Friends, I am posting some of my observations and thoughts. Some may be acceptable, and some may not be. The intention of this post is solely that you exert yourself to develop a deeper, practical, and independent understanding of things around you. This will help make your workplace and life better. Just don't accept everything that is 'thrown' at you in the name of management theories and practices.
Your feedback and experience sharing is solicited.
Regards
From India, Dehra Dun
Acknowledge(6)
Amend(0)
20Your feedback and experience sharing is solicited.
Regards
From India, Dehra Dun
Acknowledge(6)+1 more
Amend(0)
Interesting view... not that it was not known to many, but I really like the way it was presented and convincingly put across. I have chosen to reply to add my perspective. As a young apprentice, I did more work than I am doing now. Today, after 15 years of work, I feel a little lost and unclear on what I should actually be doing. My learnings were pretty fast in the earlier stage of my career, but as mentioned in the presentation, the opportunities didn't align with the rate at which I was gaining experience. Today, I feel quite competent to take on higher responsibilities but lack the authority to do so. I find myself at loggerheads with management on what should be done. Additionally, I find that some people in management are not competent enough to take risks. It seems that the management is unable to assess risks and opportunities, indicating that they may not have gained enough experience at the start of their careers when they were eager to learn and implement more. I have much to say, and for that, it may sound like gibberish, but I hope I have effectively conveyed my point in support of the rebel.
"Times are changing, people are changing, and so management styles will."
From India, Vapi
Acknowledge(2)
Amend(0)
"Times are changing, people are changing, and so management styles will."
From India, Vapi
Acknowledge(2)Amend(0)
A very good compilation and a thought-provoking one too.
Slide 2: Young and Old
Discussing when you are young and old is certainly a commonly observed scenario. I wish to say that when you are young, the enthusiasm and energy make you feel that many things are easy to do. Here, not everyone falls in line. Some dare to break away and start their own ventures to achieve success. Others burn their fingers, learn a lesson, and come back to the mainstream from where they broke (because they became broke!). Those who have spent sufficient years, no doubt, want to take fewer risks. Here again, there are exceptions galore. Some continue to rise, taking risks and making others gasp with wonder. Here, maturity, age, loyalty, experience, and discipline take them through. After all, there is limited space at the top, and those who are there are there because they are different from the rest.
Slide 3: Hate the Boss Syndrome
The boss is often a stumbling block, an extension of the effect of age from the previous slide. With all the knowledge and experience that you gain, if introspection is done, change is possible. They find they have better things to do and discuss than blame the boss. The best line I liked in this slide is Have changed ourselves into what our bosses were. This advocates not following the traditional SAAS–BAHU cycle or the perennial ragging menace in colleges. So if you can be good, you have made the difference to your colleagues/juniors.
Slide 4: Issue and Time Spent on Office Matters
The trivia or big issues, in my experience, have proportional time spent and not as mentioned. If the trivial gets escalated to higher levels, it becomes big!
Slide 5: Knowledge Management and Transfers
The main contents are to be agreed upon.
A. My view is No one is indispensable. Still, some people make a difference.
B. Wrong practices getting replicated. I do not agree. Everyone has one above and one below working with them. They would object.
C. I do not agree. The transfer may take place because he is not the right person for that job!
Slide 6: Job Position Vs Actual Job
I agree with what is stated. However, I wish to add that in the hierarchy shown, everyone has their own job. Only when there are strong exceptions in the job done does the matter get escalated depending on severity/importance.
Slide 7: Don't Accept Everything Thrown at You in the Name of Management and Practices
I agree with the expressed view. By writing my views as above, I believe I have followed this slide content.
Regards,
V. Raghunathan, Navi Mumbai
From India
Acknowledge(1)Amend(0)
Slide 2: Young and Old
Discussing when you are young and old is certainly a commonly observed scenario. I wish to say that when you are young, the enthusiasm and energy make you feel that many things are easy to do. Here, not everyone falls in line. Some dare to break away and start their own ventures to achieve success. Others burn their fingers, learn a lesson, and come back to the mainstream from where they broke (because they became broke!). Those who have spent sufficient years, no doubt, want to take fewer risks. Here again, there are exceptions galore. Some continue to rise, taking risks and making others gasp with wonder. Here, maturity, age, loyalty, experience, and discipline take them through. After all, there is limited space at the top, and those who are there are there because they are different from the rest.
Slide 3: Hate the Boss Syndrome
The boss is often a stumbling block, an extension of the effect of age from the previous slide. With all the knowledge and experience that you gain, if introspection is done, change is possible. They find they have better things to do and discuss than blame the boss. The best line I liked in this slide is Have changed ourselves into what our bosses were. This advocates not following the traditional SAAS–BAHU cycle or the perennial ragging menace in colleges. So if you can be good, you have made the difference to your colleagues/juniors.
Slide 4: Issue and Time Spent on Office Matters
The trivia or big issues, in my experience, have proportional time spent and not as mentioned. If the trivial gets escalated to higher levels, it becomes big!
Slide 5: Knowledge Management and Transfers
The main contents are to be agreed upon.
A. My view is No one is indispensable. Still, some people make a difference.
B. Wrong practices getting replicated. I do not agree. Everyone has one above and one below working with them. They would object.
C. I do not agree. The transfer may take place because he is not the right person for that job!
Slide 6: Job Position Vs Actual Job
I agree with what is stated. However, I wish to add that in the hierarchy shown, everyone has their own job. Only when there are strong exceptions in the job done does the matter get escalated depending on severity/importance.
Slide 7: Don't Accept Everything Thrown at You in the Name of Management and Practices
I agree with the expressed view. By writing my views as above, I believe I have followed this slide content.
Regards,
V. Raghunathan, Navi Mumbai
From India
Acknowledge(1)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
Employee-engage ment.prn_190.pd f
Employee engagement.ppt