Mgmt Stories Told At IIM - Ahmedabad(too Good-do Read) - CiteHR
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A Management Story

Story # 1

It`s a fine sunny day in the forest and a lion is sitting outside his cave, lying lazily in the sun. Along comes a fox, out on a walk.

Fox: "Do you know the time, because my watch is broken"

Lion: "Oh, I can easily fix the watch for you"

Fox: "Hmm... But it`s a very complicated mechanism, and your big claws will only destroy it even more"

Lion: "Oh no, give it to me, and it will be fixed"

Fox: "That`s ridiculous! Any fool knows that lazy lions with great claws cannot fix complicated watches"

Lion: "Sure they do, give it to me and it will be fixed"

The lion disappears into his cave, and after a while he comes back with the watch which is running perfectly. The fox is impressed, and the lion continues to lie lazily in the sun, looking very pleased with himself.

Soon a wolf comes along and stops to watch the lazy lion in the sun.

Wolf: "Can I come and watch TV tonight with you, because mine is broken"

Lion: "Oh, I can easily fix your TV for you"

Wolf: "You don`t expect me to believe such rubbish, do you? There is no way that a lazy lion with big claws can fix a complicated TV"

Lion: "No problem. Do you want to try it?"

The lion goes into his cave, and after a while comes back with a perfectly fixed TV. The wolf goes away happily and amazed.

Scene :

Inside the lion`s cave. In one corner are half a dozen small and intelligent looking rabbits who are busily doing very complicated work with very detailed instruments. In the other corner lies a huge lion looking very pleased with himself.

Moral :

IF YOU WANT TO KNOW WHY A MANAGER IS FAMOUS; LOOK AT THE WORK OF HIS SUBORDINATES.

Management Lesson

In the context of the working world :

IF YOU WANT TO KNOW WHY SOMEONE UNDESERVED IS PROMOTED; LOOK AT THE WORK OF HIS SUBORDINATES.

Story # 2

It`s a fine sunny day in the forest and a rabbit is sitting outside his burrow, tippy-tapping on his typewriter.. Along comes a fox, out for a walk.

Fox: "What are you working on?"

Rabbit: "My thesis."

Fox: "Hmm... What is it about?"

Rabbit: "Oh, I`m writing about how rabbits eat foxes."

Fox: "That`s ridiculous ! Any fool knows that rabbits don`t eat foxes!"

Rabbit: "Come with me and I`ll show you!"

They both disappear into the rabbit`s burrow. After few minutes, gnawing on a fox bone, the rabbit returns to his typewriter and resumes typing.

Soon a wolf comes along and stops to watch the hardworking rabbit.

Wolf: "What`s that you are writing?"

Rabbit: "I`m doing a thesis on how rabbits eat wolves."

Wolf: "you don`t expect to get such rubbish published, do you?"

Rabbit: "No problem. Do you want to see why?"

The rabbit and the wolf go into the burrow and again the rabbit returns by himself, after a few minutes, and goes back to typing.

Finally a bear comes along and asks, "What are you doing?

Rabbit: "I`m doing a thesis on how rabbits eat bears."

Bear: "Well that`s absurd ! "

Rabbit: "Come into my home and I`ll show you"

Scene :

As they enter the burrow, the rabbit introduces the bear to the lion.

Moral:

IT DOESN`T MATTER HOW SILLY YOUR THESIS TOPIC IS; WHAT MATTERS IS WHOM YOU HAVE AS A SUPERVISOR.

Management Lesson

In the context of the working world:

IT DOESN`T MATTER HOW BAD YOUR PERFORMANCE IS; WHAT MATTERS IS WHETHER YOUR BOSS LIKES YOU OR NOT
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hi sari, good one’s. one can really learn something from it. i did not knew all these, so i learnt it. keep posting all these things. bye apurv
Mgmt Stories told at IIM - Ahmedabad (too good-do read)
Mgmt Stories told to CiteHR members - by SARI :lol: :lol: (too good-do read) :lol: :lol:

Excellent Lessons SARI .... Keep up the spirit !! :P
Rgds,
VENU
:D
The Ten Challenges for Change

Challenges of Initiating

These challenges are often sufficient to prevent growth from occurring, almost before it starts. They are consistently encountered at the early stages of significant organizational change. The capabilities to deal with them must be developed under high pressure; but in managing these challenges effectively, organizations develop capabilities much sooner than otherwise for dealing with challenges down the road.

1 Not Enough Time:"We don't have time for this stuff!"

This is the challenge of control over one's time. This challenge is represents a valuable opportunity for reframing the way that workplaces are organized, to provide flexibility and time for reflection and innovation.

2 No Help: "We're like the blind leading the blind!"

Some managers believe that asking for help is a sign of incompetence; others are unaware of the coaching and support they need. Meeting this challenge means building the capabilities for finding the right help, and for mentoring each other to develop successful innovations.

3 Not Relevant: "Why are we doing this stuff?"

A top priority for pilot groups is a clear, compelling case for learning and change. If people are not sufficiently committed to an initiative's goals, a "commitment gap" develops and they will not take part wholeheartedly. Building relevance depends on candid conversations about the reasons for change and the commitments people can make.

4 "Walking the Talk" - Leadership values

What happens when there is a mismatch between the things the boss says and his or her actual behavior? People do not expect perfection, but they recognize when leaders are not sincere or open. If executive and line leaders do not provide an atmosphere of trust and authenticity, then genuine change cannot move forward.

