Management Mantra's


The Train of Life
By Anonymous
Some folks ride the train of life Looking out the rear,
Watching miles of life roll by, And marking every year.
They sit in sad remembrance, Of wasted days gone by,
And curse their life for what it was, And hang their head and cry.
But I don't concern myself with that, I took a different vent,
I look forward to what life holds, And not what has been spent.
So strap me to the engine, As securely as I can be,
I want to be out in the front, To see what I can see.
I want to feel the winds of change, Blowing in my face,
I want to see what life unfolds, As I move from place to place.
I want to see what's coming up,  Not looking at the past,
Life's too short for yesterdays, It moves along too fast.
So if the ride gets bumpy, While you are looking back,
Go up front, and you may find, Your life has jumped the track.
It's all right to remember, That's part of history,
But up front's where it's happening, There's so much mystery.
The enjoyment of living, Is not where we have been,
It's looking ever forward, To another year and ten.
It's searching all the byways, Never should you refrain,
For if you want to live your life, You've gotta drive the train.
All Aboard Everybody...



What Companies want? 

Most organization emphasize experience when making employee selection decision. Now days, selection procedure is basically elimination procedure. Experience can be a valid predictor of future job performance but companies prefer to emphasize intelligence. Companies believe that the key to its success is its ability to innovate, and the smartest people regardless of their jobs are the best innovators. So, jobs interviews are more likely to focus on an applicant’s answer to questions such as
 “How many windows are in the city?” or
“How many trees are in the city?” or
 “What did you learn from your last job?”. Or
“Tell about yourself”
Importantly, interviewer aren’t interested in how close an applicant’s response is to the correct answer. They’re looking at a candidate’s reasoning processes. Even for menial jobs companies emphasize intelligence. They are concerned with how applicants think rather than their ability to provide a correct answer. Companies belief that IQ is more important than experience-“you can teach smart people anything.” Therefore, they believe their greatest assets are the collective intellectual resources of their employees. So, they consistently seek out and hire the smartest individuals they can find.



Vishal Agarwal
GL Bajaj Institute of Management and Research,

Greater Noida.

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Pandav's are Management Gurus!

"The Mahabharata is not about good and evil — instead, it teaches you that life is grey. Defining the grey is not easy because it is deeply rooted to the context. So, negotiate the grey."

Spiritual discourse by a seer? No, words of wisdom for future global managers in an IIM-Bangalore classroom. What has the Mahabharata got to do with IIMs? Lots.

The great Indian epic can be used to compare each of the Pandavas to managers of today with their roles, strengths, weaknesses and consequences.

The popular elective course — Spirituality for Global Managers — has management students looking at Krishna as the CEO; Yudhishtir who binds together values; Bhima (outcomes); Arjun (learning); Karna (legitimacy); Nakul (process) and Shadev (purpose).

Says Ramnath Narayanaswamy, professor at IIM-B: "The Ramayana and Mahabharata are outstanding texts for all times and can be contemporised to any age. The Pandavas, Karna included, are each a great hero with a fatal flaw."

What is interesting is the way in which each of the Pandavas has been made relevant in the management context. Explains Narayanaswamy: "Yudhishtir is the mentor whose strengths are his values and beliefs. He stands for propriety but he is blinded by his code of honour. Similarly, Bhima is an 'executor' manager. For him, the outcome is supremely important, the bottomline matters — his weakness is he can be blinded by rage."

Nakul, points out the IIM-B professor, is the enabler — the service hero of today.

"He's driven by process, but there's no active leadership. Sahadeva is the visionary, but he is like the manager who stands for thought and no action. Karna's strength is personal loyalty, it also brings about his doom. He's like the manager of today who'd buy vegetables for his bosses," says Narayanaswamy.

Arjun stands for flawless perfection. His strength is that he's assailed by doubt, but he's willing to learn.

"Today's young managers are Arjuns, in search of their own heroism — they want to discover their own meaning in life," says Narayanaswamy.

But the best part is the course's attempt to "isolate the insides of religious traditions and contemporise them" in a managerial situation. "Scholars from different religious traditions deliver lectures. These include Hinduism, Christianity, Islam, Buddhism, Sufism, Jainism, Judaism and other religions, though the focus is not on scriptures. The focus is on spirituality, not religion."

Ramnath Narayanaswamy says: "There are three components in management — the analytical (head), the emotional (heart) and the spiritual (soul). But, management education completely ignores emotional intelligence (EI) and focuses only on analytical intelligence. However, our young future managers need feeling and imagination. It's difficult to teach these as they are experience-driven. Life skills like creative thinking, listening, mentoring, working under pressure, empathy, team building — all these come from EI."

Source Times of India