Travel Stress


We travel to get to work, we travel during our work, and we travel to get to distant meetings. Travel comes in all forms: short and long timeframes and short and long distances. For most people, the commonest hurdle is the daily grind to and from work. This is most acute in large cities. The problems are truly international, but some of the ugliest and best-studied traffic jams are now everywhere.

The levels of stress that this brings are extremely significant. For those who handle it poorly, it can be damaging  to their health, and may even endanger the lives of others. Medically, we know that stress mechanisms all fire at once when the body identifies a crisis. Adrenaline pours out, the stomach shuts down, the pulse races, and the hair stands up on end. The blood pressure soars, muscles clench in spasms around the shoulder tips and jaw,  and primal aggressions rise, ready for fight or flight.

With immediate flight brings out of the question, more and more frustrated drivers are turning to the fight option—either inside their cars as they tip at the heels of slower drivers, or outside their cars, where they may stomp up and beat a dent into the roof of an offending vehicle. Even the mild and polite become aggressive when they strap themselves into their bumper cars to drive to work. This means they usually arrive late, enraged and spent before they even start to face the day’s stresses on the job.

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.

The Vicious Circle


Revenge tends to metastatize inside a company, organization, or family. Stepping on someone else rarely if ever occurs in a vacuum: it’s just one part of a potentially endless cycle. Even indirect retaliation leads to a vicious spiral. Repressed revenge can spread just as far and have even longer-lasting impact.

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.

Sun Tzu’s Advice to Strategy Makers


More than 2300 years ago, Sun Tzu wrote The Art of War, an amazing book on the principles of military strategy. Herebelow are some idea extracts:

  1. Adopt SOSTAC. He believed that it is essential first to carry out a complete analysis of the situation. The strengths and weaknesses of one’s position, the relationship between one’s goals and the goals of society at large, the intensity of one’s courage and determination, and the worthiness and integrity of one’s objective must all be carefully evaluated. Even then, it seems, SOSTAC (Situation Analysis, Objectives, Strategy, Tactics, Action, and Control) was emerging—situation analysis, objectives and strategy.
  2. Do your Homework. Those who triumph, compute at their headquarters, a great number of factors, prior to a challenge. Those who are defeated, compute at their headquarters, a small number of factors, prior to a challenge. Much computation brings triumph, little computation brings defeat. How much more so with no computation at all. By observing only this, I can see triumph or defeat.
  3. Develop some options. Therefore those who are not entirely aware of strategies that are disadvantageous, cannot be entirely aware of strategies that are advantageous.
  4. Know your Resources. You must be certain that your resources have been carefully evaluated before engaging in this challenge.
  5. Why senior management Support: before engaging in a challenge, a leader must be certain that the organization is prepared to support the expense of a confrontation.
  6. Do you hurt your market or environment? Brilliant leaders are always aware of the entire system, both inside and outside of their organizations. They know that to harm or destroy what is outside will hurt their own growth, while employing their rivals and incorporating their resources will enhance their strategy.
  7. Put everything in place before making a move. Sun Tzu believed that a true victory can be won only with a strategy of tactical positioning, so that the moment of triumph is effortless and destructive conflict is avoided even before considering a confrontation – for whatever purpose.

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.

The Chief Executive Officer


The chief executive officer (CEO) is the person ultimately responsible for setting organizational strategy and policy. Even though the CEO reports to the chair of the board (who has the most legal authority), in a real sense the CEO is the most powerful person in the corporation because he or she controls the allocation of resources. The board of directors gives the CEO the power to set the organization’s strategy and use its resources to create value. Often the same person is both chief executive officer and chair of the board. A person who occupies both positions wields considerable power and directly links the board to corporate management.

How does a CEO actually affect the way an organization operates? A CEO can influence organizational effectiveness and decision making in five principal ways:

  1. The CEO is responsible foe setting the organization’s goals and designing its structure.
  2. The CEO selects key executives to occupy the topmost levels of the managerial hierarchy.
  3.  The CEO determines top management’s rewards and incentives.
  4. The CEO controls the allocation of scarce resources such as money and decision making power among the organization’s functional areas or business divisions.
  5. The CEO’s actions and reputation have a major impact on inside and outside stakeholders’ views of the organization and affect the organization’s ability to attract resources from its environment.

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.

Truth Map


Truth map is an audit process designed to get to the bottom of an organization’s challenges, opportunities and concerns. It requires the involvement of a cross-section of individuals from right across the whole organization, as well as other relevant parties such as customers and suppliers. At the most simple level, it involves asking a lot of people a lot of questions—but that is only the beginning.

It is not what truth map is that makes it special but the reasons why it is being undertaken and the spirit in which it is carried out that are important.

You may use truth map in two different situations, firstly as part of truth and reconciliation in business, and secondly as the first stage of a standard message mapping exercise.