Challenges of Sustaining Momentum

These challenges occur sometime during the first year or two, when the group has clear goals and has discovered that new methods save more than enough time to put them into practice. Now the pilot group's real troubles begin. Sustained activity confronts boundaries - between the work of the pilot group and "internal" attitudes and beliefs, and between the pilot group's needs and the larger-scale company's values and ways of measuring success.

5 Fear and Anxiety: "This suff is ----"

The blanks represent the fact that everyone expresses their fear and anxiety with a different form of defensiveness.) How do you deal with the concerns of team members about exposure, vulnerability and inadequacy, triggered by the conflicts between increasing levels of candor and openness and low levels of trust? This is one of the most frequently faced challenges and the most difficult to overcome.

6 Assessment and Measurement: "This stuff isn't working"

How do you deal with the disconnect between the tangible (but unfamiliar) achievements of a pilot group and the organization's traditional ways of measuring success?

7 Believers and Nonbelievers:

"We have the right way!" say pilot group members. "They're acting like a cult!" say their other colleagues and peers.Riding on a wave of early success, speaking their own language, the pilot group becomes increasingly isolated from the rest of the organization. Outsiders, meanwhile, are put off and then turned off by the new, unfamiliar approaches and behavior. These misunderstandings easily accelerate into unnecessary, but nearly unavoidable, opposition.

Challenges of Systemwide Redesgin and Rethinking

These challenges appear as a pilot group's work gains broader credibility and confronts the established internal infrastructure and practices of the organization.

8 Governance: "They won't give up the power."

As the pilot group's capabilities and activities increase, it runs into the priorities and established processes of the rest of the organization. This leads to conflicts over power and autonomy and to a destructive, "us-versus-them" dynamic that nobody wants - and that could be avoided if the capabilities are in place for organizational redesign.

9 Diffusion: "We keep reinventig the wheel!"

Unless organizations learn to recognize and deal with their mysterious, almost unnoticed inability to transfer knowledge across organizational boundaries, people around the system will not build upon each other's successes.

10 Strategy and Purpose: "Where are we going? and "What are we here for?"

How do you revitalize and rethink the organization's intended direction for success, its' contribution to its community and its future identity? How do you improve the processes of conversation that lead people to articulate and refine their aspirations and goals for achieving them?

Posted By: mirza0 Comments (Post your comment)

The Qualities of Skillful Leadership

Sat Jul 28, 2007 6:38 pm

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[ Currently: Working ]

If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills, and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.

What's important in leadership is refining your skills. All great leaders keep working on themselves until they become effective. Here are some specifics:

1) Learn to be strong but not rude.

It is an extra step you must take to become a powerful, capable leader with a wide range of reach. Some people mistake rudeness for strength. It's not even a good substitute.

2) Learn to be kind but not weak.

We must not mistake kindness for weakness. Kindness isn't weak. Kindness is a certain type of strength. We must be kind enough to tell somebody the truth. We must be kind enough and considerate enough to lay it on the line. We must be kind enough to tell it like it is and not deal in delusion.

3) Learn to be bold but not a bully.

It takes boldness to win the day. To build your influence, you've got to walk in front of your group. You've got to be willing to take the first arrow, tackle the first problem, discover the first sign of trouble.

4) You've got to learn to be humble, but not timid.

You can't get to the high life by being timid. Some people mistake timidity for humility. Humility is almost a God-like word. A sense of awe. A sense of wonder. An awareness of the human soul and spirit. An understanding that there is something unique about the human drama versus the rest of life. Humility is a grasp of the distance between us and the stars, yet having the feeling that we're part of the stars. So humility is a virtue; but timidity is a disease. Timidity is an affliction. It can be cured, but it is a problem.

5) Be proud but not arrogant.

It takes pride to win the day. It takes pride to build your ambition. It takes pride in community. It takes pride in cause, in accomplishment. But the key to becoming a good leader is being proud without being arrogant. In fact I believe the worst kind of arrogance is arrogance from ignorance. It's when you don't know that you don't know. Now that kind of arrogance is intolerable. If someone is smart and arrogant, we can tolerate that. But if someone is ignorant and arrogant, that's just too much to take.

6) Develop humor without folly.

That's important for a leader. In leadership, we learn that it's okay to be witty, but not silly. It's okay to be fun, but not foolish.

7) Lastly, deal in realities. Deal in truth.

Save yourself the agony. Just accept life like it is. Life is unique. Some people call it tragic, but I'd like to think it's unique. The whole drama of life is unique. It's fascinating. And I've found that the skills that work well for one leader may not work at all for another. But the fundamental skills of leadership can be adapted to work well for just about everyone: at work, in the community, and at home.

Zafar
:D I found the first story really as a mind activator.Quite apt as per todays world. Thankyou for all the efforts that have been put in to mail this story for Cite Hr Team.
Thank you once again.
Sunita Seth
:lol:
Good Evening Sari Its the best story for a management student. 2 year course of MBA in only 2 short stories really wonderful. Best regards to the story writer Regards Somnath Hiremath :D :D :D
Very Good Stories Practical and should be keep in mind by all bosses and subordinates Keep sharing Amit
Hai Sari, Good Stories.... :wink: With a moral too at the end... :D :) Do keep posting such things.... :lol:
Hi dear, It is very thoughtful story, inspirational and giving the exact pic. of certain aspect of daily work. Thanx & regards, Ashu Singh HR Executive(IT) Delhi
Excellent!!!!!!!!!!!!!!! Great story to make people understand why do their Bosses gets appreciation inspite of the fact that do very little but the fact is that they get the things done.
Hats off!!!!!
Amit Goyal
9811558950
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