. They may help them decide whether to stick it out or quit the job.

Even though a bad boss counts on the inertia of the human spirit, you can break free of the intangible bonds that bind. Also beware of some of the tangible bonds. Whatever you do, don’t lock yourself into an enormous mortgage, or you will not have the option of cooling off in another job at a reduced salary. There is a shortage of skilled labor, and a tremendous shortage of versatile labor (people who will accept a total change in career direction when circumstances dictate). Even if you end up with a different bad boss, at least the change will be refreshing. Remember that the average worker will have between four and six complete job changes in the course of working lifetime, so you don’t need to be caught in the “one company, for better or for work” trap for your whole career.

People need a mission in life. If this is denied by a bad boss at work, there are other ways to fulfill this need—ways that will still allow an overall sense of accomplishment. It is obviously bad business for any company to have such a reversal of energies affecting its operation. However, concentrating most of their energies on pursuits outside of work is a common defense against the bad boss when employees elect to stay with their jobs rather than resigning.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

A Healthy Company


A healthy company is like a fine athlete is more than someone who isn’t sick, a healthy company embodies people and practices that combine and coordinate to produce an exceptional performance.

 

Healthy companies all possess and emanate a certain vitality and spirit. This spirit is not a religious fervor or a mindless cheerleader enthusiasm but a deep feeling of shared humanistic values at the core of the company. These values are the glue that binds healthy, successful employees with healthy, productive workplaces. They influence the way people act and think at all levels of the company and form the foundation for corporate policies and practices. They define roles and responsibilities and dictate hor business decisions are made. These principles are expressed and applied at every turn of the business, from receptionists and loading dock workers, through managers and executives, and into the board of directors.

 

These values are perpetually interacting, expanding, and contracting like a living entity. Each value depends on and determines the health of the others; sickness or disease that undermines on weakens all; roboustness in one value strengthens all. The values at the heart of a healthy company enable it to continuously grow, evolve, and renew itself, reinforcing what is productive and prositive and sloughing off the unhealthy and unworkable. In short, the causes and effects between values, people, and companies are not linear but circular. Values are the center of the enterprise; they circulate through every cell and artery of a company, and a company and its employees either reinforce healthy values or bring about their decline.

 

Healthy company values bind people to their organizations. By creating a common language and appealing to principles of dignity, commitment, and growth, these values help to create an identity that connects thousands of people around a shared mission. Suddenly, the traditional hard values of business success and the nontraditional soft values of human development merge into one dream.

 

This convergence generates a synergy, producing something greater than the sum of their parts—a vital business that lives and breathes a humanistic philosophy, that treats people as more than profit producers, views relationships as more than simply financial contracts, and regards the workplace as more than a setting for business. It is a holistic environment, one that nurtures, stretches, and empowers peple. The result is an organization that optimizes people, principles, and profits.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Psychic Profile of a Healthy Company


Just like a fine athlete is more than someone who isn’t sick, a healthy company embodies people and practices that combine and coordinate to produce an exceptional performance.

Healthy companies all possess and emanate a certain vitality and spirit  This spirit is not a religious fervor or a mindless cheerleader enthusiaism but a deep feeling of shared humanistic values at the core of the company. These values are the glue that binds healthy, successful employees with healthy, productive workplaces.  They influence the way people act and think at all levels of the company and form the foundation for corporate policies and practices. They define roles and responsibilities and dictate how business decisions are made. These principles are expressed and applied at every turn of the business, from receptionists and loading dock workers, through managers and executives, and into the board of directors.

These values are perpetually interacting, expanding, and contracting like a living entity. Each value depends on and determines the health of the others; sickness or disease that undermines one weakens all; robustness in one value strengthens all. The values at at the heart of the healthy company enable it to continuously grow, evolve, and renew itself, reinforcing what is productive and positive and sloughing off the unhealthy and unworkable. In short, the causes and effects between values, people, and companies are not linear but circular. Values are the center of the enterprise; they circulate through every cell and artery of a company, and a company and itsemployees either reinforce healthy values or bring about their decline.

Healthy company values bind people to their organizations. By creating a common language and appealing to principles of dignity, commitment, and growth, these values help to create an identity that connects thousands of people around a shared mission. Suddenly, the traditional hard values of business success and the nontraditional soft values of human development merge into one dream.

This convergence generates a synergy, producing something greater than the sum of their parts–a vital business that lives and breathes a humanistic philosophy, that treats people as more than profiot producers, views relationships as more than simply financial contracts, and regards the workplace as more than a setting for business. It is a holistic environment, one that nurtures, stretches, and empowers people. The result is an organizatipn that optimizes people, principles, and profits.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com