A truth map covers the same ground in either situation but covers it in different ways and for slightly different reasons.

  • Use as part of a standard message mapping exercise (e.g., to assist a group of committed, enthusiastic individuals), the emphasis is on getting to the truth about future opportunities and challenges.
  • Use as part of truth and reconciliation in business, the emphasis is on getting to the truth of past conflicts, reconciling differences and healing resentments before an organization is even able to move on and address the future. In this type of situation, significant effort must be applied to bring the different parties to the table before dialogue and debate can even start to take place.

In both these situations the actual mechanics are much the same. Both situations require methodical, systematic but sympathetic questioning.

In the interests of objectivity, the presence of an independent adjudicator can be highly beneficial or even essential.

Truth map allows everyone to be heard, it airs people’s grievances and, when done well, even the most hardened objectors can move from being on the outside peeing in, to being on the inside peeing out.

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.

 

Context Learning


Companies that retain employees for new technology have an interest in minimizing the number who fail. Some companies have observed that the success of retraining is greater when trainees know beforehand what jobs they will be occupying, inside or outside the firm, and when they are familiar with the new work unit, its supervisor, and its employees. Accordingly, these companies help trainees acquire this context learning as early as possible.

For example, employees in declining jobs are told as much as possible about the new opportunities arising within the company, so that they can make informed choices. Or, retrainees are assigned to “mentors” from the work units that will employ them. Or, the retrainees’ current and future supervisors accept responsibility for monitoring their programs. Or, best of all, retrainees are transferred to their new work units either before or shortly after the start of the retraining process.

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.

Statistics of Supply and Demand


Equilibrium is determined by the interaction of given supply and demand curves. But what about changes in supply and demand? Such changes can be interpreted as shifts of the supply, curve, of the demand curve, or both at once.

Perhaps as a result of altered preferences, buyers suddenly want to continue more of some good at each possible price. This is called an increase of demand. The basic technique in analyzing some economic change will be to ask: Is the change reflected in a shift of supply, or a shift of demand (or possibly, of both)? It will be immediately evident that an increase in demand alone leads to an increase in both equilibrium price and equilibrium quantity. An increase in supply leads to an increase in equilibrium quantity, but to a decrease in equilibrium price.

It is sometimes useful to distinguish between those sources of change originating “outside” and those originating “inside” the economic system. The “outside” sources of variation include” 1) Changes in tastes, 2) changes in technology, changes in resources, and 3) changes in resources, and 4) changes in the political-legal system. All these changes can be regarded, in some degree at least, as originating autonomously rather than in response to economic factors.

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.

Property Rights


The values in an organization’s culture reflect the ethics of individuals in the organization, of professional groups, and of the society in which the organization exists.the values in an organization’s culture also stem from how the organization distributes property rights—the rights that an organization gives to its members to receive and use organizational resources. Property rights define the rights and responsibilities of each inside stakeholder group and cause the development of different norms, values, and attitudes toward the organization.

Shareholders have the strongest property rights of all stakeholder groups because they own the resources of the company and share in its profits. Top managers often have strong property rights because they are given large amounts of organizational resources, such as high salaries, the rights to large stock options, or golden parachutes, which guarantee them large sums of money if they are fired when their company is taken over. Top managers’ rights to use organizational resources are reflected in their authority to make decisions and control organizational resources. Managers are usually given strong rights because if they do not share in the value that the organization creates, they are unlikely to be motivated to work hard on behalf of the organization and its stakeholders.

An organization’s workforce may be given strong property rights, such as guarantee of lifetime employment and involvement in an employee stock-ownership plan (ESOP) or in a profit-sharing plan. Most workers, however, are not given very strong property rights. Few are given lifetime employment or involved in ESOPs, though they may be guaranteed long-term employment or be eligible for bonuses. Often workers’ property rights are simply the wages they earn and the health and pension benefits they receive. Workers’ rights to use organizational resources are reflected in their responsibilities in the level of control they have over their tasks.

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, Line of Sight

Managing Redeployment


A policy of employment security carries with it the task of managing the steady movement of employees out of redundant jobs and into jobs that have come into demand inside or outside the firm. Otherwise the employer faces mounting costs and the danger of carrying surplus people on the payroll, in addition to the costs and turmoil of hiring new employees. Uncontrolled, these costs jeopardize the policy of employment security, the viability of the firm, or both.

Managing the redeployment of people is not accomplished by merely setting goals and urging managers to pay heed. Specific responsibilities have to be assigned to individual managers, and specific routines for anticipating, planning, and implementing moves must be instituted. In a large organization, these arrangements will be put into place at site level, division level, and corporate level.

Retraining is and will continue to be an essential step in the process. Concrete methods that companies (and unions) have devised to ensure that retraining serves the purpose of employment security.

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, Line of Sight

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